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Articles
The Benefits of Transformational Leadership
by Richard Cox
In any organisation, if you ask about the cost of hiring new employees, or retaining old ones (that includes clients), you will most likely find that the cost is significantly higher to create new ones.
Many people in organisations today leave because of a poor cultural fit or because their leader (boss) is not really the empowering type, perhaps more the transactional type. This results in high turnover in organisation costs, which could be reduced through the use of Transformational leadership.
Transformational leadership has the potential to empower others to change, and to realise their full potential. They will both thank you and contribute significantly to your organisation, or perhaps they will move on to a more fitting environment. Either way, you win. Better to have a high performing team member that is happy, or a space to replace with someone more suitable.
Transformational leadership practices are helpful in fostering organizational improvement and effectiveness such as organisational learning; in particular, vision building, individual support, intellectual stimulation, modelling, culture building and holding high performance expectations.
People that are led by a transformational leader have a role model to emulate, respect and admire. This creates a high level of cohesion between leaders and followers, so lubricating the flow of information and trust. A strong common vision can be communicated through this relationship.
When working with a transformational leader, you would feel engaged, enthusiastic and challenged in a way that would be personal and appropriate for your specific requirements. The vision and goals of the organization or group would be clearly communicated and there would be a tangible commitment to them by the leader.
By actively stimulating others, transformational leaders are creative hubs for new ways of doing things, leading others to be more creative, productive and cohesive within in the organisation. The potential for individual development and addressing the needs of the individual are high.
There is evidence from Mr Bernard Bass, one of the early pioneers of Transformational Leadership theory, that transformational leadership is particularly powerful and has the foundation to move followers beyond what is expected. He believes that transformational leaders do more than set up exchanges and agreements between people. The evidence suggests that when Transformation Leadership is practiced within an organisation then high level dynamics that have a large impact on the working culture and high cost retention issues can be addressed. It is certainly not a quick fix, and will take time to have a full effect. Never the less, it seems that there are many powerful benefits for an organisation that encourages the use of Transformational Leadership.
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Contact the author, Richard Cox
, at richard@transformationalleadership.net
.