How might we combine design thinking and transformational leadership to improve the culture of our systems, even if we're not in charge?

1. T R A N S F O R M A T I O N A L
L E A D E R S H I P
F O R T H E Q A I N F L U E N C E R

3. W H O / H O W A R E Y O U R
M O S T C H E R I S H E D
L E A D E R S

4. T R A N S F O R M A T I O N A L
L E A D E R S H I P

5. – J A M E S M A G R E G O R B U R N S R E M E M B E R E D I N W A P O S T
Transforming leaders… seek to create
change by helping followers become better
versions of themselves.
“Truly great and creative leaders do
something more. They arouse peoples’
hopes and aspirations and expectations,
convert social needs into political demands,
and rise to higher levels of leadership as
they respond to those demands.”

6. 4 E L E M E N T S : B U R N S ’
T R A N S F O R M A T I O N
1. Individualized Consideration – the degree to which the leader
attends to each follower's needs, acts as a mentor or coach to
the follower and listens to the follower's concerns and needs.
2. Intellectual Stimulation – the degree to which the leader
challenges assumptions, takes risks and solicits followers'
ideas.
3. Inspirational Motivation – the degree to which the leader
articulates a vision that is appealing and inspiring to followers.
4. Idealized Influence – Provides a role model for high ethical
behavior, instills pride, gains respect and trust.

7. H T T P S : / / I T R E V O L U T I O N . C O M / T R A N S F O R M A T I O N A L - L E A D E R S H I P - A N D - D E V O P S /

8. T R A N S A C T I O N A L
L E A D E R S H I P
• Work within the system
• Start solving challenges by
fitting experiences to a
known pattern
• Want to know the step-by-
step approach
• Minimize variation of the
organization
T R A N S F O R M A T I O N A
L L E A D E R S H I P
• Working to change the
system
• Solving challenges by
finding experiences that
show that old patterns do
not fit or work
• Wanting to know what has
to change
• Maximizing their teams’
capability and capacity

9. F O R T H E Q A I N F L U E N C E R

10. S T A R T W I T H W H Y
“People don’t buy what you do,
they buy why you do it.”
- S I M O N S I N E K @ T E D
H T T P S : / / W W W . Y O U T U B E . C O M /
W A T C H ? V = V H M A Y E N J 6 X G

11. Q A A N D T R A N S F O R M A T I O N A L
L E A D E R S H I P
• How Might We (brainstorming
questions)
• HOW
• MIGHT
• WE
H T T P S : / / D S C H O O L . S T A N F O R D . E D U / R E S O U R C E S / H O W - M I G H T - W E - Q U E S TI O N S
H T T P S : / / D E S I G N S P R I N T K I T . W I TH G O O G L E . C O M/ M E TH O D O L O G Y / P H A S E 1 - U N D E R S TA N D / H O W - MI G H T - W E

12. E X A M P L E H M W ’ S
• “How might we reduce the number of defects found in
production this month?”
• “How might we automate the trickiest manual suite
next sprint?“
• “How might we reduce complexity in this component?”
• “How might we measure customer satisfaction for this
experiment?”

13. celebrate victory when nice things occur. You take the
N E L S O N M A N D E L A
erd cattle is you lead them from behind. You find the m

14. S O …

15. * * * * * ( 0 - 5 )

16. ___ Communicates clearly where we
are going
___ Has a clear sense of where our
team will be in 5 years
___ Has a clear idea where the
organization is going
___ Inspires the team to contribute to
the goals
Inspirational Motivation
V I S I O N

17. ___ Sets an example worth following
___ Demonstrates ongoing learning
and professional improvement
___ Creates an environment of trust
for and within the team
___ Communicates and acts
honestly
Idealized Influence
A U T H E N T I C I T Y

18. ___ Exhibits genuine care for
persons on the team
___ Offers personal support,
encouragement and development
___ Celebrates individual and team
success and growth
___ Demands and models a culture
of improvement
Individualized Consideration
G R O W T H

19. ___ Exhibits genuine care for
persons on the team
___ Offers personal support,
encouragement and development
___ Celebrates individual and team
success and growth
___ Demands and models a culture
of improvement
Intellectual Stimulation
C R E A T I V I T Y

20. * * * * * ( 0 - 5 )
D I S C O V E R I E S ?
S U R P R I S E S ?

21. H O W M I G H T W E ?

22. O T H E R R E S O U R C E S T O
C O N S I D E R
• Transformational Leadership: A Quick
Start Guide
• (Video) Transformational Leadership
and DevOps - Dr. Steve Mayner
https://www.youtube.com/watch?v=Rh
F-bEElKME
• Lean leadership model
• Design thinking
• https://dschool.stanford.edu/

23. A P P E N D I X

24. H T T P S : / / I T R E V O L U T I O N . C O M / T R A N S F O R M A T I O N A L - L E A D E R S H I P - A N D - D E V O P S /
WHY WHAT
WHOHOW