Who is the Transformational Leader? According to Kuhnert (1994), they are the people who have a strong set of internal values and ideals, effective at motivating followers to act in ways that support the greater good, as opposed to their own self interest (as cited in Northouse, 2016, p. 167). Their leadership motivates their followers to do more than what was expected, and I’ll add, what the follower probably never knew they could do. They raise a follower’s level of consciousness about the importance and intrinsic value of performing exceptional work; setting stretch goals and surpassing the goal. A follower’s self interest becomes secondary to the team and the organization. The follower is motivated through their leadership, to fulfill a higher level of needs (as cited in Northouse, 2016, p. 166).
I have been very fortunate to have several Transformational Leaders throughout my career. They are the reason that I’m here at Penn State seeking an Organizational Leadership Degree. There are two leaders in particular that made me feel so confident and virtually invincible in the face of my goals. They were my mentors. Their leadership gave me so much confidence that I aspired to become a leader. I wanted to give someone that feeling that they gave me. I wanted to make someone feel inspired to achieve. I want to pass it on. I just think about how many people would succeed if they had a transformational leader to remind them that they are capable. I committed to refining my leadership skills to make me more effective. And still I have been able to call on these two leaders for advice. Although they are no longer managing me in a work group, they still give me the motivation I need to deal with issues. I am definitely not on their level yet. However, I feel passionate about getting there one day.
The Transformational Leadership factors in Bass’s model is a great way to describe the leadership of my mentors. There are four factors identified for transformational leadership: idealized influence or charisma, inspirational motivation, intellectual stimulation, and individualized consideration. Atonakis (2012) suggests that idealized influence or charisma is the emotional part of leadership. The follower looks at the leader as a role model and is able to identify with the leader; wishing to emulate them (as cited in Northouse, 2016, p. 167). Both mentor 1 and mentor 2 had something very special about them. Mentor 1 was not very bubbly but I remember that he was very knowledgeable. He is what I would call business savvy. He knew how to navigate through work situations in a way that got him recognition, earned him respect from his peers and senior leadership. Sometimes I felt like simply being associated with him got me recognition as well. I wanted to write down every word he said and follow his every move. I felt almost like he was teaching me how to play chess, the corporate and institutional banking version. Mentor 2 was also very knowledgeable but she was less about corporate and more about relationships. She has the most amazing spirit. Sometimes I wonder just how she wakes up in the morning with so much positivity and joy. However she does it, she transfers that joy to clients and followers. They love her! It didn’t matter what task she gave someone or what type of tough conversation she had to have about performance, she maintained a strong relationship with her followers and customers. I wanted to be that kind of leader.
Factor 2, inspirational motivation is somewhat difficult to explain in great detail. Northouse (2016) tells us that this factor describes “leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization” (p. 169). Both of my mentors inspired me. They recognized that I wanted to do and be something bigger. They both showed me that being a part of my organization meant that I was a part of something life changing. They made me feel like my company needed me. And isn’t that such a wonderful feeling? To feel needed means that your role is important and without you, the company (all the thousands of employees and shareholders) cannot be successful. Its pretty powerful.
My mentors definitely made me feel challenged. Each day I worked with them I felt like I learned something new. We have on the spot coaching sessions. Most of them initiated by me. We also had formal coaching sessions. Many related to new projects or assignments that they entrusted me with. They always let me self discover. I felt like their words were always perfectly structured to lead me to a particular place. Its like they knew that I would take path B as opposed to path A. Incredible! Thinking back on it just makes me realize just how much patience they had with me. Personally I struggled with letting an employee self discover early in my career. I still struggle a little bit. This is what factor 3, intellectual stimulation seems to describe for me. I was stimulated by their coaching to be creative and innovative. I was motivated to challenge myself, and to leave my comfort zone at times. Northouse (2016) states, “It encourages followers to think things out on their own and engage in careful problem solving” (p. 169).
Factor 4, individualized consideration, is probably one of most important factors for me. I am a very complex person. I have goals, I want to succeed, I have moments of weakness, moments of helplessness; don’t we all? Nothing is more important than existing in an environment where you feel you have the support of someone. In all your craziness, that person is there to keep you off the ledge and on track to achievement where you belong. My mentors have trusted me with projects that were important to them, giving me the sign that they believe in me. I felt safe in knowing that I could reach out to them for help and I wouldn’t be judged in a negative way for asking for help. According to Northouse (2016), this factor is representative of leaders who provide you with a positive climate of support. They listen to you and provide you with coaching to guide you to your potential. Their coaching aids you in growing through the challenges. This signals that they truly care about you as a person. I feel that both of my mentors were personally invested in my success. They truly care about helping me reach my full potential.
I am so fortunate to have worked under such amazing people. I hope that I can take what I have learned from those leaders, from this class, and the classes before it and after it, to be this kind of leader for someone.
Reference:
Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: SAGE Publications Inc.