A few weeks ago, I wrote the article “<a href="http://www.bangkokpost.com/business/news/470146/rethinking-leadership-development-for-future-success" target="_blank">Rethinking Leadership Development for Future Success</a>” in which I touched briefly on “transformational leadership”. This week, I’d like to look at this topic in more depth because it is the key differentiator for organisations seeking sustainable change to become better and more effective.
As we live in the era where things change in a heartbeat, with extreme competition and extensive unpredictability, organisations that want to survive and even lead the crowd must adopt a dynamic, forward-looking and active rather than passive mindset that can respond to intensified challenges.
One of the most effective strategies for creating a solid competitive edge is to develop a capable workforce that can deliver maximum benefits and results. Based on my experience working in the leadership and human resource development field for more than 20 years, the leader can be a decisive factor in this undertaking.
Although it is true that anybody can be a leader, a good leader is someone who is not only able to guide people along the right path, but who also can motivate others to be better.
When I say “a good leader”, it can mean anyone from a person who acts as a coach, is a provider of opportunities or an enabler of creativity, to a sponsor committed to the success of his subordinates.
Let’s take this case study for example. One major Singaporean technology firm has been facing the problem of poor performance within its call-centre team. Negative criticism and feedback from customers had led to high staff turnover. As a result, the company tried to find solutions by establishing new key performance indicators (KPI), e.g. calls must be answered within a specified period of time with fewer disconnections. It also instituted a real-time feedback system, occupational satisfaction surveys, and even rewards for excellent performers. While these solutions did help to improve performance, the turnover rate remained high.
In the end, the organisation chose a different option: it decided it would be better to tackle the issue by focusing on the development of leaders who were more understanding and open. Consequently, employees gradually became more motivated, creative, engaged and loyal to the organisation.
What attributes, then, do these leaders possess? The answer certainly falls into line with the theory of transformational leadership — the ability to change the thoughts and feelings of people and motivate them into wholehearted collaboration without having to give orders. It is a leadership style that can inspire positive changes in those who follow. Energetic, enthusiastic and passionate, these people are not only concerned and involved in the process, but they tend to focus on helping others to succeed as well.
A transformational leader can apply various tactics and methods to enhance people’s capabilities and unlock their potential to transform and improve themselves. This transformation goes beyond mere work, extending into support for creativity, a culture of collaborative learning, and the integration of all working processes into something that is greater than the sum of its parts instead of just a collection of completed assignments.
However, we must recognise that it is human nature to think or behave in a way that fits what we are used to, what we believe, or what we have been taught. Change can only happen through dialogues that inspire us to see things differently. The person to initiate these dialogues, of course, would be the transformation leader.
In a nutshell, a transformational leader is usually a charismatic, inspiring figure who can convince people to follow in his or her footsteps. Such a leader often delegates work or responsibilities in a system of trust and confidence. He sees value in his people and allows their capabilities to flourish through the freedom to create. He prefers hearing out different opinions to giving orders, and he supports the development of leadership capabilities in his subordinates by allowing them to join him in defining goals and visions together.
In the face of globalisation and fierce rivalry, an astute business will seek to build its competitive edge by adopting a transformational leadership style. This highly effective and desirable approach embraces individual empowerment, relationship building, cultivating a supportive team environment, and engaging staff in decision-making. Such an approach is highly valuable because, at the end of the day, the workforce under this style of leadership is the one that will carry out tasks and generate profit, bringing the organisation as a whole to the ultimate destination: success.
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Arinya Talerngsri is Group Managing Director at APMGroup, Thailand’s leading Organisational and People Development Consultancy. For more information, write an e-mail to arinya_t@apm.co.th or visit www.apm.co.th