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Impactful and supportive leadership are more important than ever before: according to DDI research, 57 percent of employees quit because of their bosses. That same study also found that one of the biggest challenges of frontline managers is a current inability to have difficult conversations about performance with their reports. Together, this cycle quickly evolves to frustrated employees, burned out and disconnected managers, and a workforce crying for better leadership.
Enter transformational leadership theory, an old concept being revitalized for a modern and digital workforce.
What is transformational leadership theory?
The roots of transformational leadership theory stretch back decades with work created by James MacGregor Burns and then expanded by researcher B.M. Bass. According to that work, there are three components to true transformational leadership:
- Heightening employee awareness of their importance to the company and the value of the goals those employees and teams are working on
- Encouraging workers to look beyond their own interests and instead get focused on those of the team or group
- Activating higher order needs of employees and vision is communicated and implemented through leadership in action
The primary concept is that getting employees invested in the “why” behind what they’re doing is far more motivating not just for the task at hand but for performance overall. There are four necessary components for someone to be considered a truly transformational leader: individual consideration, intellectual stimulation, inspirational motivation, and idealized influence.
At the helm, the leader stays in the role of company visionary, but they work with team members to determine the necessary steps for real change. Spurred by innovative ideas that can come from any level of the organization, employees are empowered to help solve the problems they face on a daily basis and contribute toward the organization’s future at the same time.
For a leader to really make an impact, they can’t just claim to be inspired by transformational leadership theory: they must walk the walk and talk the talk because employees can spot the difference.
How can I apply transformational leadership theory with my teams?
While beginning to embody the basics of transformational leadership is the first step, the work of positively impacting others is an ongoing effort. To that end, a number of actions can contribute towards growing your influence on your teams in meaningful way, including:
- Creating an ongoing feedback loop where workers are trusted to share their insight. Go beyond the suggestion box to listen to and value their opinions and insights, opening the door to communication where they feel respected and valued.
- Encourage your team to take on new challenges, but don’t let them start a new project without a chance to ask for help. Without proper training or explanation, this can feel like “dumping” on a team. Push them outside of their day-to-day comfort zone but make it clear you’re there not just as a cheerleader, but someone who can help connect them with people or resources they might need to get something new off the ground.
- Be more transparent with your data and context for decision making. Decide what messages can be taken from these meetings and passed down the chain, including times when those workers can be engaged to brainstorm solutions.
Leaders must take an active role in managing programs like this and also in setting aside time for self-reflection. Just as employees would get a performance review, take feedback and criticism to look for opportunities to grow as a leader.
How does a digital change leadership styles?
We aren’t working in the same world as when Burns first developed the beginnings of transformational leadership. For starters, some leaders only see their team members for a few meetings a week, and only on a video screen.
Extra effort must be put forth by a leader who doesn’t have the benefit of seeing an employee over the course of a given workday. When meetings become focused on deliverables and moving through an agenda quickly, this eliminates some of the natural coaching and mentorship that might come up when employees can just pop into the office of their boss.
This shift from position-based to objective-based responsibilities means that leaders must ask their workers more frequently what they need and view giving feedback as a chance to spot bigger gaps in the worker’s knowledge or confidence.
More frequent evaluations, monthly trainings, and sharing how the executive is investing in their own skillset and leadership can all form a great base for future efforts. Being honest about looking for ways to grow and improve across the board can inspire employees to take a note from their boss and also for them to look for ways to grow in their own leadership, too.
Digitally, you can’t afford to just keep doing business as usual. Now is the time to look for ways to genuinely build transformational leadership principles into your professional development.
Photo by Christina @ wocintechchat.com on Unsplash
Impactful and supportive leadership are more important than ever before: according to DDI research, 57 percent of employees quit because of their bosses. That same study also found that one of the biggest challenges of frontline managers is a current inability to have difficult conversations about performance with their reports. Together, this cycle quickly evolves to frustrated employees, burned out and disconnected managers, and a workforce crying for better leadership.
Enter transformational leadership theory, an old concept being revitalized for a modern and digital workforce.
What is transformational leadership theory?
The roots of transformational leadership theory stretch back decades with work created by James MacGregor Burns and then expanded by researcher B.M. Bass. According to that work, there are three components to true transformational leadership:
- Heightening employee awareness of their importance to the company and the value of the goals those employees and teams are working on
- Encouraging workers to look beyond their own interests and instead get focused on those of the team or group
- Activating higher order needs of employees and vision is communicated and implemented through leadership in action
The primary concept is that getting employees invested in the “why” behind what they’re doing is far more motivating not just for the task at hand but for performance overall. There are four necessary components for someone to be considered a truly transformational leader: individual consideration, intellectual stimulation, inspirational motivation, and idealized influence.
At the helm, the leader stays in the role of company visionary, but they work with team members to determine the necessary steps for real change. Spurred by innovative ideas that can come from any level of the organization, employees are empowered to help solve the problems they face on a daily basis and contribute toward the organization’s future at the same time.
For a leader to really make an impact, they can’t just claim to be inspired by transformational leadership theory: they must walk the walk and talk the talk because employees can spot the difference.
How can I apply transformational leadership theory with my teams?
While beginning to embody the basics of transformational leadership is the first step, the work of positively impacting others is an ongoing effort. To that end, a number of actions can contribute towards growing your influence on your teams in meaningful way, including:
- Creating an ongoing feedback loop where workers are trusted to share their insight. Go beyond the suggestion box to listen to and value their opinions and insights, opening the door to communication where they feel respected and valued.
- Encourage your team to take on new challenges, but don’t let them start a new project without a chance to ask for help. Without proper training or explanation, this can feel like “dumping” on a team. Push them outside of their day-to-day comfort zone but make it clear you’re there not just as a cheerleader, but someone who can help connect them with people or resources they might need to get something new off the ground.
- Be more transparent with your data and context for decision making. Decide what messages can be taken from these meetings and passed down the chain, including times when those workers can be engaged to brainstorm solutions.
Leaders must take an active role in managing programs like this and also in setting aside time for self-reflection. Just as employees would get a performance review, take feedback and criticism to look for opportunities to grow as a leader.
How does a digital change leadership styles?
We aren’t working in the same world as when Burns first developed the beginnings of transformational leadership. For starters, some leaders only see their team members for a few meetings a week, and only on a video screen.
Extra effort must be put forth by a leader who doesn’t have the benefit of seeing an employee over the course of a given workday. When meetings become focused on deliverables and moving through an agenda quickly, this eliminates some of the natural coaching and mentorship that might come up when employees can just pop into the office of their boss.
This shift from position-based to objective-based responsibilities means that leaders must ask their workers more frequently what they need and view giving feedback as a chance to spot bigger gaps in the worker’s knowledge or confidence.
More frequent evaluations, monthly trainings, and sharing how the executive is investing in their own skillset and leadership can all form a great base for future efforts. Being honest about looking for ways to grow and improve across the board can inspire employees to take a note from their boss and also for them to look for ways to grow in their own leadership, too.
Digitally, you can’t afford to just keep doing business as usual. Now is the time to look for ways to genuinely build transformational leadership principles into your professional development.
Photo by Christina @ wocintechchat.com on Unsplash
