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Social-cognitive development and transformational leadership: A case study
Abstract
Each year, corporate America spends millions of dollars on leadership training programs in an attempt to create more effective managers, but many specialists in this field have speculated that much of this effort is wasted. In the past ten years, a small group of researchers have been approaching this issue from a different perspective; they are looking at how leaders think and create meaning in their roles. The purpose of this study is to contribute to that growing body of research by: (a) exploring the connections between concepts of transformational and transactional leadership models as defined by James MacGregor Burns and Bernard Bass, double-loop learning, a managerial model, as defined by Chris Argyris, and social cognitive development as defined and measured by Robert Kegan and Lawrence Kohlberg; (b) investigating how workers experience a range of leadership models. Eight leaders in a mid-sized, natural food distribution company comprised the primary research sample; eighteen employees also participated in the study via informal interviews. The Multifactor Leadership Questionnaire was used to determine the range of transformational abilities and in addition, each leader was assessed using two social cognitive tools: Robert Kegan's subject-object interview and the Defining Issues Test created by James Rest to assess moral reasoning abilities. Workers were interviewed to see how they experienced their environment and themes were culled from their responses. The results of the study suggested a relationship between the cognitive developmental level of the leaders as measured by Robert Kegan's stages and their transformational leadership abilities. Four out of five leaders used transformational skills with a fairly high degree of frequency. Worker interviews seemed to reflect a substantial degree of satisfaction with the organization. Four themes were extrapolated from the employee interviews: company as community/family, lack of hierarchy, informal atmosphere, and freedom to voice opposition. The implication of the study suggests that the ability to practice transformational leadership is strongly connected to an individual's social cognitive complexity and when this kind of leadership is practiced, the employees reported positive effects.
Subject Area
Developmental psychology|Social psychology|Cognitive therapy|Management
Recommended Citation
Benay, Phyllis, "Social-cognitive development and transformational leadership: A case study" (1997). Doctoral Dissertations Available from Proquest. AAI9721431.
https://scholarworks.umass.edu/dissertations/AAI9721431