Transformational Leader - Is it in You?

The concept of transformational leadership, perhaps like many ideas and frameworks, is not new.  In fact, it dates back as early as the late 1970's and the work of James MacGregor Burns.  It certainly has gained a lot more play and traction since then from other academics and leadership practitioners.  Moreover, leadership development programs, whether developed internally by larger organizations or contracted for by many others, focus in significant measure on developing more effective leaders at all levels of organization based on the key elements of transformational leadership.

As with many of my blog posts, the intersection of somewhat unrelated events caused me to reflect on the tenets of transformational leadership and how those are being translated into the reality of our organizations.  On the one hand, as I was in the throes of completing my certification in a leadership tool I had the opportunity to get a high level refresher on what the elements of transformational leadership are.  In that same week, I had opportunity to reflect on the practical challenges facing organizations and "enlightened" leaders as they attempt to live to the guidelines of transformational leadership outside of the classroom and back into their workplace.

Simply and basically put, their are four elements that comprise or summarize transformational leadership:

1. Individualized Consideration – essentially the degree to which the leader is aware of and supports each of his team members needs and aspirations, acts as a mentor or coach to his individual team members, and listen to their concerns and needs.  This calls upon a leader to be empathetic and supportive, communicative and concerned about development of each team member.  A healthy dose of respect and recognition goes hand-in-hand here too.
2. Intellectual Stimulation – in this regard, leaders encourage innovation, experimentation, creativity and risk-taking by their team.  Mistakes are expected and used as learning opportunities.  Public support is prominent relative to successes.  Individualized support undertaken as required to work through mistakes.  More importantly, leaders are prepared to break from the status quo, implement new ideas and discard old practices based on team member success and learning.  
3. Inspirational Motivation – in this regard, a leader is able to clearly articulate and energize a vision that appeals and inspires the team.  Leaders are prepared to challenge themselves and their teams to slay the "sacred cows", remove barriers, overcome challenges and stay optimistic in pursuit of a common set of goals.  The team is infused with a strong sense of purpose.  The leader communicates the vision clearly, effectively and powerfully resulting in a team that is fully invested and engaged in the effort to achieve the vision.  
4. Idealized Influence – the leader acts as THE role model for the team.  There is no doubt as to what the values of the team or organization should be - the team need only watch the actions of the leader to see the core values at work.  Leaders demonstrate the values every day even to the point of personal sacrifice.  Nobody ever said leadership was easy.  Doing the right thing is often not the easy thing.  

Each element is connected and comprises the whole picture of a leader.  There has to be an internal consistency as all the elements come together and leadership actions over the long haul will be evaluated by our teams on the basis of what a leader says and - more importantly - does.  Our leadership authenticity - our "line of credit" - is constantly under scrutiny.  Failure to live by our proclaimed standards will degrade trust and ultimately our ability to lead.

I hope what comes out of this summary of transformational leadership is a realization of how potentially daunting the task of becoming an effective - and true - leader is.  Beyond the differences with what we might identify as transactional leadership and management in many of our organizations the reality of how we can feasibly or effectively develop transformational leaders in our organizations seems even more challenging.

I have previously posted on my support for in-house leadership development programs.  Without a doubt there is certainly a case to be made to obtaining support from external experts and resources.  Critically, however, I believe that an effective leadership development program - particularly one that desires to arm current and future leaders in the elements of transformational leadership - must be grounded in the mission, vision and values of their particular organization.

More importantly, there must be a recognition of the impact that other systems and structures of the organization have in either supporting or hindering the development of transformational leadership.  In particular, I believe that unless the President, CEO and other senior leaders are in fact true exemplars of transformational leadership any effort to successfully develop and sustain leaders at other levels of the organization is doomed to limited impact if not outright failure.

Harsh judgement to be sure.  However, how much faith can we place in the power of any leadership development program to deliver on its promise, no matter how well conceived or executed, if we do not support these newly minted and energized leaders once they fully return to their workplace teams?  Are the senior leaders and/or the organization as a whole truly prepared to support creative, innovative - and risky - options for new program or service delivery?  Are the existing senior leaders prepared for the inevitable mistakes that will occur?  Will existing leaders bend to pressures - whether from shareholders, government officials or via media scrutiny - to reverse course and hold people accountable for transgressions?  Do we have enough leaders in our organizations with the "right stuff" to effectively support and mentor those leaders we have invested in?  Are the existing leaders themselves prepared to make their own transformational changes, upholding stated organizational values, even to the challenge of their own historical prerogatives and perks?

I am left to wonder at what the "success rate" of our leaders will be months or a year from their last leadership development session.  Will they have sustained the enthusiasm and momentum they demonstrated upon "graduation" or will they have been worn down by the sheer size, immensity and inertia of the system and culture they know needs to change.

So is it in you, as someone who may have just finished an inspiring and insightful leadership development program, to hold true to your evolution as a leader, to sustain the personal journey, and become a more authentic leader for your team?

Is it in you, as a President, CEO, or other senior leader to take the practical day-to-day actions to create, develop and sustain the working environment that will allow your aspiring leaders to be creative, innovative, risk takers and reach their full potential?  Are you prepared to support their transformation, remove barriers to that effect, and perhaps exemplify what it is to be a transformational leader?

Do we all have the courage to transform our organizations, to remake them in service of our clients and customers, to truly excel at what we do, and to reach our full potential?

Is it in you to become a Transformational Leader?
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Greg Hadubiak, MHSA, FACHE, CEC, PCC
TEC Canada Chair/Executive Coach/Senior Consultant
hadubiak@wmc.ca

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.