Back to Basics: Applying a Parenting Perspective to Transformational Leadership

Original publication by Micha Popper and Ofra Mayseless
In The Leadership Quarterly, Elsevier Science Inc., 14 (2003), pages 41-65
Synopsis by Maggie Fromm, Claremont McKenna College '06

Relationships comprise the base of transformational leadership-without them, leaders would be rendered useless as motivators, teachers, or supporters. It only makes sense, then, that the doctrine of transformational leadership could be both matched to, and improved by, the study of one of the most essential relationships: that of parent and child. In their article, Popper and Mayseless seek to link the effects of transformational leaders on their followers in the areas of motivation, empowerment, and morality. In order to evaluate the merits of these domains, the authors "drew on [the] powerful analogy between good parents and transformational leaders."

Though Popper and Mayseless save this qualification for the conclusion of their study, it may be important to note initially that the idea of both "good" leaders and parents should be viewed holistically and in terms of culture, as the definitions are inevitably different around the world. With this in mind, the article begins by analyzing the three areas of the impact of transformational leadership and their respective correlations to the parent-child relationship.

The first domain discussed is that of motivation. According to Maslow's hierarchy (1970), after survival and social needs are addressed, individuals place highest the need to fulfill their own potentials. This motivation is facilitated by the transformational leader. Second, such a leader is expected to encourage self-autonomy among followers, increase their ability to self manage, and enhance their creativity and risk taking. Finally, transformational leaders carry with them the responsibility of morality. Burns (1978) notes that followers are motivated "toward and through end values such as justice and equality."

With these three fields defined, the parallels between the leader-follower and parent-child relationships are drawn. Both relationships seem to be "sensitive and responsive", with the leader/parent role model reinforcing the independence of the "protégé" while setting limitations and rules. While the means are similar, there is correlation in the end result as well: both the parent and the leader work to promote self-confidence, trust in others, and self-actualization. A table which outlines the actions of a good transformational leader and the comparable actions of a good parent is also provided in the article.

The article continues by detailing the similarities between the functions of the parent and the leader, the first of which is to provide a safe haven and a secure base. It is from this that all other functions stem. If the follower/child is confident that s/he has a place of security to return to and a simultaneously strong base from which to venture, s/he is much more likely to take personal risks which otherwise would not be taken. Thus, positive behaviors are facilitated because the dependent is able to shy away from "passive- aggressive modes of reaction" to "initiative and explorative behaviors".

Once this security is created, the leader is able to provide corrective experiences for less-than desirable behavior on behalf of the follower. Much as a parent is trusted to respond sensitively to a child in need, the transformational leader, by providing that same consideration towards the follower, can often correct a follower's inaccurate view of the leader/follower relationship. Past negative experiences can be replaced with current positive ones, while past experiences which were affirming will be positively reinforced.

Finally, the article focuses on empowering the child/follower and improving his/her morality. The previously mentioned secure base provided by the leader allows him/her to push the follower towards self-actualization. In doing so, the leader sets decisive standards and demands which must be met by the follower. These demands are placed just within the realm of the follower's ability, yet generally further than the distance the follower would normally push him/herself. In a similar way, parents push their children towards that which the children often do not think they can achieve because the children underestimate themselves. The key to this step is that the standards are matched to the individual follower so that no one is set up for failure. Likewise, the secure base provides for a trusting relationship, allowing the leader to be a role model regarding situations of morality. This morality is displayed not only in the end goal that is desired, but also in the means by which it is achieved. Deviations from morality can then be dealt with in a manner resembling the parent-child relationship: a rationale for why the conduct is unacceptable is provided, followed by an enumeration of the consequences in terms of the feelings of people involved, and finally, suggestions for future behavior are given.

Because the relationship between the parent and child is one that is well studied and continually changing, it holds a valid place in the study of transformational leadership. The similarities between the two provide insight into the less studied areas of leadership while at the same time offering a paradigm for transformational leadership that can be easily understood. This article by Popper and Mayseless serves to enumerate the connection between these two previously un-related areas of research, and in doing so, allows for a greater understanding of both.