Transformational Leadership

Managers in today’s business environment are increasingly being asked to demonstrate a variety of skills and behaviours, some of which have not always been the focus of “traditional” management training programmes. Many of these new behaviours can be labeled “transformational” whilst the more traditional management skills can be called “transactional”.


What is Transactional Leadership ?

Transactional leaders achieve results by setting objectives and giving rewards based on achieving those objectives. Typical rewards may be financial, promotional or simply praise. This type of leadership focuses on motivating, planning, controlling, praising and stabilizing. These management skills have been sufficient in the past, but new skills are now also required.

Why develop Transformational Leadership ?

The most successful managers are those who demonstrate transformational qualities in addition to transactional behaviours. Managers who are more transformational, produce better results and are able to foster greater job satisfaction and organizational commitment amongst staff. Today’s business environment of constant change and uncertainty are exactly the conditions under which the transformational leader is most effective. Transformational Leadership training is essential in today’s corporate environment.

What exactly is Transformational Leadership ?

Transformational leaders go beyond expressing transactional behaviours by demonstrating more intangible, abstract and less easily observable skills and attributes. A leader is said to be transformational when they demonstrate some or all of :-

1) Idealised Influence. These managers are role models who generate respect, admiration and trust. They do this by demonstrating charisma, being ethical, sharing risks, demonstrating high standards of conduct and avoiding the use of power for personal gain.

2) Inspirational Motivation. These managers inspire their followers to transcend self interest and to behave in ways which will instead benefit the group as a whole. They do this by providing meaning and challenge to their work and by generating and communicating their vision of an attractive future. Such leaders are enthusiastic, optimistic, and use evocative language, images and symbols to generate extra effort from their followers.

3) Intellectual Stimulation. These managers challenge the status quo. They encourage their followers to think of new ways to solve old problems. They promote creativity, risktaking and the questioning of assumptions, and at the same time do not publicly criticise staff’s mistakes.

4) Individualised Consideration. Transformational leaders develop their followers to reach higher levels of ability and potential. They coach them to take on greater responsibility for their own development, and for the development of others. They create new learning opportunities and are able to recognise individual differences and needs. The famous phrase “management by walking around” is practiced and as a result a far more personal interaction with staff is the result.