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TRANSFORMATIONAL LEADERSHIP
1
January 5, 2021
UNDERSTANDING TRANSFORMATIONAL
LEADERSHIP
Transformational leadership is a leadership style in which leaders encourage, inspire and motivate employees to
innovate and create change that will help grow and shape the future success of the company. This is accomplished by
setting an example at the executive level through a strong sense of corporate culture, employee ownership and
independence in the workplace. Transformational leaders inspire and motivate their workforce without
micromanaging — they trust trained employees to take authority over decisions in their assigned jobs. It’s a
management style that’s designed to give employees more room to be creative, look to the future and find new
solutions to old problems. Employees on the leadership track will also be prepared to become transformational leaders
themselves through mentorship and training. The concept of transformational leadership started with James V.
Downton in 1973 and was expanded by James Burns in 1978. In 1985, researcher Bernard M. Bass further expanded the
concept to include ways for measuring the success of transformational leadership. This model encourages leaders to
demonstrate authentic, strong leadership with the idea that employees will be inspired to follow suit. While Bass’
model dates to the ’70s, it’s still an effective leadership style practiced today —A transformational leader is someone
who:
• Encourages the motivation and positive development of followers
• Exemplifies moral standards within the organization and encourages the same of others
• Fosters an ethical work environment with clear values, priorities and standards.
• Builds company culture by encouraging employees to move from an attitude of self-interest to a mindset where
they are working for the common good
• Holds an emphasis on authenticity, cooperation and open communication
• Provides coaching and mentoring but allowing employees to make decisions and take ownership of tasks
TRANSFORMATIONAL LEADERSHIP
2
January 5, 2021
UNDERSTANDING TRANSFORMATIONAL
LEADERSHIP
Transformational problems are the critical issues a company or organization faces. Most times they relate to attitudes,
behaviours and culture. They are rooted in the core and can be difficult to pinpoint without deep analysis. "Woodrow
Wilson called for leaders who, by boldly interpreting the nation's conscience, could lift a people out of their everyday
selves. That people can be lifted into their better selves is the secret of transforming leadership," - James MacGregor
Burns. James MacGregor Burns is credited with creating the concept of transformational leadership in 1978. He was a
presidential biographer and a leadership expert who focused mainly on the improvement of management principles
and procedures.
Burns said that a transformational leader needs to have a solid understanding of the necessary goals to be successful
and be articulate in explaining those goals and the method to which they are to be achieved. "Change doesn't really
happen at a company; it happens with people, so in order to lead change you have to know how to lead people," says
Pamela Rucker, chairwoman of the CIO Executive Council's Executive Women in IT. Transformational leaders are
described as charismatic, enthusiastic, optimistic, passionate and sometimes visionary, giving them the ability to
change long-held perceptions and beliefs. Those traits can spread like a wildfire; when they do, leaders and workers
can engage more effectively allowing real transformation to take place.
TRANSFORMATIONAL LEADERSHIP
3
January 5, 2021
LEADERSHIP STYLES
Kevin Ford co-author of the upcoming book, "The Leadership Triangle" and CIO of Tag Consulting says he believes
there are three kinds of successful leadership styles and that each one has its own place depending on the challenges
you are facing:
Tactical: These leaders are solving pretty straight-forward problems. "Tactical issues are solved by expertise. Tactical
challenges are the daily bread of the operations-oriented manager," writes Ford in The Leadership Triangle.
Strategic: These leaders are working towards the future with a vision. "Visionaries are different in that they tend to be
creative or generative in their approach. They have the ability to see the future and predict specific trends," says Ford.
Transformational: This leader is a facilitator who doesn't make decisions or establish strategic plans but, instead,
facilitates a series of conversations among key stakeholders. "Transformational leaders are driven by a strong set of
values and a sense of mission. Often times the strategic leader will have a vision but can't execute it because they can't
deal with the transformative issues. A transformational leader has a more generalized vision, that's one of the common
good or what's in the best interests of the stakeholders there.
The big difference, according to Ford, "is that the transformational leader doesn't always know where things are going
to wind up, only that it will be better than where we are today." There is a time and place for each style, Ford says, but
when companies are looking for a turnaround or to keep from getting left behind many times a transformational leader
is what they are looking for.

