Transformational Leadership

Transformational leadership is a leadership style that inherently aligns itself with Christian values, even when it is practiced in a secular setting or organizational context (Scarborough, n.d.). Defined by the leader’s strength of character and willingness to engage in distributive power and mutually support frameworks, transformational leadership is not about authority or control but about cultivating an ethical vision and inspiring others to share or buy into that vision with passion and purpose. The transformative power of leadership spills over beyond the boundaries of the organization, as the leader and followers aim to make a real difference in the world.
Because transformational leadership is by definition not egotistical and is dependent on humility and virtue, this leadership style is built on Christian values. The transformational leader has integrity: is willing to admit mistakes and take responsibility. Likewise, the transformational leader works with big picture issues and ethical principles, and is less caught up in minute details that may distract the team from its goal. The transformational leader helps each person to cultivate core strengths, to maximize potential, and to be intrinsically motivated to contribute and perform. Therefore, the transformational leader is persuasive, visionary, and direct, but without being forceful or overstepping boundaries.
Biblical leaders are transformational because they show individuals how to find God and rely on the strength of God rather than on the fallibility of human authority. Likewise, the transformational leader shows how the organization’s mission and values are what really matters; that each person is contributing to something greater than themselves. Even in a secular organization, transformational leadership means motivating, inspiring, and empowering. Transformational leadership is also effective, built on the fundamental principles of bringing out the best in human nature to enjoy the best possible outcomes.
References
Scarborough, T.O. (n.d.). Defining Christian transformational leadership. https://www.sats.edu.za/userfiles/Scarborough_ChristianTransformationalLeadership.pdf
Defining Organizational Leadership
Organizational leadership is usually defined as a subset of management, because it addresses day-to-day operations and other micro-level and mezzo-level issues as well as the macro issues within companies like culture, mission, and vision (Kollenscher, Eden, Ronen, et al., 2017). For this reason, organizational leadership can be difficult to define precisely. Organizational leadership comprises various strengths, skills, and activities that will vary depending on the nature of the organization, situational constraints, and the need to respond to internal or external change.
The main components of organizational leadership can be distilled into several components such as vision, strategic planning, and communication. However, other elements like ethics also play an important role in organizational leadership (“What is Organizational Leadership?” n.d.). Vision is important for organizational leaders, not because they are in charge of decisions related to entering new markets or new product development but because organizational leaders need to align organizational practices with the values that guide the company. The organizational leader anticipates risk and can be an effective change manager, helping employees understand the reasons for structural change. An organizational leader also communicates effectively to inspire others to embrace change, even when the change can be disruptive and initially unpopular. Organizational leaders know what is best to help the company grow, but also to help keep employees happy to retain and develop top talent.
Ethics are also crucial for effective organizational leadership. All decisions reflect the company’s values and principles. Moreover, the leader sets a tone for the organizational culture. An ethical, principled organizational leader can inspire employees to perform at their best, to contribute and remain engaged in the company vision, and to help reach organizational goals, including financial targets.
References
Kollenscher, E., Eden, D., Ronen, B., et al. (2017). Architectural leadership. European Management Review 14(3): 247-264.
“What is Organizational Leadership?” (n.d.). https://online.seu.edu/online-degrees/business/what-is-organizational-leadership/
Literature Review
Reference 1: Amagoh, F. (2009). Leadership development and leadership effectiveness. Management Decision 47(6): 989-999
Link: https://doi.org/10.1108/00251740910966695
Annotation: This is a review of literature on leadership development, and the types of leadership development programs that have been proven most effective. Themes include the use of the integrated-solution approach, an eight-step model described as “synergistic,” (p. 991). Other approaches include formal mentoring, experience-based approaches, and the leadership life cycle. The author also analyzes the efficacy of miscellaneous and informal approaches to leadership development, concluding that the more systematic the pathway towards leadership development, the more effective the outcomes. Furthermore, the researcher found that internal leadership development programs are not necessarily the most effective because they can be “insular,” and recommends the use of external programs that have been carefully selected to meet the needs of the company and industry (p. 995). Therefore, this paper provides some unique insight into leadership development program effectiveness.
Add to List of RefWorks? Yes.
