Beacon Vol 3

Transformational
Leadership Theory
The biggest change in leadership
theory came about in
the late ’70s, when James Mc-
Gregor Burns’ book, Leadership,
outlined both transactional
leadership, which is based on a
“give and take” approach, and
transformational leadership, a
process by which leaders and
followers work together to help
each other advance to a higher
level, change the organizational
structure, and ultimately develop
followers into leaders.
Burns believed transactional
and transformational styles of
leadership were mutually exclusive.
Transformational leaders
enhance morale and motivation,
serve as a role model, and help
followers understand their crucial
role in the overall organization’s
success.
“Transformational leadership
is more about a reciprocal process
and getting your employees
on board,” says Banter. “It takes
into account the values and motives
of people and brings everyone’s
ideas together to move the
organization forward.”
Adaptive Leadership
Theory
A typical chain-of-command
style leader expects to direct those
who report to her, who in turn filter
down certain actions to those
reporting to them. While that
style may have worked 50 years
ago in a no-questions-asked environment,
it is not so in a modern,
ever-evolving workplace.
The idea of adaptive leadership
— a theory that frames
leadership in challenging and
constantly-changing environments
— was developed by Dr.
Ron Heifetz and Marty Linsky
at Harvard University. It focuses
on how adaptive leaders respond
to changing environments with
creative solutions in ways that
empower all employees.
“The biggest change since the
beginning of leadership theory
is there’s more of a focus on the
relationship between a leader
and their followers,” says Banter.
“A leader’s role is no longer
based on what you were born
with but how you can rise to the
challenge and also empower the
people you’re working with to
meet the challenge.”
So, for someone who studies and teaches leadership, what
exactly makes a great leader?
“A good leader is someone who can take people from where
they are and move them ahead in their own personal and
professional development while also accomplishing the
goals that are set. Leaders also have to deal with the context
and culture where they’re leading. What works in Savannah
may not work in New York,” says Banter. “You have to be a
thermostat rather than a thermometer. Don’t just take the
temperature; set the temperature.”
ALL ABOARD!
You don’t have to run for office
to have an impact on the future
of our community. Here’s a
rundown of the various boards,
commissions, and authorities
that help shape policy, influence
elected officials, and make
development decisions
Compiled by Meaghan Walsh Gerard
CITY OF SAVANNAH
To apply for consideration to any City
of Savannah board, commission or
authority, go to savannahga.gov/392/
Boards-Commissions-Authorities.
Qualified applicants will be considered
and appointed by the council.
AGING SERVICES
ADVISORY COUNCIL
crc.ga.gov/departments/aaa/
aaacouncil.html
Comprised of volunteers representing
seniors, persons with disabilities, and
caregivers residing in the Coastal
Georgia region. Advocates for aging
population and at-risk seniors.
CHATHAM AREA TRANSIT
AUTHORITY (CAT)
catchacat.org
One citizen is appointed to the
board that oversees and makes
recommendations regarding public
transportation.
CHATHAM ENVIRONMENTAL
FORUM
savannahga.gov/2586/
Environmental-Forum
Seeks consensus to community
environmental issues.
CHATHAM-SAVANNAH
AUTHORITY FOR THE HOMELESS
homelessauthority.org/get-involved/
Develop and oversee implementation
of comprehensive plan for public and
private agencies to effectively address
the needs of people experiencing
homelessness in our community.
CIVIL SERVICE BOARD
savannahga.gov/2588/Civil-Service
Hear appeals from disciplinary
action against an employee when
it is alleged the action is taken for
political or religious reasons. Must
be a Chatham County resident for at
least five (5) years.
COASTAL REGION METROPOLITAN
PLANNING ORGANIZATION BOARD
(CORE MPO)
thempc.org/Core
CORE MPO Board has the primary
responsibility for the formulation
of transportation-related policies
in support of the overall goals and
objectives for the CORE MPO MPA.
September 2019 BEACON 29