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Transformational Leadership

  • 1. TRANSFORMATIONAL LEADERSHIP 1 January 5, 2021 UNDERSTANDING TRANSFORMATIONAL LEADERSHIP Transformational leadership is a leadership style in which leaders encourage, inspire and motivate employees to innovate and create change that will help grow and shape the future success of the company. This is accomplished by setting an example at the executive level through a strong sense of corporate culture, employee ownership and independence in the workplace. Transformational leaders inspire and motivate their workforce without micromanaging — they trust trained employees to take authority over decisions in their assigned jobs. It’s a management style that’s designed to give employees more room to be creative, look to the future and find new solutions to old problems. Employees on the leadership track will also be prepared to become transformational leaders themselves through mentorship and training. The concept of transformational leadership started with James V. Downton in 1973 and was expanded by James Burns in 1978. In 1985, researcher Bernard M. Bass further expanded the concept to include ways for measuring the success of transformational leadership. This model encourages leaders to demonstrate authentic, strong leadership with the idea that employees will be inspired to follow suit. While Bass’ model dates to the ’70s, it’s still an effective leadership style practiced today —A transformational leader is someone who: • Encourages the motivation and positive development of followers • Exemplifies moral standards within the organization and encourages the same of others • Fosters an ethical work environment with clear values, priorities and standards. • Builds company culture by encouraging employees to move from an attitude of self-interest to a mindset where they are working for the common good • Holds an emphasis on authenticity, cooperation and open communication • Provides coaching and mentoring but allowing employees to make decisions and take ownership of tasks
  • 2. TRANSFORMATIONAL LEADERSHIP 2 January 5, 2021 UNDERSTANDING TRANSFORMATIONAL LEADERSHIP Transformational problems are the critical issues a company or organization faces. Most times they relate to attitudes, behaviours and culture. They are rooted in the core and can be difficult to pinpoint without deep analysis. "Woodrow Wilson called for leaders who, by boldly interpreting the nation's conscience, could lift a people out of their everyday selves. That people can be lifted into their better selves is the secret of transforming leadership," - James MacGregor Burns. James MacGregor Burns is credited with creating the concept of transformational leadership in 1978. He was a presidential biographer and a leadership expert who focused mainly on the improvement of management principles and procedures. Burns said that a transformational leader needs to have a solid understanding of the necessary goals to be successful and be articulate in explaining those goals and the method to which they are to be achieved. "Change doesn't really happen at a company; it happens with people, so in order to lead change you have to know how to lead people," says Pamela Rucker, chairwoman of the CIO Executive Council's Executive Women in IT. Transformational leaders are described as charismatic, enthusiastic, optimistic, passionate and sometimes visionary, giving them the ability to change long-held perceptions and beliefs. Those traits can spread like a wildfire; when they do, leaders and workers can engage more effectively allowing real transformation to take place.
  • 3. TRANSFORMATIONAL LEADERSHIP 3 January 5, 2021 LEADERSHIP STYLES Kevin Ford co-author of the upcoming book, "The Leadership Triangle" and CIO of Tag Consulting says he believes there are three kinds of successful leadership styles and that each one has its own place depending on the challenges you are facing: Tactical: These leaders are solving pretty straight-forward problems. "Tactical issues are solved by expertise. Tactical challenges are the daily bread of the operations-oriented manager," writes Ford in The Leadership Triangle. Strategic: These leaders are working towards the future with a vision. "Visionaries are different in that they tend to be creative or generative in their approach. They have the ability to see the future and predict specific trends," says Ford. Transformational: This leader is a facilitator who doesn't make decisions or establish strategic plans but, instead, facilitates a series of conversations among key stakeholders. "Transformational leaders are driven by a strong set of values and a sense of mission. Often times the strategic leader will have a vision but can't execute it because they can't deal with the transformative issues. A transformational leader has a more generalized vision, that's one of the common good or what's in the best interests of the stakeholders there. The big difference, according to Ford, "is that the transformational leader doesn't always know where things are going to wind up, only that it will be better than where we are today." There is a time and place for each style, Ford says, but when companies are looking for a turnaround or to keep from getting left behind many times a transformational leader is what they are looking for.