Which type of leader is concerned with emotions, values, ethics, standards, and long-term goals?

Transformational leaders influence their followers to do more for themselves and their community. Bass & Steidlmeier suggest, (1999) “Authentic transformational leadership provides a more reasonable and realistic concept of self—a self that is connected to friends, family, and community whose welfare may be more important to oneself than one’s own” (p.186). There have been many leadership approaches that we have discussed so far in class and when considering transformational leadership is it important to know and understand what this process entails. Northouse states, (2016) “transformational leadership is a process that changes and transforms people (p. 161). This particular leadership approach has proved to be a popular approach to examining leadership because “ it raises the level of morality” (p.162). Northouse (2016) suggests that this approach is “concerned with emotions, values, ethics, standards, and long term-goals. It includes assessing follower’s motives, satisfying their needs, and treating them as full human beings. (p.161) How would President Donald J. Trump fit into this leadership model?

In leadership, Northouse states, “transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the followers” (p.162). Since our election, many critics state that our country is divided more than ever on political issues and the person who occupies the most prestigious office in the country, President Donald Trump, isn’t taking the job as serious as he promised during the election. Immelman (2017) suggests that “relating to the public, outgoing, confident leaders such as Trump typically are active (preferring direct engagement), articulating and defending their policies in person rather than relying on surrogates and proxies (p. 11). According to Green (2017) , “Trump’s most powerful message during the recent election, at least among some Americans, was about defending the country’s putative culture” (p.4). He was able engage the voters by tapping into their cultural anxieties. In addition, he stated that he was “attentive to their needs and motives of followers and tries to help reach their fullest potential”(p.162). However, considering transformational leadership, preying on people’s anxiety doesn’t seem like a “morally uplifting” leadership strategy.

Interestingly enough, his various manipulative actions throughout his first year in the oval office do not fit into the transformational model of leadership. His leadership style is better suited to be placed in the category of pseudo-transformational leadership style. Bass et al. reports “Authentic transformational leaders may have to be manipulative at times for what they judge to be the common good, but manipulation is a frequent practice of pseudo-transformational leaders and an infrequent practice of authentic transformational leaders”(p.186). His concern for the good of “all” Americans appears disingenuous and full of counterfeit promises according to many critics. Northouse (2016) states, “ Psueduotransformational leadership is considered to personalized leadership, which focused on leaders own interests rather than on the interests of others (p. 163). Northouse also suggests that pseudo transformational leadership is inspired leadership that is self-serving, is unwilling to encourage independent thought in followers, and exhibits little general caring for others (p.163).

In order to become a transformational leader President Trump would require demonstrating consistent transformational leadership factors. These factors include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Northouse states, (2016), “ idealized influence describes leaders who act as strong role models for followers; followers identify with these leaders and want very much to emulate them”(p.167). A difference between authentic transformational leadership and pseudo-transformational leadership lies in the values for which they are idealized. For instance, the authentic leader calls for universal brotherhood; the pseudo-transformational leader highlights fictitious “we-they” differences in values and argues that “we” have inherently good values and “they” do not. (Bass et al., 1996, p. 187). This is a common theme among the Trump community. While President Trump demonstrates many great leadership qualities, he has publicly spoken untruths, which question his moral values. Transactional leaders usually have very high standards of moral and ethical conduct and can be counted on to do the right thing (Northouse, 2016, p.167).

President Trump’s dominant, strong willed, and outspoken personality inspired enough American citizens to win the electoral vote for president in the recent election. Bass et al. (1999) state, “The inspirational motivation of transformational leadership provides followers with challenges and meaning for engaging in shared goals and undertakings” (p.188). An example of this would be how the Trump team and Trump himself motivated their followers through pep rallies, commercials, and television appearances to be exceptional citizens and go out and support him with their vote. Bass et al. (1999) states “The inspirational appeals of the authentic transformational leader tend to focus on the best in people—on harmony, charity and good works; the inspirational appeals of the pseudo-transformational leader tend to focus on the worst in people—on de- monic plots, conspiracies, unreal dangers, excuses, and insecurities” (p.186).

The intellectual stimulation of transformational leadership incorporates an open architecture dynamic into processes of situation evaluation, vision formulation and patterns of implementation (Bass et al., 1999, p. 186). This important factor allows the leader to encourage follower development and think independently. In contrast, President Trump prefers for others to think like him. When an original idea or thought is introduced in which he doesn’t agree, he makes this publically known via his twitter account trying to publicly shame whomever has crossed him. Along with intellectual stimulation, individualized consideration is an additional factor that Burns (1978) suggests the degree to which the leader attends to each follower’s needs, acts as a mentor or coach to the follower, and listens to the follower’s concerns and needs. (p.2). President Trump prefers to attend to his needs and does not seem to always listen to advisors around him. Immelman (2017) suggest, “As an extraordinarily confident individual with an unshakable belief in his own talents, leadership ability, and potential for success, a quest for power will be the prime motivator for Trump’s leadership behavior, punctuated by a need to control situations and dominate adversaries” (p.10).

In conclusion, transformational leadership is a process that changes and transforms people’s emotions, values, ethics, and long-term goals. President Donald Trump has the platform and opportunity to move his current followers and even his new followers to accomplish more. Immelman (2017) states that Trump’s limitations include the propensity for a superficial grasp of complex issues, risk of failing to keep himself adequately informed, an inclination to act impulsively without fully appreciating the implications of his decisions or the long-term consequences of his policy initiatives. (p.11). In addition, he also has preference of loyalty over skillset with his employees. While President Trump is passionate about many issues that concern our country, his impulsivity, narcissism, and lack of empathy prohibit him from being an exceptional transformational leader.

References:

Bass B., Steidlmeier P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181–217

Burns, J.M, (1978), Leadership, N.Y, Harper and Row.

Immelman, A. (2017). Leadership style of U.S. president Donald J. Trump. Retrieved from Digital Commons website:http://digitalcommons.csbsju.edu/psychology_pubs/107/ (doi: 10.13140/RG.2.2.32000.64001)

Northouse, P. (2016). Leadership Theory and Practice. Los Angeles: Sage Publications Inc.