Transformational Leadership

The term Transformational Leadership is not new, and it also does not totally redefine the principles, skills and tools of leadership. What it does do is speak to a current reality that begs for more leaders who are exceptionally good at creating a picture of the future, defining essential changes and then engaging people to make it reality.

There are many ways this is different than scientific management, although it employs some of the same practices. It is also a step forward from the collaborative team-based approach that gained favor in the 80’s, and is still not reality in those companies who remain in the command and control model. If you expect to have a career as a leader of others this matters.

Here’s why:

1. Work teams are increasingly heterogeneous. Female executives in their 30’s lead leaders who are old white guys. Product and project managers lead sales, design and production teams with members from multiple countries and cultures. Multiple mother tongues are spoken on the shop floor and also the top floor. Geographically dispersed and culturally diverse are the reality for future leadership. Transformational leaders are skilled at accessing and assimilating the best thinking of smart people in ways that build future success.
2. Results without authority. When a team is spread around the country or the globe, it is impossible for the leader to be there. The same is true even in a factory with an intact team. There is a ironic juxtaposition in this. At some point, the value of the presence of the leader becomes inversely proportional to the effectiveness of the team. Be a master of relationships. What is your short list of people you know will deliver? Remember this equation only balances when they know you will do the same for them. Positional power and superior title do not stand alone or meet the sniff test here.
3. Flexibility, adaptability and resilience win. Stability, legacy and tradition of success are all solid foundations for the future. While powerful, these can also be anchors that interfere with an accurate perception of what is required to succeed in a rapidly changing world. Doing better than the competition is good. However, it may only mean survival in a world where others are working on redefining the industry, creating unique new partnerships and changing the way business is done. The starting point here is a look in the mirror. Are you holding on with finger tips to a fast fading past or are you learning, growing and defining the future?

“For every crossroads of the future, there are a thousand self-appointed guardians of the past.”
Dr. Alan Beer

So, player, where are you going to play? Status quo can feel comfortable, yet then seemingly all of a sudden it is gone. There is always important work to be done for the thinkers and doers who define the future.