"Expanding the transactional-transformative paradigm"
Leadership Research by
Dr. David A. Jordan
President, Seven Hills Foundation
ABOUT TRANSCENDING LEADERSHIP
DIVERGING THEORIES
Countless scholars, researchers, and practitioners from a myriad of backgrounds and professions have long probed the essence of leadership in an attempt to understand the nature of and dynamics involved in the leadership process. Peterson and Hunt (1997) and Rendova and Starbuck (1997) trace the study of leadership theory as far back as ancient Egypt and China. A review of the literature suggest there are almost as many definitions of leadership as there are scholars who have attempted to articulate the concept (Bass, 1990). Bennis and Nanus (1997) noted that, “decades of academic analysis have given us more than 850 definitions of leadership” (p.4). Any number of books and manuals have attempted to dissect, label, codify, and create constructs around the paradigm of leadership.
MODERN HYPOTHESES
Given the apparent mutable pallet of contemporary leadership theory, an emergent construct is suggested. This new leadership construct could expand the existing ‘transactional-transformational’ paradigm (Burns, 1978; Bass 1985; Bass & Avolio, 1994) and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers to each other and the larger world. This new construct, termed ‘transcending leadership’ (Jordan, 2005), adds to the transactional-transformational paradigm.
REDEFINING LEADERSHIP CONCEPTS
The findings of the research presented suggests that transcending leadership incorporates 3 reoccurring characteristics: an “other-interest” manifest in leader altruism, benevolence/beneficence, and empathy; “determined resolve”; and the personal and social competencies broadly associated with “emotional intelligence” theory (Goleman, Boyatzis & McKee, 2002).
SHARING IDEAS
Sharing Ideas
Employing the very democratic use of the âwebâ and its ability to instantly reach a broad and diverse global audience, I share my research and applications with both scholars and practitioners alike who are concerned with the iterative nature of this phenomenon we call âleadershipâ and welcome thoughtful opinions, suggestions, and criticisms. Although my research involved a phenomenological study of healthcare leaders, I would posit that similar findings would be drawn in a study(ies) across other sectors. My assertion is this: the extant transactional-transformational leadership paradigm as conceptualized by Burns (1978) may be self-limiting and that âgenuineâ leaders, from all organizational or societal levels, migrate continually throughout an expanded continuum where transcending leadership (i.e. âother-interestâ) adds to both transformational leadership (i.e. âmutuality of interestâ) and transactional leadership (i.e. âself-interestâ).