This document discusses transformational leadership and organizational culture change. It summarizes research conducted at a hotel and nonprofit youth organization between 2010-2011. Leadership at the hotel was able to improve results through engaging employees, but changes were not sustainable without commitment to long-term culture change from upper management. Effective leadership requires adapting tools to followers, and culture change takes modeling from leaders to build trust and move an organization towards a shared vision.

1. Transformational
Culture
Leadership
Jon R. Wallace, MA
Siena Heights University/Lake Michigan College

2. Leadership never occurs in a
vacuum. Organizational culture
change improving results and
profitability require engaged
followers whose hearts have been
moved by a vision communicated
and demonstrated by those in
power.
(Deal, 1982; Avolio 1999; Senge, Kleiner, Roberts, Ross, & Smith, 1994;
Kouzes & Posner, 2007).

3. Organizational Learning
Experience Knowledge Purpose
(Senge, et al., 1994).

4. Organizational Citizenship Behavior
• Rules
• Collaboration
• Governance
• Good Sports
• Altruistic
• Group and the
Organization
over self-
interests
(VanYperen, Vandenberg, & Willering, 1999; Krishnan & Arora, 2008).

5. The Full Range of Leadership
Transformational/Servant
Transactional
(Contingent
Reward)
MBE
(Passive/
Aggressive)
Laissez
Faire
(Avolio 1999; Bass & Riggio, 2006)

6. Leader’s Self Knowledge
Directly impacts
followers:
• Job satisfaction
• Engagement
• Autonomy
• Adaptability
• Cohesiveness
• Collaboration
(Goleman 1995, 2002; Tekleab, et al., 2008; Feinberg, et al., 2005;
Wang and Huang, 2009)

7. Idealized Influence
• Admiration, trust & respect
• “Modeling the way”
• Joint risk & empowerment
• Vision, passion & integrity
• Moral standards
(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Bennis, 2009;
Northouse, 2007; Senge, et al., 1994).

8. Inspirational Motivation
• Emotional
Symbolism
• Sharing Vision
• Engagement
• Charismatic
• Followers feel
valued
(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Barbuto, 2005;
Goleman, 1995, 2002; Northouse, 2007; Senge, et al., 1994).

9. Individualized Consideration
Transformational leadership
practices build psychological
capital with followers which
enhances their internal
motivation and organizational
learning culture.
(Gooty, Gavin, Johnson, Frazier and Snow, 2009)

10. Intellectual Stimulation
• Organizational
learning culture
• Commitment to
increased
complexity
• Increased
individual skill
mastery
• Increased OCB
(Joo & Lim, 2009; Gerhardt & Lulzadis, 2009;
Gerhardt, Ashenbaum & Newman, 2009).

11. Organization Citizenship Behavior
• TL + OCB = higher
follower performance
• Healthy debate (adaptive
conflict) is required
• Leaders behavior is key
• Leaders’ OCB and
followers’ OCB are not
always equal or directly
related.
(Boerner, Eisenbeiss & Gresser, 2007; Heifitz, 1994; Krishnan & Arora, 2008)

12. Org Culture & Change
• Beyond historical
• Processes, structure, st
rategy, mission, vision
& values
• Time factor
• Communication
• Shared vision
(Avolio, 1999; Schein 1999, 2004; Mallinger, Goodwin & O’Hara 2009;
Pepper, 1999; Kotter & Cohen, 2002,

13. Theoretical

14. (Bass et al., 2003; Biswas, 2009; Barbuto, 2005; Boerner & Griesser, 2007; Rowold
& Roman, 2009; Sarros, Cooper, & Santora, 2008; Wang & Huang, 2009; Wolfram &
Mohr, 2009; Kotter & Cohen, 2002).

15. Gallop – The 12 Key Elements
1. I know what is expected of me at 8. The mission or purpose of my
work. company makes me feel my job
2. I have the materials and equipment is important.
I need to do my work right. 9. My associates or fellow
3. At work, I have the opportunity to employees are committed to
do what I do best every day. doing quality work.
4. In the last seven days, I have 10.I have a best friend at work.
received recognition or praise for
doing good work. 11.In the last six months, someone
5. My supervisor, or someone at work, at work has talked to me about
seems to care about me as a person. my progress.
6. There is someone at work who 12.This last year, I have had
encourages me development. opportunities at work to learn
7. At work, my opinions seem to count. and grow.
Wagner, R & Harter, J.K. (2006). 12: the elements of great managing. New
York, NY. Gallup Press

16. Gardner – The 7 R’s
Reason
Research
Resonance
Redescriptions
Resources and Rewards
Real World Events
Resistances
Gardner, Howard (2006). Changing Minds: The Art and Science of Changing
Our Own and Other People’s Minds. Boston, MA. Harvard Business
Publishing

17. Theoretical
(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Martin, R. 2009)

18. The Research
For profit Hotel Non profit youth
organization

19. The Research
• Conducted May 2010 –
September 2010
– On site with hotel daily
– Survey collection only with non
profit
• MLQ (5x)
• Mallinger integrated cultural
framework
• Final surveys January &
February 2011

20. Initial MLQ

21. The Hotel

22. The Hotel
18 months of customer surveys
revealed:
• A 2.76 out of 4.00 rating
for the entire organization
by guests.
• A 2.61 out of 4.00 for
housekeeping department.
• A 2.00 out of 4.00 for the
facility’s physical
condition.

23. The Hotel – Mission, Vision & Values

24. The Hotel

25. Employee Manuals

26. Employee Promise
1. I will greet every guest & co-
worker with smiling warmth &
sincerity.
2. I will be proactive in providing
the highest levels of service &
quality immediately to guests &
co-workers.
3. I will maintain the highest levels
of integrity & respect for others.

27. The Hotel

28. HCL – Employees First
Customer
Maximizing the WOW in the value zone The Value Zone
Employee
Enabling Function
Management
In a knowledge intensive and service intensive industries,
value gets created in the interface
between the customer and the employee
Pillai, A. (2011). HCL

29. Results
1. The hotel experienced their
most profitable summer in
five years.
2. The hotel experienced their
most profitable fourth quarter
in over five years.
3. Leadership got the results
they wanted but didn’t care
what got them there enough to
enable permanent change.

30. Results

31. Results

32. Results

33. Conclusion

34. Conclusion

35. Conclusion

36. Conclusion

37. Conclusion
• The specific tools leaders use within their
organization are relative to the leader and their
followers.
• Organizational culture change can be positively
effected at least at the department level within a
shorter period of time.
• Rewards don’t necessarily mean money but
“You get to keep your job” is not a reward.
• If upper leadership isn’t willing to “model the
way” or isn’t trustworthy, results will be mixed
and may not be sustainable

38. (Bass et al., 2003; Biswas, 2009; Barbuto, 2005; Boerner & Griesser, 2007; Rowold
& Roman, 2009; Sarros, Cooper, & Santora, 2008; Wang & Huang, 2009; Wolfram &
Mohr, 2009; Kotter & Cohen, 2002).