Transformational leadership is a new milestone when it comes to managing teams and establishing a work dynamic in which everyone wins. Transformational leaders are those who have a direct impact on the changes occurring in society, have exceptional charisma, and care about staying loyal to their followers.
As the word “trans” implies, it is a change of vision, perspective and attitude towards others that a leader exerts. Some of the most important values of this model are honesty, altruism or ethics.
What are the basic principles of this model?
Transformational leadership has established itself as a representative of the “culture of change”, starting from the precept of wanting to eliminate individualistic selfishness, overcome its limits and walking towards the collective good.
A group, an institution, a work team or any entity with more than 3 members, is managed in such a way that its members develop and improve their problem-solving ability collectively.
In this way, group members are always expected to perform better than expected, exceeding set expectations. fruit of strong motivation that the transformational leader transmits to them.
7 essential characteristics of transformational leadership
In this section, we will analyze the key points to implement the model based on transformational leadership.
1. Motivational spirit
Taking into account the values that make up the transformational leader, which are creativity, morale, ethics and enthusiasm, the whole creates in his followers a degree of motivation that other models fail to achieve.
Turn group members into role models it is closely linked to human development, The participation and, above all, the self-esteem of the workers who will be more effective when they cooperate with each other.
Thus, transformational leadership assumes that being a leader is not about initiating a chain of actions that begins in the one in power and ends up being executed by subordinates, but is based on a process supported by what already was. latent in people. the change lies in the modification of the context. The right context enables people to perform at their best, and this applies to both the world of work and any other aspect of life.
2. The charism
Transformational leadership he needs leaders with strong doses of charisma, Above professional qualities, and encourages this attitude towards others by having exemplary behavior.
This kind of functionality it is given by respect and trust that transformational leaders gain over time, which allows them to create a direct impact on other members by becoming role models.
3. Emotional bonds are generated
In an age of fierce competition, professional demands and work stress, the transformational model it allows a closer and more emotional environment. Its leaders are constantly responsible for responding to the individual needs and concerns of each member of the group.
4. The emphasis is on cooperation and assistance
In these group dynamics, the leadership exercised may also require some ‘additional’ responsibility on the part of the leader, such as respond directly to most proposals and suggestions from their subordinates, Thus forming a horizontal participatory scale.
It must be remembered that a good leader is not the one who gives orders and dictates rules, But that involves its members in all aspects of the organization, assuming responsibilities when the situation calls for it.
5. Domino effect
By the very nature and dynamics of the model, followers or team members end up adopting the figure of the transformational leader. Be actively involved in all kinds of decisionsWhen time demands it, the workers themselves will assume the leadership role in their absence.
In other words, on special occasions, the chef you have to learn to delegate with the rest of the classmates so as not to interrupt the progress of the group.
6. Interactivity and corporatism
Organizations that embrace transformational leadership tend to work in a dynamic environment. The leader insists on keeping his workers informed of training, updating and development of new technologies.
The more group members see that the company or institution cares about them, more involved and dedicated will be with the signing.
7. Increase creativity
Result of the participation and the notoriety of the members of the group, the transformational leaders they encourage creativity by exhibiting new ideas by the members of the group.
The leader should not be the sole responsible or the highest authority when presenting solutions or ways to face a new challenge. You have to have a future perspective to apply the best methods, leaving conventional leaders behind.
There are exceptional cases
As this is an ideal “archetype” for future generations, it is not entirely perfect. Great care must be taken to know where and in what work environment we must give way to the transformational model of leadership.
For example, in a company or an organization where the work dynamics are stable, linear and the activities or tasks are rather unchanged, it is recommended to apply a slightly more classic model, such as transactionalSince members have a certain status, they are experts in their field and have self-control.
- Daft, RL (2002). The leadership experience. Learning Cengage. Third edition.
- Gutiérrez Valdebenito, O. (2015). Leadership studies of men and women. Political and Strategic Review N ° 126, 13-35.
- Nye, JC (2011). The qualities of the leader. Barcelona: Paidós.