Discussion Questions and Exercises

  1. Transformational leadership has been defined as the “New Leadership” paradigm. Based on the introductory paragraph to this chapter, discuss what Bass and Riggio (2006) and what Lowe and Gardner (2001) define as the reasons why this leadership style is so important to leadership research.
  2. Explain the concept of transformational leadership. How did Burns interpret the concept? Distinguish between transactional and transformational leadership.
  3. When can the use of contingent reward behaviors be effective for leaders and followers?
  4. How can laissez-faire leadership be considered constructive?
  5. According to research, in what ways might Millennials not respond positively to the TL approach?
  6. Distinguish between transformational leadership and charismatic leadership.
  7. Can charismatic leadership be expressed in an online environment? Or is physical presence necessary to exhibit the behaviors listed in House’s model?
  8. Define/describe pseudotransformational leadership. Give two examples of leaders that fit this leadership style. Explain the difference between personalized leadership and socialized leadership.
  9. Using Christie, Baring, and Turner’s (2011) components of pseudotransformational leadership, explain how this style can be both inspiring and threatening to the welfare of followers.
  10. Explain House’s concept of charisma and identify five types of behaviors exhibited by charismatic leaders.
  11. Identify and explain four of Bass’s factors associated with transformational leadership. Give examples from your own experiences or observations that illustrate the use of two of these factors. Contrast the expectations of transactional and transformational leaders.
  12. Identify and explain two of Bass’s factors associated with transactional leadership and one factor associated with non-leadership.
  13. How is Bass’s concept of non-leadership different from the delegating style of the Situational Leadership II grid?
  14. Transformational leadership and transactional leadership often occur in the same organization. How do they impact each other?
  15. Explain four common transformational leadership strategies identified by Bennis and Nanus. In addition, explain Kouzes and Posner’s five practices that enable leaders to get extraordinary things accomplished.
  16. How can transformational leadership practices affect organizations undergoing mergers?
  17. Complete the sample items from the Multifactor Leadership Questionnaire Form 5X-Short and interpret the results. On which factor(s) did you receive the highest score? Give specific examples from your personal experiences to illustrate your behaviors consistent with one factor on which you scored particularly high.
  18. Complete Case 8.2. Answer all questions.