ON the flip side of Transactional Leadership, which we wrote about here last week, is Transformational Leadership. Of course, in between these two leadership styles are different variations depending on the need of an organization. Perhaps one should note that different situations call for different styles of leadership and understanding which style of leadership to adopt depends on which one will get the job done, the pervading culture, and the type of leadership needed in order to achieve the goals and objectives of the organization.
The term Transformational Leadership was first coined by James MacGregor Burns in 1978 and further expanded by Bernard M. Bass to explain the type of leadership which inspires and motivates its followers to be successful by virtue of how these leaders earn trust, exert influence, engender respect and evoke admiration. These are the kinds of leaders people follow because of the way they value their followers, not just simply as members of an organization, but as an integral part in the realization of the organization’s vision.
Transformational leaders look at the group and understand their collective needs and aspirations and from there develop a common vision. The reason why transformational leaders inspire and get buy in almost automatically from their group is because their vision for the organization is tied with each individual’s goals and objectives. People understand their role in fulfilling the vision of the team but at the same time, they also understand how it will benefit them personally and professionally. When people think of themselves as just doing the work because they need to without understanding why they have to, the organization stands to lose in terms of lost productivity. But when people are engaged because they have bought into the vision of the organization, people are more willing to exert additional discretionary effort because they understand what is in it for them. And transformational leaders understand the dynamics of aligning their organization’s visions with the employees’ goals and aspirations.
Part of the reason transformational leaders are so charismatic is because of their conviction to a set of values and principles which people are naturally drawn to. People with a defined set of values draw people because they know these leaders are consistent, and are natural beacons of where the organization is going. More so when you have a leader who has authentic empathy—one who listens with the sole intent of understanding what the other person is talking about and not one who listens for the sake of responding. These leaders are not afraid to talk to the frontliners and see for themselves if the organizational strategy is understood and integrated into their daily tasks.
Transformational leaders get buy in not only because they have listened to what the people want and have their own personal values and principles, but also because they exert effort in being present. They take the time to go around and be with different groups in the organization to get a feel of people’s sentiments and to be available when they are needed. I have had several leaders who would manage by walking about—meaning, they would go around and just spend time with different groups so that they are attuned to the entire organization. This way, they do not have to wait for the next town hall to address concerns and issues do not escalate to problems.
In managing your own teams as a transformational leader, being present and taking the time to know your team individually is vital in understanding how their different predicaments and personalities can work for the whole team, and also in leveraging on individual strengths to benefit the group. And this can be done when you sit down with your team individually and get to know their personal motivations and professional career plans. This way, you can steer them in the direction they want to pursue without losing sight of how they can continue to become productive members of the team. It also allows you to see how you can motivate your team to become more productive and tap into their strengths to supplement whatever your team’s weaknesses. This also allows you to involve your team in decision-making and providing alternative solutions to new problems. Transformational leaders understand that they do not have all the answers and they are willing to surround themselves with people smarter than themselves, or even invite people from other teams to provide a different perspective and way of working. Transformational leaders understand that their role is to harness the synergistic effect of teams to do more than individual members. And when one member is not pulling their own weight, a transformational leader steps in to understand why and, if needed, equips the member to perform as needed.
The whole agenda of a transformational leader is to focus on individuals and how he can harness them to contribute to the whole team by understanding what motivates each member. Invaluable is the engagement with each member as a total person—not just what the member can give to the team but also how the organization contributes to the overall development of the individual.
But again, a leader has to balance organizational objectives with personal aspirations in order to create an environment where members understand their role in the organization and, at the same time, feel valued as an integral part of the whole. And in doing so, leaders might have to be transactional for a time and be transformative in others. But you can only know when to adopt which style of leadership if you understand your team and the organization. You can only do that by spending time with your team, having individual meetings with each of them, and letting them see you outside the work environment. Only then will they have an idea of the values you espouse and the principles you adhere to.
Leadership is providing the counterbalance to whatever force which seeks to imbalance your team or your organization—be it a social conflict, natural disaster, political upheaval, or economic crisis. People will look up to you to know what needs to be done and how to get there. And if people are in disarray and there is confusion, it shows the kind of leader you are and your lack of vision for them. But when leaders know their team and rally them to act on what needs to be done and how to get there, people are willing to spend more time and effort in realizing the leader’s vision because they know they are part of something bigger than themselves.