Transformational leadership theory is concerned with leadership that creates positive change in followers whereby they look out for the interests of others and act in the interest of the group as a whole. James MacGregor Burns was the first to highlight the concept of transformational leadership in his extensive research on leadership.
“Essentially, the leader’s task is to create awareness on a broad plane. The fundamental act of the leader is to induce people to be aware of what they feel: to feel their true needs so strongly, to define their values so meaningfully, that they can be moved into action with a purpose.”
In this style of leadership, the leader improves the motivation, morale, and performance of his or her group of followers. So, according to MacGregor, transformational leadership is about values and meaning, and a purpose that transcends short-term goals and focuses on higher-order needs.
In times of organizational change and big changes, people feel insecure, anxious and low on energy, so in these situations and especially in these difficult times, enthusiasm and energy are contagious and inspiring.
And yet, many organizational changes fail because leaders pay attention to the changes they face rather than the transitions people must make to adapt to them.
In my opinion, it is the responsibility of the director leading the change to provide an infusion of positive energy.
The transformational approach also depends on gaining people’s trust, which is made possible by the unconscious assumption that they, too, will be changed or transformed in some way by following the leader.
The transformational approach also depends on gaining people’s trust, which is made possible by the unconscious assumption that they, too, will be changed or transformed in some way by following the leader.
This is often seen in military commanders and political leaders in times of war. An example of this would be the way in which Lady Thatcher, as Prime Minister of the UK Government during the Falklands War in 1982, was able to generate a greater sense of British national identity among the UK population.
It seems that this style of leadership is ideal for managing change, doesn’t it? However, this approach requires absolute integrity and personal behavior that is consistent and resonant with your vision and message.
I can recall a ridiculous situation, in a UK company I was involved with, where managers were trying to effect a cultural change of greater trust and communication between departments, but still kept a separate managers’ dining room and specially allocated parking spaces closer together. at the office door!
Okay, here’s the big deal: how NOT to apply transformational leadership theory to change management.
– Worry about power, position, politics and advantages
– Stay focused on the short term
– Be hard data oriented
– Focus on tactical issues.
– Work within existing structures and systems.
– Focus on getting the job done
– Focus processes and activities that guarantee short-term profits
Doesn’t this all sound like a description of a typical good project manager with a task-oriented mindset?
And well, I have nothing against this style of leadership and management. There is a time and a place for Attila the Hun’s school of leadership. I myself have done it many times and very effectively, and with no regrets.
But, this style of leadership is not enough in a change management situation and particularly in the current climate.
The four components of the transformational leadership style are:
(1) Charisma or idealized influence – the degree to which the leader behaves admirably and displays convictions and adopts positions that cause followers to identify with the leader who has a clear set of values and acts as a role model for followers.
(2) Inspirational motivation – the degree to which the leader articulates a vision that engages and inspires followers with optimism about future goals and offers meaning for current tasks.
(3) intellectual stimulation – the degree to which the leader challenges assumptions, stimulates and encourages creativity in followers – providing a framework for followers to see how they connect [to the leader, the organisation, each other, and the goal] they can creatively overcome any obstacle in the way of the mission.
(4) Personal and individual attention – the degree to which the leader attends to the needs of each individual follower and acts as a mentor or coach and respects and appreciates the contribution of the individual to the team. This satisfies and enhances each individual team member’s need for self-actualization and self-esteem, and in doing so inspires followers to further achievement and growth.
Transformational leadership applied in a change management context is ideally suited to the broad, holistic perspective of a program-based approach to change management, and as such is a key element of successful change management strategies.
And, to make sure you ARE employing successful change management strategies that are appropriate for your organization, you need to know how to apply: (a) these transformational leadership skills, AND (b) how to apply the processes based on the management of support programs – to ensure you avoid the catastrophic 70% failure rate of ALL business change initiatives.
