What is Transformational
leadership is about implementing new
radical ideas. These individuals continually change themselves; they stay
and adaptable; and continually improve those around them.
The transformational leader encourages
a role model,
stimulating intellectually, and giving individualized consideration for
needs and goals.3
Overall, transformational leaders
their attention between
that creates progress and the mental state of
their followers. Perhaps more than other leadership approaches, they are
people-oriented and believe that success comes first and last through deep
and sustained commitment.
to greatly exceed their previous levels of accomplishment.
dynamic and innovative leadership style challenges and
an entire organization – top to bottom.
and energy into everything. They care about people and want people to
The result is individual, group, and organizational achievement beyond
Developing and Selling the
As a Transformational Leader, you must start
with the development of a
a view of the future that will excite and convert your potential followers.
"The next step, which in fact never stops, is
to constantly sell the vision. This takes energy and commitment, as few
people will immediately buy into a radical vision, and some will join the
show much more slowly than others. You must take every opportunity and use
whatever works to convince others to to climb on board the bandwagon."4
In order to create followers, you have to be
very careful in
creating trust, and
personal integrity is
a critical part of the package that you are selling. In effect, you are
selling yourself as well as the vision.
Empowerment Is a Key
is the key to
Transformational leaders are those who can elicit extraordinary performance
from ordinary people. The superior leader is like a catalyst in a chemical
process that causes the other ingredients to work together in a superior
fashion. "Empowerment as a key function of leadership becomes even more
important as the work force becomes dominated by members of the Generation
X. These highly individualistic men and women are increasingly seeking
higher meaning and purpose in their careers. They are not impressed by
authority or hierarchy. If they don't get the satisfaction they are seeking
from their work, they will go somewhere else. And the better they are at
what they do, the more readily they will leave one job for another," says
Your Emotional Task
To be a
transformational leader you must arouse
and tap into the emotional and spiritual resources of your organization.
Make continued efforts to
motivate and rally your followers,
constantly doing the rounds,
One of the methods the Transformational Leader
uses to sustain motivation is in the use of ceremonies, rituals and other
cultural symbolism. Small changes get big hurrahs, pumping up their
significance as indicators of real progress.4
Leading by Example
As a transformational leader, you must always
be visible and show by your
actions how everyone else should behave. Seek to infect and reinfect your
followers with a high level of commitment to your vision...
Steve Jobs returned to Apple in 1997, he
looked at the number of proposed research and development projects. Then he
stopped most of them. Today, the Apple
brand is known for
venture strategies, small but value-added product range and
great launch program...
has been with the General Electric Company (GE)
since 1960. Having taken GE with a market capitalization of about $12
billion, Jack Welch turned it into one of the largest and most admired
companies in the world, with a market value of about $500 billion, when he
stepped down as its CEO 20 years later, in 2000.
25 Lessons from
Although Jack Welch is "the
of a global manufacturer often noted for its technological prowess, he has
utilized a very human process to
through GE's vast organization. Having respect for the individual as a
pivotal force in
Welch created a model of exceptional performance every
corporate leader can learn from...
"As we launched into our
growth strategy, I
realized that I didn't feel right: something was missing," says Antony Burgmans, Co-chairman of Unilever. "We were doing all the right things: a
support; a new organization structure; and good people in place. But
something was wrong – the critical piece was missing. What I saw was that
even though we had an excellent
and an inspiring vision, what was really required to bring about change at
Uniliver was a new
new leadership mindset, and