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Transformational leadership theory: the 4 key components to leading change and managing change

Transformational leadership theory: the 4 key components to leading change and managing change

Transformational leadership theory is concerned with leadership that creates positive change in followers whereby the interests of others are cared for and acting for the benefit of the group as a whole. James MacGregor Burns first brought the concept of transformational leadership to prominence in his extensive research on leadership.

“Essentially, the task of the leader is awareness on a broad plane. The fundamental act of the leader is to induce people to be aware of what they feel, to feel their true needs so strongly, to define their values ​​so meaningfully. , which can be moved to an action with a purpose. “

In this style of leadership, the leader improves the motivation, morale and performance of his group of followers. So, according to MacGregor, transformational leadership is about values ​​and meaning, and a purpose that transcends short-term goals and focuses on higher-order needs.

In times of organizational change and big change, people feel insecure, anxious and low on energy, so in these situations and especially in these difficult times, enthusiasm and energy are contagious and inspiring.

And yet many organizational changes fail because leaders pay attention to the changes they face rather than the transitions people must make to adapt to them.

In my opinion, it is the responsibility of the director leading the change to provide an infusion of positive energy.
The transformational approach also depends on gaining people’s trust, which is made possible by the unconscious assumption that they too will be changed or transformed in some way by following the leader.

The transformational approach also depends on gaining people’s trust, which is made possible by the unconscious assumption that they too will be changed or transformed in some way by following the leader.

This is often seen in military commanders and political leaders in times of war. An example of this would be the way in which Lady Thatcher, as Prime Minister of the United Kingdom Government during the Falklands War in 1982, was able to engender an enhanced feeling of British national identity among the population of the United Kingdom.

It seems that this leadership style is ideal for change management, doesn’t it? However, this approach requires absolute integrity and personal behavior that is consistent and resonant with your vision and message.

I can recall a ridiculous situation, in a UK company that I was involved with, where the directors were trying to effect a culture change of increased trust and interdepartmental communication, but still kept a separate directors’ dining room and specially assigned parking spots closer together. to the front door of the office!

Okay, here’s the important part: how NOT to apply transformational leadership theory to change management.

– Worry about power, position, politics and advantages.
– Stay focused on the short term.
– Be hard data oriented
– Focus on tactical issues
– Work within existing structures and systems.
– Focus on getting the job done
– Focus processes and activities that guarantee short-term profits.

Doesn’t this all sound like a description of a typical good project manager with a task-driven mindset?

And well, I have nothing against this style of leadership and management. There is a time and a place for the Attila the Hun school of leadership. I have done it many times myself and very effectively, and without regrets.

But this leadership style is not enough in a change management situation and particularly in the current climate.

The four components of the transformational leadership style are:

(1) Charisma or idealized influence – the degree to which the leader behaves admirably and shows convictions and takes positions that make followers identify with the leader who has a clear set of values ​​and acts as a role model for followers.

(2) Inspirational motivation – the degree to which the leader articulates a vision that attracts and inspires followers with optimism about future goals and offers meaning for current ongoing tasks.

(3) Intellectual stimulation – the degree to which the leader challenges assumptions, stimulates and encourages creativity in followers – providing a framework for followers to see how they connect [to the leader, the organisation, each other, and the goal] they can creatively overcome any obstacle in the way of the mission.

(4) Personal and individual attention – the degree to which the leader addresses the needs of each individual follower and acts as a mentor or coach and respects and appreciates the individual’s contribution to the team. This satisfies and enhances each team member’s need for self-realization and self-esteem, and in doing so inspires followers to achieve greater achievement and growth.

Transformational leadership applied in a change management context is ideally suited to the holistic and broad perspective of a program-based approach to change management and, as such, is a key element of successful change management strategies.

And, to ensure that you ARE employing successful strategies to manage change that are appropriate for your organization, you need to know how to apply: (a) these transformational leadership skills, AND (b) how to apply support processes based on program management – to make sure you avoid the catastrophic 70% failure rate of ALL business change initiatives.

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