Transformational Leadership Development

TRANSFORMATIONAL LEADERSHIP
MARGO BOSTER
IMPAQ SOLUTIONS

IF..
• Transformational leadership was first introduced in 1978
AND IF…
• “Transformational leadership has been proven to
produce significant, positive outcomes for a variety of
key organizational variables, including productivity,
innovation, and profitability.” (Senge, 2010)
THAN…
• Why isn’t everyone a transformational leader?

DISCUSSION TOPICS
• Brief History of Leadership
• What is Transformational Leadership?
• Action Logic Stages
• Development in Conventional and Post-Conventional
Stages
• How to Become a Transformational Leader
• Development Program and Opportunities
www.ImpaQ-Solutions.com
www.AZTransformationalLeadership.com

• Style of leadership in which the leader identifies the
needed change, creates a vision to guide the change through
inspiration, and executes the change with the commitment of
the members of the group. [Business Dictionary]
• A leadership approach that causes change in individuals and
social systems. In its ideal form, it creates valuable and positive
change in the followers with the end goal of developing followers
into leaders. [www.Langston.edu]
• A style of leadership where the leader collaborates with
employees to identify the needed change, creating a vision to
guide the change through inspiration, and executing the change
in tandem with committed members of the group. [Wikipedia]
DEFINED

BRIEF HISTORY OF LEADERSHIP
1900’s: The “great man” theories -- it’s
an innate ability; who is born to lead?
1940’s-50’s: Trait theory -- what
universal traits are common to all
leaders?
Thomas Carlyle

BRIEF HISTORY OF LEADERSHIP (2)
1950’s- 60’s: Behavior theory -- what key
behavioral patterns result in leadership.
Leaders can be made, rather than are
born.
Opens floodgates to leadership
development
1960’s-70’s: Contingency/situational --
establish which leadership behaviors
succeeded in specific situations.
B.F. Skinner's theory of
behavior modification
takes into account the
effect of reward and
punishment on
changing behavior.

Focuses on leaders’ traits
Examples: Big 5 Factor, DiSC, Hogan
Focuses on what leaders do and how
they act
Examples: The Leadership Grid, Birkman,
Competency Models, Emotional
Intelligence
THEORY BASED ASSESSMENT

Pre-
1940
1940s –
50s
1950s –
60s
1960s –
70s
1980s
onward
“Great man”
Trait Theory
Behavior
Theory
Contingency /
Situational
Big 5 Factor,
DiSC, Hogan
The Leadership Grid,
Birkman, Competency
Models, Emotional
Intelligence

1980’s onward: excellence -- what interaction of traits,
behaviors, key situations, and group facilitation allows
people to lead organizations to excellence?
BRIEF HISTORY OF LEADERSHIP (3)

1978
• Introduced the concept of transforming
and transactional leadership
• Leaders and followers help each other
advance to a higher level of motivation and
morale
• Differentiated between managing and
leadership:
Transforming leadership
Transactional leadership
• Transformational leadership creates
significant change in the lives of people
and organization

1985
• The psychological mechanisms
underlying transforming and
transactional leadership.
• Introduced the term
"transformational" in place of
"transforming."
• Added to the initial concepts to
help explain how
transformational leadership
could be measured, as well as
how it impacts follower
motivation and performance.

CHARACTERISTICS
• Individualized consideration to followers by paying attention
to and meeting the needs of followers
• Stimulate ideas and creativity from followers by creating a
safe environment to challenge the status quo
• Have a vision that inspires and motivates followers to achieve
important goals
• Role models for their followers, allow them to identify with a
shared organizational vision, and provide a sense of meaning
and achievement

"The goal of transformational leadership is to
“transform” people and organizations in a literal
sense – to change them in mind and heart; enlarge
vision, insight, and understanding; clarify purposes;
make behavior congruent with beliefs, principles, or
values; and bring about changes that are
permanent, self-perpetuating, and momentum
building.”
- Steven Covey,
Author of 7 Habits of Highly Successful People

Pre-
1940
1940s –
50s
1950s –
60s
1960s –
70s
1980s
onward
1990s 2000s 2010s
“Great
man”
Trait
Theory
Behavior
Theory
Contingency /
Situational
Transformational
Leadership
Floodgates to leadership development opens

MAKING MEANING
“Each of us is enacting our life at work and at home
through a certain characteristic way of interacting
and inquiring with others. This is our center-of-
gravity leadership action-logic.”
Bill Torbert
Source: http://www.williamrtorbert.com/

ACTION LOGIC STAGES
Post-Conventional StagesConventional Stages

CONVENTIONAL STAGES
There are rules
• So you can belong
(Diplomat)
• Do things the “Right
way” (Expert)
• Meet strategic goals
(Achiever)

POST CONVENTIONAL STAGES
There are possibilities
• Interweaves competing
personal and company
action logics (Redefining)
• Power of mutual inquiry,
vigilance, and
vulnerability (Strategist)
• Generates social
transformations
(Synergist)

ACTION LOGIC STAGES
Post-Conventional Stages
~16%
Conventional Stages
~80% - 85%

TYPES OF DEVELOPMENT
Post-Conventional Stages
• Transformation to
more complex thinking
• Broader and more
integrated perspective
• Focus is on BEING
Conventional Stages
• Expansion at same
stage
• New skills and
knowledge
• Focus is on DOING

Getting better at what you already do is not good
enough – not because it is wrong, but because it is
inadequate.
Transforming Your Leadership Culture
John McGuire
WHY TRANSFORMATIONAL LEADERSHIP?

"The range of what we think and do is limited by
what we fail to notice.
And because we fail to notice that we fail to notice,
there is little we can do to change,
until we notice how failing to notice,
shapes our thoughts and deeds."
Daniel Goleman in
Vital Lies, Simple Truths

"We can't solve problems by
using the same kind of
thinking we used when we
created them."
Albert Einstein
" It is never too late to
become what you might
have been."
George Elliot
" Everyone thinks of changing
the world, but no one thinks
of changing himself.”
Leo Tolstoy

What role can we play in evolving leadership to
meet the needs of the future?

• Awareness, individual hard work, self-study, and time
• Engage a coach who operates in the Post-
Conventional logic stage
• Participate in transformational leadership program
BECOMING A
TRANSFORMATIONAL LEADER

ASSESSMENTS GEARED TOWARDS
TRANSFORMATIONAL LEADERS
The
Global
Leadership
Profile

http://aztransformationalleadership.com/

IF..
• Transformational leadership was first introduced in 1978
AND IF…
• “Transformational leadership has been proven to produce
significant, positive outcomes for a variety of key organizational
variables, including productivity, innovation, and profitability.”
(Senge, 2010)
THAN…
• Why isn’t everyone a transformational leader?
BECAUSE…
• It is about Being (how you see and interpret the world
around you), not Doing. It is easy to change what you
do; it is not as easy to change how you are.

LET’S KEEP IN TOUCH
Margo Boster
margo.boster@impaq-solutions.com
https://www.linkedin.com/in/margoboster
http://aztransformationalleadership.com/
480.359.6147

Transformational Leadership Development

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