There is increasing interest in the human services field in transformational leadership and the association between this style of leadership and employee engagement, thus impacting the quality of services delivered. The Magnum Opus Model, a trauma-informed organisational intervention, promotes many elements of the transformational style of leadership, especially the elements of inspiration, encouragement, honesty, motivation, team-orientation, empowerment, and empathy.
Transformational leaders are able to find the intrinsic motivation of employees and are able move past tangible rewards. Transformational leaders are most successful in establishing in their employees focus, motivation, and a charge to carry on despite change and adversity.
Transformational leadership skills are beneficial for “first-line” leaders; however, human capital issues in social services field are different from that in business and technology. These issues challenge leaders, including executives and senior ones, to engage employees and adopt some of the transformational leadership principles to influence and affect change in an organisation.
A transformational leader is a facilitator who doesn’t make decisions or establish strategic plans but, instead, facilitates a series of conversations among stakeholders. Transformational leaders are driven by a strong set of values and a sense of mission. Often a strategic leader will have a vision but can’t execute it because they can’t deal with the transformative issues. A transformational leader has a more generalized vision, that’s one of the common good. The big difference, is that the transformational leader doesn’t always know where things are going to wind up, only that it will be better than today. There is a time and place for each style, but when companies are looking for a turnaround or to keep from getting left behind, a transformational leader is what they need.
A transformational leader enhances motivation, morale and performance by connecting the team members’ sense of identity with the collective identity of the organisation, being an inspirational role model, challenging followers to take greater ownership for their work, and optimise performance by understanding the strengths and weaknesses of everyone.
- Transformational leaders will change the organisation culture.
- Transformational leaders will begin to inspire employees to work towards the organisational purpose.
- Transformational leaders will come up with strategies and initiatives with long-term goals in mind .
- Transformational leaders inspire employees outperform their capabilities.
- Transformational leaders identify performance gap and find measures to close them.
- Transformational leaders improve business efficiency.
- Transformational leaders creating an integrated value system.
- Transformational leaders provide the Corporate Compass (CC) for driving action to achieve significant business results.
- Transformational leaders help achieve success through a positive and driven team that identifies success factors and is aware of cash flows.
- Transformational leaders identify team members who will help in the building of an organisation.
- Transformational leaders empower others so that they become leaders in the future.
- Transformational leaders become a role model for their team.
- Transformational leaders bring teams together to work towards the organisational goals.
- Transformational leaders show team members a realistic view of the impact of their work in the organisational ultimate goal.
- Transformational leaders will find their leadership purpose.
- Transformational leaders will fulfil their potential as they gain clarity about their passions and motivations.
- Transformational leaders will understand the importance and work towards long-term and short-term goal.
- Transformational leaders will find satisfaction in their contributions, relationships, results and themselves which will translate into them inspiring their teams to out perform all expectations.