Transformational Leadership (revisited)
If you have been studying transformational leadership for a while you should know by now that one of the traditional ways to define it is as a distinction with “transactional leadership”.
In simple terms, transactional leadership has to do with the gives and takes that take place in a leadership-follower relationship. If you achieve this you will get that, and that sort of thing. Basically, from the leader point of view, “you get what you pay for”.
Transformational Leadership on the other hand, is far from that. Not in the sense that if you get the goal, you’ll be rewarded. But in the process of performing the task, project, or endeavour, you’ll be “transformed”. You’ll come out as someone different. From a leader’s point of view you’ll get more than what you paid for.
Just as I said before, transformational leadership has to do with the transformational process the leader and follower go through all the way to their desired goal. It’s not the goal only, but also the journey.
Northouse (2004), talks about five practices that transformational leaders embark upon. This is my interpretation of those five practices.
- Leaders tend empower their followers, they also try to make their followers aware of the biggest issues, making them trascend their own self-interests.
- Leaders become strong “role models”. They are totally aware of their behaviors and control them in order to be the best they can as role models for their followers.
- Transformational leaders create compeling visions that are the result of the needs and collective interests of individuals and units in the organization. Vision is the Focal point of all the leadership tasks.
- Transformation is change, so transformational leaders are change agents in the organization they belong to. They turn uncertainty in change.
- Transformational leaders are out front, shaping the organization social architecture. They show up continually and let the people to know them and what they’re up to. They also, let the people understand their own roles in the organization, and how they help to shape it.
Lussier and Achua (2002), also add a couple of characteristics the transformational leader has
- Transformational leaders have exceptional cognitive skills, and take careful deliberation before taking action.
- Transformational leaders are open and flexible to learn from experience.
- Transformational leaders are risk takers but not reckless.
- Transformational leaders see themselves a change agents
What’s the difference between charismatic and transformational leadership?
In simple terms it has to do with the true meaning of the leader for his followers. While in a charismatic leadership scheme, the leader defines the paths, the goals, and guides his followers through day to day interactions, he keeps the power, and that power stays with him only. He doesn’t really want a change in his subordinates, he’s only looking to achieve his goals… it’s really a transactional approach in which the followers keep on going, while the leaders keeps them “inspired”. On the other hand, in transformational leadership, followers are empowered and encouraged to give their best in getting their results, but also to grow in the process. The outcome after the project has been completed is a new self, someone who has grown way beyond his/her initial expectations.
A transformational leader, inspires and let his followers grow. A transformational leader is a role model, but continually is asking himself/herself, am I doing allright? Is this Ok? Do I need to correct something?
According to James MacGregor Burns (Pulitzer Price Winner) a lot!!
In his 2003 book called “Transforming Leadership”, Burns looks into history, and deeply into political leaders’ experiences to explain his concept of tranforming leadership. This paragraph from his book gives a brief idea of his ideas about leadership:
“No leader can truly lead if he cannot respond to the wants of followers. No leader can truly lead if lacking in the ability to produce intended change through creative innovation. No leader can lead without seeing that conflict is not only inevitable but often desirable… And leaders cannot be effective in the long run if they are simply power holders”
– J.M.Burns, Transforming Leadership 2003.
Simple and straight to the point!!! My understanding of Burns’ words is this:
- Stay tuned with your peoples’ needs
- Keep looking for new ways of doing things and dare to do them
- Don’t refuse confrontation, but keep your sight on the big picture, take confrontation as a new point of view.
- Empower your people, let them grow while you’re your projects
Further Investigation and References
Northouse, P.G. (2004) “Leadership Theory and Practice” (3rd Ed)
Sage Publications
Lussier, R.N.; Achua, C.F. (2004) “Leadership: Theory, Application, Skill Development” (2nd Ed)
South-Western
Yukl, G.A. (2002) “Leadership in Organizations” (5th Ed)
Prentice-Hall
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