Transformation within the Otter Creek Basin. Photo: James Snook
Transformational Leadership
By James D. Snook
Introduction
A definition of leadership may be subjective, so much that scholars in the 21st century struggle with a common definition for leadership (Northouse, 2013, p. 4). In the 1900-1930s, the idea of leadership emphasized control and centralization of power with a common theme of domination (Northouse, 2013, p. 2). Whereas by 1978, the idea of leadership progressed to the concept as a transformational process, in which one or more persons engage with others in such a way that leaders and followers raise one another of higher levels of motivation and morality (Northouse, 2013, p. 4). Northouse considers a suitable working definition of leadership “as a process whereby an individual influences a group of individuals to achieve a common goal” (Northouse, 2013, p. 5).
Leadership versus Management
One may be defined as a leader versus a manager, when they are producing change and movement versus managing order and consistency (Northouse, 2013, p. 12). For leaders to be effective, it is essential that they determine where members are on the development continuum and adapt their leadership styles so they directly match their style to that development level (Northouse, 2013, p. 103). Once a member has been directed by leaders toward being coached into increased competency, then leaders can be supportive of the members as they complete activities, and finally delegate to highly competent members (Northouse, 2013, pp. 100).
The Managerial Grid or Leadership Grid was designed to explain how leaders help organizations to reach their purposes through two factors: concern for production (task) and concern for people (relationship) (Northouse, 2013, p. 78). A structured organization typically limits the potential for personality tendencies to become unproductive. The productive person is free, reasonable, proactive, situational, and has a purpose in life, whereas unproductive people are limited, risk averse, irrational, reactive, superficial, aimless, and uncommitted (Northouse, 2013, p. 327).
Personality Traits:
The DiSC Profile approach is used in many corporate situations for a manager’s personal assessment, as well as the assessment of peers, in order to improve work productivity, teamwork, and communication. DiSC stands for four personality types including Dominance (results, bottom line, directness), Influence (persuasiveness, relationships), Steadiness (dependability, cooperation), and Conscientiousness (quality, accuracy, competency) and there is a general scale from “low” to “high energy” for each type (DiSC Profile, 2019). Most importantly, DiSC identifies an individual’s own natural personality traits and therefore helps to identify how they get their energy for leadership (their situation fits their personality traits) and why they lose energy (they must adapt their personality, thereby causing stress). Each of the four personality types of DiSC is important, as leaders can utilize their energy through “high dominance” or “low dominance” to be successful in their own individual leadership approach.
DISC Personality Profile
https://www.youtube.com/watch?v=_VqvjeXgUi4
Famous People DiSC Types
https://www.youtube.com/watch?v=M0YPj530lNc
Transformational Leadership Theory:
Transformational leadership is an encompassing approach that incorporates a clear vision and acts as a social architect to create trust while enabling others to act. Leaders and supporters are bound together in the social transformation process that reaches everyone involved toward a higher set of moral values toward the collective good (Northouse, 2013, p. 185-199). The five practices of transformational leadership include: 1) articulating a clear, attractive, and realistic vision 2) acting as a social architect (model the way) 3) creating trust and creative deployment of self (challenge the process) 4) enable others to act 5) encourage the heart (Northouse, 2013, p. 199).
Transformational leadership is the toughest, but most rewarding path you can embark on. It takes time and almost impossible patience. It requires authentic vulnerability, linguistic intentionality, and a willingness to do the dirty work no one likes to do. It requires putting first things first, and people above profits and winning. Transformational leadership builds authentic relationships based on love, and helps people into becoming everything they are capable of becoming (Gilbert and MedCalf, 2015, p.6).
Non-profit Transformational Leadership:
Advocacy groups can exhibit transformational leadership as leaders and followers are bound together in the social transformation process that reaches everyone involved toward a higher set of moral values toward the collective good (Northouse, 2013, p. 186-187). These organizations exhibit legitimate power, due to their positions as advocacy groups providing scientific expertise and training to citizens while coordinating with municipalities on policy advancements (Northouse, 2013, pp. 10-11). These organizations may exhibit individual personality traits in their leadership team, but inherently are responsible for the leadership characteristics developed by the organizations’ mission statements which typically include aspects of determination, integrity, intelligence, self-confidence, and sociability (Northouse, 2013, pp. 10-11). Northouse notes for an organization to beware of a combination of charismatic and pseudo-transformational leadership (also considered personalized leadership), which focuses on the leader’s own interests rather than others (Northouse, 2013, p. 187-189).
The necessity of financial transactions within non-profits is an ongoing challenge, as it is essentially removed from the definition of transformational leadership. However, for most organizations to be effective and impactful, it must include a flow of money into and throughout the organization that can be utilized to continue its operations. While transactional leaders exchange things of value with subordinates to advance their own and their subordinates’ agendas, transformational leadership is an encompassing approach where leaders and followers are bound together in the social transformation process that reaches everyone involved toward a higher set of moral values toward the collective good (Northouse, 2013, p. 186-187). Authentic transformational leadership can impact group ethical climate, decision making, and moral action (Northouse, 2013, p. 187).
References:
DiSC Profile (2019). DiSC Overview. Retrieved from https://www.discprofile.com/what-is-disc/overview/
Gilbert, J. and MedCalf, J. (2015) An Impractical Guide To Becoming A Transformational Leader. Lulu Publishing Services, Boston.
Northouse, P. G. (2013) Leadership: Theory and Practice. Sage Publications, 2013 (6th Edition), Los Angeles, CA.