Reference 2: Burke, L.A. (1997). Developing high-potential employees in the new business reality. Business Horizons 40(2): 18-24
Link: https://doi.org/10.1016/S0007-6813(97)90004-5
Annotation: The purpose of this research is to analyze the use of high potential employee development programs, to discover the key decision points in designing and managing the program. The author presents a helpful three-step process starting with assessing the need for a high potential employee development program, based on specific needs and the alignment of the program with organizational goals and philosophies. Next, the programs are developed using specific selection criteria, communication strategies, timing, policies on disclosure, and methods of program evaluation. Finally, companies need to manage their leadership development programs using lateral move planning and skills development. Although the article is outdated (1997), the structure of employee development programs remains extant and therefore this will be a helpful resource.
Add to List of RefWorks? Yes.
Reference 3: Romans, J., Frost, A. & Ford, S. (2006). Developing high?potential talent at Hughes Supply: Selecting and preparing employees for future leadership roles. Strategic HR Review 5(3): 32-35.
Link: https://doi.org/10.1108/14754390680000880
Annotation: One of the few case study methods I have come across in the research, this study focuses on Hughes Supply and its high potential employee development program. Called Manager in Training (MIT), the Hughes Supply strategy offered a systematic and consistent method of identifying and training high potential employees. Emphasis was not only on identification and training but also retention. The authors show how the MIT program at Hughes proved effective, and helped the organization reach its overarching objectives. Although informative, this article does not offer much new data that would bolster my research and therefore I will not add it to my bibliography.
Add to List of RefWorks? No.
Reference 4: Chamorro-Premuzic, T., Adler, S. & Kaiser, R.B. (2017). What science says about identifying high-potential employees. Harvard Business Review, Oct 3, 2017
Link: https://hbr.org/2017/10/what-science-says-about-identifying-high-potential-employees
Annotation: Written for a more general than scholarly audience, this article in the Harvard Business Review does offer new information related to the financial incentives for developing top talent. The more complex the job, role, or position, the more important it is to retain top talent and cultivate more advanced skills, according to the author. Moreover, developing top talent has several spillover effects, including raising performance expectations and actual outputs for employees and engendering trust and employee engagement. The author also advises the development of leaders not for their own individual career goals but with the success of the entire organization in mind: making it important to use servant leadership models. Ability, social skills, and drive all prove critical in the identification of high potential employees.
Add to List of RefWorks? Yes.
Reference 5: Conger, J.A. & Fulmer, R.M. (2003). Developing your leadership pipeline. Harvard Business Review, Dec 2003.
Link: http://www.edanetworx.com/public_files/HBR-dev%20your%20leadership%20pipeline.pdf
Annotation: This article frames leadership development in terms of succession planning, showing that the focus should be on identifying top talent within middle management first. Assessments will help differentiate between mediocre and strong performers, and then the author advises that strong performers with high potential be given challenging assignments as part of their overall assessment. The researcher also claims that transparent programs are more effective overall, and that linchpin positions should always be identified with regular progress meters to gauge development. As with other research, this article demonstrates the importance of systematic and formal programs and uses several examples to substantiate claims.
Add to List of RefWorks? Yes.
Reference 6: Fulmer, R.M.,Stumpf, S.A.. & Bleak, J. (2009). The strategic development of high potential leaders. Strategy & Leadership 37(3): 17-22
Link: https://doi.org/10.1108/10878570910954600
Annotation: This article shows how leadership development programs should always be aligned with core business strategies. Also, the authors outline the most effective strategies for leadership development, including holding a formal conference or summit, having a curriculum addressing key points, coaching executives to be mentors, asking the Board to participate, and aligning human resources practices to the overall business strategy and leadership development system. Specialized learning opportunities, technological tools, and stretch assignments, as well as action learning are some of the specific strategies mentioned. The authors then use case studies (PepsiCo and Caterpillar) to highlight the importance of the various types of development strategies.
Add to List of RefWorks? Yes.
Reference 7: Jung, D.I., Chow, C. & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly 14(4-5): 525-544.
Link: https://doi.org/10.1016/S1048-9843(03)00050-X
Annotation: This article takes a different approach to the development of high potential employees by focusing more on the leadership styles used by senior management. Using quantitative methods with a survey instrument, the researchers found a direct and positive correlation between transformational leadership at the top and organizational innovation overall, with implications for how to identify high potential employees that can contribute to the organization’s goals. Empowerment and innovation support are key components in helping managers identify high potential employees and retaining them through development programs. Because this research focuses on a unique variable (leadership style), and also uses quantitative methods, it will be useful to include in my research.
