There is no perfect leadership style. Every leader must create and continually re-create how they lead. It is a sensitive balancing act between the requirements for the organisation, the maturity and skills of the team, and the natural inclinations of the leader. And because these contexts change continually, leaders must persistently respond and adapt.
In this article, we are going to explore transformational leadership. The essence of transformation leadership was developed by James McGregor Burns (1978) and Bernard M Bass (1994). Despite having been around for close to four decades, the theory is still worthy of consideration.
Transformational leaders encourage, inspire, and motivate employees to innovate and create change to grow and shape the future of the company successfully. Within the value system of transformational leaders, there is the firm belief that employees want to deliver their best if they are given the scope and encouragement to do so. In charismatic leadership, the leader is the focus of attention. Transformational leaders in contrast inspire and empower their teams. The emphasis is on the people they lead.
The components of transformational leadership
Bass (1994) has put forward four aspects of transformational leadership. We study them below:
Intellectual Stimulation:
Transformational leaders encourage creativity among followers. The transformational leader sketches the outline of the problems the organisation faces and then encourages followers to explore new ways of getting around the problem. Transformational leaders harness the creative and innovative capabilities of their teams.
In this approach, they share the burden of leadership with the team. Because the solutions come from the team, there is ready acceptance. Too often, in contrast, a charismatic leader will tell team members what must be done. The transformational leader shifts the solution-making process to the team. Team members are no longer passive implementers, they implement the solutions that they have devised.
Individualised Consideration:
Transformational leaders recognise the individual. They relate to and develop individual relations with each team member. A charismatic leader will put out broad statements to the whole team. The transformational leader tailors interaction to the individual’s maturity and skills.
This entails offering support and encouragement to individual followers. Transformational leaders are approachable so that followers feel free to share ideas and so that leaders can offer direct recognition of the unique contributions of each follower.
Inspirational Motivation:
Transformational leaders have a clear vision that they can articulate to followers. These leaders are also able to help followers experience the same passion and motivation to fulfil these goals.
Idealised Influence:
Transformational leaders are role models for followers. They are trusted and respected by the team to make good decisions for the organisation. They motivate team members to commit to the vision of the organisation. Because team members trust and respect the leader, they model themselves on the leader and internalise his or her ideals.
You will have seen the immense positive benefits that transformational leadership can bring to your organisation. If you want to try out transformational leadership, to see if it works for you and your organisation, here are some suggestions to start you on the journey:
- Articulate a future vision
Have a strong vision for the future of your organisation. Transformational leadership without a strong sense of direction will lead to failure and frustration. Clarify your thoughts and share them frequently with the team.
- Be open to new thinking
Be open to innovation wherever it may arise. Look for opportunities to do things differently and be always open to new ideas, no matter who might come up with ideas, or how silly they may initially seem.
- Stretch the minds of your team
Try shifting people’s views on a common matter. Work to understand where people are coming from. Convince them to step outside of their comfort zone. You will need to apply empathy and inspire confidence. You will be surprised at the new ideas coming forth.
- Be an active listener
A transformational leader helps team members feel bold enough to share those ideas. Listen with an open mind and respond without judging. Develop active listening techniques so that your team members feel seen, understood, and respected. In this way, you will inspire the team to share their thoughts and ideas without self-censoring.
- Allow for intelligent risks
Your path to transformation will most certainly have its fair share of failure. Be willing to consider those risks and what they might mean for the future of the organisation.
You should also recognise when the risk is too great, and a different approach is needed.
- Accept responsibility
Be ready to assume responsibility for each of your decisions. If something new works out well, share the glory with the team. If it fails, stand up and take ownership. Your team will respect you.
- Trust your team
Your team will need independence to develop and shape new ideas. Sometimes you will have to step back and let them get on with it. They must find their way. If you intervene unnecessarily, you destroy the learning moment and you undermine the self-esteem of the team.
- Inspire participation
Participation is at the core of transformational leadership. The contributory power of the team is greater than the power of the individual. Expect creativity and big ideas from everyone — not from the chosen few. The transformational leader helps everyone to blossom.
Every leader must bring creativity and innovation to the role they perform. All organisations need new ideas and better ways. Transformational leaders create transformational teams where everyone is an idea-person.
References:
Bass, B.M. & Avolio, B.J. (Eds.). (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.
Burns, J.M. (1978) Leadership. New York. Harper & Row.
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