Transformational leaders engage the hearts, minds and
souls of people and transform them through visionary and inspirational
messages. They steer the organization toward pursing the ?right?
goals and encourage people to pursue those goals in lieu of their self-interests.
Transactional leaders, on the other hand, improve organizational
efficiency and help their organizations achieve objectives. These leaders
influence people by appealing to their own self-interests and motivating
them through the use of valued rewards and punishments. They focus on
the exchange of work for rewards. Effective transactional leaders find
out what motivates individuals and then offer those rewards to ensure
that goals are met. They will make sure employees have the resources they
need to get the job done. They strive to improve performance and job satisfaction
of workers. Some managers actively monitor the work as it is being done
to ensure it is up to standard. Others manage by exception and use corrective
action only after staff members fail to accomplish the goals that have
been set forth. Some take a very hands-off approach, and unless this is
balanced with strong transformational characteristics that encourage employees
to take the initiative, this approach will rarely prove effective.
While organizations need both leadership styles to successfully
meet their objectives, we have focused on assessing your transformational
Transformational leaders are change agents. Transformational leaders are
recognized by effective demonstration of the following characteristics:
vision, values, trust & integrity, and certain motivational strategies.
They have a clear VISION of where they and/or the company ought to be
going. They are guided by a strong sense of internal VALUES. They communicate
those values to the people they lead with the intent that those people
adopt those same values as their own. Their behavior, when consistent
with the articulated vision and values, evokes TRUST in the people they
lead. They MOTIVATE people by inspiring them to believe that the collaborative
pursuit of this vision is intrinsically more important than personal,
short-term benefits that might be gained.
YOUR TRANSFORMATIONAL LEADERSHIP STYLE
You probably rely on transactional means to get people to accomplish the
tasks at hand. You probably operate somewhat in a vacuum, making decisions
on your own, telling people what they must do and when (but not why).
People around you may feel resentful, mistrustful and unappreciated. Competition
within the group may be a problem as team members are probably more interested
in their accomplishing their personal goals rather than those of the team
or organization. They may seem to sit around and wait for you to tell
them what to do.
If you scored between 18 ? 26 points on the VISION questions (1-6),
you are guided by your vision, but may be missing opportunities to gather
support and mobilize others committed to its realization.
If you scored less than 18 points, the future may not
be clear or enticing for you or you are satisfied with the way things
are. If you are reluctant or unable to share a compelling vision, it will
be difficult to garner the support required to cause any significant change
in the environment.
If you scored between 18 ? 26 points on the VALUES questions (7
– 12), your behavior is generally consistent with the values you hold.
People think well of you. Make more of an effort to find commonality of
values with the people you work with and talk about them openly.
If you scored less than 18 points, your values are not
apparent to people around you. They are probably not sure what?s
really important to you. They may have difficulty connecting with you
on an emotional level. Spend some time clarifying your values and practice
sharing what?s really important to you with those around you.
TRUST & INTEGRITY
If you scored between 27 and 31 points on the TRUST & INTEGRITY questions
(13 ? 21), you are generally open with your feelings and opinions
although people may not always clearly know where you stand. They may
not be sure about how you reach the decisions you do and therefore may
not see the fairness of your actions. You may appear to them to withhold
important information at times. Practice ?over-communicating?
so that people aren?t puzzled about what?s on your mind.
If you scored below 26 points or below on questions 13
– 21, people probably believe you ?play it close to the vest?.
They may be confused about where you stand on important issues. They may
doubt that you really care about them as individuals and could question
how fair you are. Trust that people are mature enough to handle ?bad
news?. Share your decision-making process with them. If you take
the risk of sharing more than you are generally comfortable with, people
will see you as more trustworthy.
If you scored 12-17 points on the MOTIVATIONAL STYLE questions (22 ?
25), you do a good job of appealing to people?s ?higher nature?,
helping them find value in the work they do. They are sometimes willing
to put aside their personal agendas and delay short-term gratification
to work toward objectives you set. People are generally productive, yet
you may feel they don?t quite ?get it?. Help them develop
a stronger sense of pride in their work for the sake of being masterful
If you scored 11 points or below on questions 22 ?
25, you may have a difficult time inspiring people to go beyond what?s
minimally required. They may seem focused on their own needs and not the
needs of the group or organization. The goals you set may not be challenging
enough or may not feel relevant or important to the people working on
them. Talk about why the goals are important. Paint a picture of the desired
end state and paint them in that picture. Encourage people to take risks
and be supportive when they do, even if they ?fail?.
WANT MORE INFORMATION?
If you would like to know how you can become an even more effective leader,
write me at firstname.lastname@example.org and ask how our proven, practical strategies
can help you accomplish your career goals or sign up for a no-cost e-coaching
course at www.emeraldharvest.com.