First introduced by James V. Downton (1973), transformational leadership has evolved into transformative leadership, a more comprehensive model focusing on broader individual, team, and organizational changes (Shields, 2011). This model revolves around four central concepts: Being, Relating, Knowing, and Doing.

Being - Embodying Authenticity and Self-Awareness

To be a transformative leader, one must possess deep self-awareness and authenticity. Effective leadership requires a fundamental understanding of one's strengths, weaknesses, values, and the impact of their behaviour on others. Leaders must be honest with themselves, recognize their emotions, and manage them effectively. (Goleman, 1998).

On the other hand, authenticity is about being true to oneself and expressing one's thoughts, feelings, and beliefs honestly and openly. Authentic leaders do not wear a mask or play a role; they are consistent in their words and actions, even when they face challenges or pressure (George, 2003).

In transformative leadership, 'being' is about the leader's identity. It is about aligning their actions with their core beliefs and values. It is about showing vulnerability, owning their mistakes, and demonstrating integrity. It is about leading with their heart and head, embracing their unique leadership style, and being the best version of themselves.

Relating - Building Trust and Fostering Collaboration

Relating in transformative leadership is about connecting with others at a deeper level. It is about building relationships based on trust, respect, and mutual understanding. Leaders who excel in relating demonstrate empathy, listen actively, value diverse perspectives, and foster a sense of belonging (Goleman, 1998).

Transformative leaders also recognize the power of collaboration. They know that collective wisdom is greater than the sum of individual knowledge. They promote teamwork, facilitate knowledge sharing, and leverage diverse skills, experiences, and insights within the team. They also manage conflicts constructively, encourage open dialogue, and create a safe environment where everyone feels comfortable sharing their ideas and feedback.

Knowing - The Lifelong Pursuit of Learning and Understanding

Knowing in transformative leadership goes beyond possessing knowledge; it is about pursuing learning and understanding. Transformative leaders are lifelong learners. They stay curious, keep abreast of industry trends, and continually broaden their knowledge and skills. They also encourage their team members to learn and grow, providing them with opportunities for development and supporting their learning journey (Senge, 1990).

Moreover, transformative leaders understand their organization and its context. They know the mission, vision, and strategic goals of the organization. They understand the internal dynamics, the external environment, and the stakeholders' expectations. They use this knowledge to make informed decisions, anticipate challenges, identify opportunities, and guide the organization toward its goals.

Doing - Leading by Example and Driving Action

Doing is about the actions and behaviours of transformative leaders. These leaders understand that they must walk the talk - their actions should reflect their words, values, and the organization's vision. They demonstrate commitment, resilience, and ethical behaviour, setting an example for the rest of the team (Bass & Riggio, 2006).

Furthermore, transformative leaders are proactive. They do not wait for things to happen; they make things happen. They take the initiative, make decisions, and drive action. They also recognize and celebrate the efforts and achievements of their team, fostering motivation and high performance.

Doing this also includes driving change. Transformative leaders are change agents. They challenge the status quo, champion innovation, and facilitate change. They guide their team through the change process, providing support and maintaining open communication.

Finally, transformative leadership, centred around the principles of being, relating, knowing, and doing, provides a holistic approach to leadership. By embodying these principles, leaders can drive significant change, foster a positive organizational culture, and enhance organizational performance.

References

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.

Downton, J. V. (1973). Rebel leadership: Commitment and charisma in the revolutionary process. Free Press.

George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. Jossey-Bass.

Goleman, D. (1998). Working with emotional intelligence. Bantam Books.

Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. Doubleday/Currency.

Shields, C. M. (2011). Transformative leadership: An introduction. In C. M. Shields (Ed.), Transformative leadership: A reader (pp. 1-17). Peter Lang.