After reading Chapter 8 in Johnson (2021), you are familiar with transformational leadership theory. However, not all transformational leaders use their powers to achieve "good." Adolf Hitler was transformational, but his actions were unethical and criminal. Case Study 8.1 (Johnson, 2021) allows you to consider transformational leadership in the domain of higher education as a small college faces declining enrollment.

Topic: A New Vision for Ferryport College

Read Case Study 8.1 which is below (A New Vision for Ferryport College) (Johnson, 2021). Then, respond to the following questions:

• Is Hughes a transformational or pseudo transformational leader? Why?
• Was it ethical to downplay the college's mission to attract more students?
• Should colleges operate more like businesses?
• By recruiting business donors, did Hughes "sell out" the vision and values of the school?
• Should Ferryport change its vision statement? Why or why not?
• Is there any way to ensure Ferryport's financial future without further altering its culture? If so, how?
• If you were a faculty member, would you support a no-confidence vote? How would you respond to such a vote if you were on the Board of Trustees?
• What intervention(s) do you recommend to hold leaders, such as Hughes, accountable for their actions?

Box 8.1 The Power of Self-Sacrifice

Self-sacrifice is a powerful tool for increasing leader effectiveness and the moral performance of followers. Self-sacrificing leaders put aside their personal interests in order to meet the needs of the group. Self-sacrificing leader behaviors typically fall into one of three categories: division of labor, distribution of rewards, and the exercise of power. Self-sacrifice in the division of labor involves volunteering for riskier or difficult, unpleasant tasks, such as when a military officer leads a dangerous mission against the enemy or when a crew leader does the dirtiest clean up job. Assuming blame or responsibility for mistakes or failures also falls into this category. Coaches often take the blame for a team's poor performance rather than criticizing team members. Self-sacrifice in the distribution of rewards is willingly postponing or giving up one's fair share of rewardssalary, raises, vacations, awards, benefits. In one famous example of sacrificing rewards, Chrysler CEO Lee Iacocca reduced his annualsalary to $1 until the fortunes of the firm rebounded. Self-sacrifice in the exercise of power is voluntarily refraining from using personal power and privileges for personal benefit but employing them for the benefit of others instead. Gandhi, for example, wouldn't eat until his followers were fed. Arctic explorer Ernest Shackleton made sure his men got the warmest sleeping bags. Followers respond positively to sacrificial leaders. When leaders sacrifice, their subordinates are more likely to (1) cooperate with other group members, (2) engage in organizational citizenship behaviors (see Chapter 5), (3) be engaged in their work and committed to their organizations, (4) take initiative, (5) have a higher sense of self-esteem, and (6) identify with the group. What accounts for these effects? Researchers speculate that self-sacrificial behavior signals that the leader is dedicated to the group and 253 concerned about its welfare. This perception fosters hope and trust, which encourages members to work together and to focus on the group instead of the self. Sacrificial leaders also act as role models and members may feel the pressure to reciprocate, engaging in self-sacrifice to pay back the leader's sacrifice. Self-sacrifice plays a key role in a number of normative leadership theories. Servant leaders, for example, often set aside personal concerns to ensure that followers succeed, as in the case of the leader who voluntarily steps aside to let others exercise their leadership skills. Benevolent leaders sacrifice time and money for the benefit of followers. Investigators have been most interested in the relationship between self-sacrifice and transformational/charismatic leadership. Self-sacrificial leaders are rated as more charismatic and inspiring. Their sacrifices demonstrate their commitment to their vision and direct attention to the group's goals. Self-sacrifice is seen as unconventional (because many leaders use their positions for personal gain). Unconventional behaviors, in turn, are a hallmark of charismatic leaders who have a significant impact on others. Self-sacrifice opens the way for ordinary individuals, not just historical figures or top-level executives, to function as transformational leaders. Any leader at any level can take practicalsteps to benefit the collective at cost to the self, by working unpleasant hours, taking criticism, sharing profits, eating with troops in the field and so on. While self-sacrifice is a powerfulstrategy for practicing ethical leadership, it can be misused. A leader may only pretend to sacrifice, as in the case of the CEO who temporarily takes a reduced salary but then more than makes up for the loss with a later bonus. Or unethical leaders may use self-sacrifice for selfish purposes. A project leader may work weekends to encourage her team members to do the same. However, the rewards for successfully completing the projecta salary increase and promotion will go to her and not to the team if the project succeeds. Then, too, there is the danger that pseudo-transformational leaders will use self-sacrifice to encourage commitment to destructive causes like terrorism and racialsupremac