In the article titled Transformational Leadership…., Wang et al. (2011) synthesize their findings from 25 years of research revealing the clear contrasts of leader/follower relationships between the often more direct and traditional style of transactional leadership with the charismatic and affective elements of transformational leadership, and its tendency to be a “robust predictor of desirable performance outcomes across situations” (p. 253). In other words, the more frequently a leader or manager connects with followers via their emotions, values or standards, the better the development in follower attitude and motivation, subsequently enhancing greater personal empowerment and organizational performance.
In my experience, managing is often a delicate balance between choosing whether to work through, with, or sometimes even against people, as a means to achieve important objectives for the organization. For managers that wish to model leadership after their own values and philosophies, the main implication of this article indicates that a transformational leadership model can be trained for, and greatly enhanced within environments that “involve teamwork and collaboration” (p. 253). Additionally, by taking responsibility for promoting and enhancing a transfomational leadership style, organizations will benefit with followers with “higher standards of moral responsivity” (Northouse, 2016, p. 177).
With most sales-driven organizations still placing a heavy emphasis upon incentive and reward-based transactional styles of managing to achieve task performance, the study reveals that there is better predictability in performance for both teams and individuals when led from a transformational style of leadership. When applied in practice, this information reinforces one’s confidence that this style is accessible and can be learned. Second, it underscores the importance in creating a supportive environment as a means to incubate the same transformational characteristics in followers.
When comparing a home’s walls, floors and doorways with the public ethical practice of a leader, the degree to how “plumb” both are, depends almost entirely on the fortitude and strength of the foundation. Principles such as respect and service to others, along with a sense of justice, honesty and a commitment towards building up community are several of the key principles that forge this foundation. In his book titled Leadership, Peter G. Northouse (2016) defines these very principles below (p. 341).
- Respect Others – treat others as ends in themselves and never a means to ends.
- Serve Others – placing the interests of others ahead of your own to contribute to the common good, or goal.
- Shows Justice – treat all followers equally, individually and collectively as a community.
- Manifest Honesty – representing reality as fully and completely as possible.
- Build Community – intentionally searching for ways to align individual and societal goals.
All 5 principles exist to “set the moral tone” for the group, or organization (BuildingCapacity [Poster], 2013); however, I believe that respect for others, and building community, stand out apart from the other principles in terms of a leaders’ desire to communicate their authenticity. A heart that is centered on serving others with justice and honesty captures all the key components of respect as basic rights. Second, the very basis of transformational leadership involves working to “move the group toward a common good that is beneficial for both leaders and followers”; therefore, in terms of the common goal, building community with intentionality evolved into a manifestation of all other principles combined.
Matt
BuildingCapacity [Poster]. (2013, March 29). What is ethical leadership? Retrieved November 2018, from You Tube: https://www.youtube.com/watch?v=ks2QGoIq5nA
Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications.
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270.
Hello Dawn
Indeed, I had a feeling that someone would challenge the reasoning behind that statement, so thank you for taking the time to reply to my post.
Through some direct experience and years of observations, I have found that taking an interest in the positive development of an individual or group almost always manifests some form of negativity in others. Whether it takes the shape as resentment, envy or even malice, a leader needs to publicly vocalize their position and be prepared to name the negativity for what it is. I included “working against people” as one of the means to achieve important objectives because in the process of changing or transforming people, there is always a need to make an example of, guard against, or repel the forces working to prevent leaders from meeting the needs of their followers. Part of being a transformational leader includes protecting the ground you have gained, which includes those under your wing, ‘against’ individuals seeking to de-rail your influence. Oftentimes, a very public demonstration challenging those individuals communicates and reinforces the leader’s measure of authenticity and their commitment to the goal, visions and growth in others.
Your last question asked about better approaches while facing challenge. Fortunately, transformative leaders have a myriad of approaches at their disposal to best suit the need; therefore, I would continue to empower and guide those individuals that support you, in order that they echo your desires for the group or individuals. Second, accountability discussions held in ‘safe’ environments invite a constructive forum for query and listening, even with those ‘rife with discontent’. Third, honesty is paramount. Those that stand against you, your followers, or the organization goals, need to know that you have the same commitment to their performance achievements and growth as with those that are already on board. Ultimately, change surrounds us on a constant basis; therefore, the key for the transformative leader is to always be the one to stand firm in their convictions and principles no matter what takes place around them, not only for their own protection, but in hopes of communicating stability and the sense of freedom for others to explore their potential.
Matt