Add to List of RefWorks? Yes.
Reference 8: Kilian, C.M., Hukai, D., McCarty, E. (2005). Building diversity in the pipeline to corporate leadership. Journal of Management Development 24(2): 155-168
Link: https://doi.org/10.1108/02621710510579518
Annotation: This article uses diversity as a variable to show how organizations can deliberately build diversity into their goals for leadership development. A review of literature rather than an experimental study, this research nevertheless shows the persistence of stereotypes about female employees and minorities, particularly with regard to role expectations and abilities. Moreover, the researchers found that women and minorities lack mentoring opportunities and the social networks that would enhance their ability to get recognized and identified as high potential employees on a leadership track. The authors also offer strategies for intervention that can help build the mentoring and social networks and change attitudes towards underrepresented employees. As it is important to address diversity issues in human resources, I would include this research in my review of literature.
Add to List of RefWorks? Yes.
Reference 9: Leskiw, S.L. & Singh, P. (2007). Leadership development: learning from best practices. Leadership & Organization Development Journal 28(5): 444-464
Link: https://doi.org/10.1108/01437730710761742
Annotation: A systematic review of literature, this study reveals best practices in leadership development strategies and programs. Selection criteria for inclusion in the study were rigorous, boosting the reliability of the results. For example, all organizations had to have multi-modal formal and fully integrated leadership development programs. The researchers found that six main factors emerged as being best practices: needs assessment, audience selection, infrastructure supports, designing and implementing a learning system, developing evaluation criteria, and rewarding success or improving on deficiencies as needed.
Add to List of RefWorks? Yes.
Reference 10: McCartney, W.W. & Campbell, C.R. (2006). Leadership, management, and derailment: A model of individual success and failure. Leadership & Organization Development Journal 27(3): 190-202
Link: https://doi.org/10.1108/01437730610657712
Annotation: This research explores the interaction between three variables related to the identification of high potential employees and implications for organizational success. Those variables include leadership skills, management skills, and individual success or failure. The authors use an interactive model to show how the variables intersect, with implications for understanding the failure of some high potential employees to achieve their goals or the goals set for them by the organization. Likewise, the authors use the model to show why some employees identified as high potential reach success in the same program, even when ability and other factors are controlled for. The researchers surmise that the factors influencing individual success on a leadership track are complex, showing how human resources can distill these issues to help manage high potential employees.
Add to List of RefWorks? Yes.
References
Amagoh, F. (2009). Leadership development and leadership effectiveness. Management Decision 47(6): 989-999, https://doi.org/10.1108/00251740910966695
Burke, L.A. (1997). Developing high-potential employees in the new business reality. Business Horizons 40(2): 18-24, https://doi.org/10.1016/S0007-6813(97)90004-5
Chamorro-Premuzic, T., Adler, S. & Kaiser, R.B. (2017). What science says about identifying high-potential employees. Harvard Business Review, Oct 3, 2017, https://hbr.org/2017/10/what-science-says-about-identifying-high-potential-employees
Conger, J.A. & Fulmer, R.M. (2003). Developing your leadership pipeline. Harvard Business Review, Dec 2003, http://www.edanetworx.com/public_files/HBR-dev%20your%20leadership%20pipeline.pdf
Fulmer, R.M.,Stumpf, S.A.. & Bleak, J. (2009). The strategic development of high potential leaders. Strategy & Leadership 37(3): 17-22, https://doi.org/10.1108/10878570910954600
Jung, D.I., Chow, C. & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly 14(4-5): 525-544.
Kilian, C.M., Hukai, D., McCarty, E. (2005). Building diversity in the pipeline to corporate leadership. Journal of Management Development 24(2): 155-168, https://doi.org/10.1108/02621710510579518
Leskiw, S.L. & Singh, P. (2007). Leadership development: learning from best practices. Leadership & Organization Development Journal 28(5): 444-464, https://doi.org/10.1108/01437730710761742
McCartney, W.W. & Campbell, C.R. (2006). Leadership, management, and derailment: A model of individual success and failure. Leadership & Organization Development Journal 27(3): 190-202, https://doi.org/10.1108/01437730610657712
Romans, J., Frost, A. & Ford, S. (2006). Developing high?potential talent at Hughes Supply: Selecting and preparing employees for future leadership roles. Strategic HR Review 5(3): 32-35. https://doi.org/10.1108/14754390680000880