Transformative Leadership Transformational Leadership Transformational Leadership: Self-Assessment

Transformative Leadership

Transformational leadership

Transformational leadership: Self-assessment

I have never been assigned the task of leading a large organization. However, when I have been given the task of exercising leadership within a specific context, I have tried to lead with a vision. Even when I have simply directed volunteers at mundane tasks, such as during a food drive, I have tried to stress the larger importance of why we are doing what we are doing, rather than simply focus upon minutia. I have also tried to take an interest in subordinates on a personal level. Although I have not had the ability to specifically select subordinates for development and training as leaders themselves, because of the limits of my own position, I try to delegate tasks in an individualized fashion. I like to see workers perform to the best of their abilities and praise them when tasks are completed successfully, to give them a sense of pride. I actively solicit information from workers, use that input to shape my directives, and whenever possible create a flexible dialogue between managers and employees. I believe this also embodies the principle of exercising empowering leadership.

In terms of charisma, I would judge myself more harshly. It is hard not to think of a great, inspiring orator when the word 'charisma' is used, or a great and dominating executive such as the late Steve Jobs. However, I have had charismatic supervisors who were not traditionally magnetic but very engaging in terms of their personality. They instinctively knew when to joke and when to be serious; they were able to seem personable while still exercising authority. They were also able to lead by example, which is something I have always tried hard to do. I am never afraid to get my hands dirty and work side-by-side my colleagues when the 'going gets tough.'

My scores were consistent with this self-assessment. When I asked my colleague to rate my leadership, her assessment was similar to mine. She said that I did a good job in helping others realize their potential, by mentoring and soliciting advice. She also praised my willingness to lead by doing, and said she had never seen me ask someone to do something in a leadership context that I would be unwilling to do myself. However, in terms of vision and charisma she gave me only slightly above average grades, in contrast to the well-above-average scores in my other areas.

Some of my problems in being charismatic may be because I have not yet been given the task of formulating my own vision; rather I have primarily been in charge of realizing the vision of others. However, not every transformational leader begins as an entrepreneur and the leader of his or her own organization. Transformational leaders must have an internal sense of fairness, rights, and values, even when upholding the vision of another leader in the service of the organization.

I have a good base of values with which to work -- such as my belief in the need for mentorship of subordinates, which was such a critical part of my own development as an employee. But I must look deeper within to create a sense of my values and vision so it consistently inspires me, so it can inspire others.