Transformational Leadership:

How Do We Get There?

Dr. Rhonda Pennings,

Dean of Arts & Science/Business and Health,
Northwest Iowa Community College

Introduction
The word transform, derived from the Latin word transformare, means
to "change the nature, function, or condition of, to convert." According to
Stephen Hacker and Tammy Roberts, the definition of organizational
transformation is "the marked change in the nature or function of
organizational systems creating discontinuous, step-function improvement in
sought-after result areas" (1). At the heart of transformational leadership is
the commitment of the leader to make a change or produce transformation in
an organization or system.
According to Roueche, Baker, and Rose, transformational
leadership in the community college is defined as "the ability of the
community college CEO to influence the values, attitudes, beliefs, and
behaviors of others by working with and through them in order to
accomplish the college's mission and purpose" (11). Community college
leaders must understand that changing an institution must include a
process of changing people by influencing their beliefs and behaviors.
Leaders must accept that change could produce resistance; therefore, they
must allow followers to work through the psychological implications of
the change process so that they will be able to explore the personal impact
of change in their work environment.
In the book The Leadership Challenge, the authors suggest that when
transformational leadership exists, people "raise each other to higher levels
of motivation and morality" (153). Transforming leadership becomes
moral when it raises "the level of human conduct and ethical aspiration of
both the leader and the led, and thus has a transforming effect on both"
(153).
This transforming effect is carried throughout the institution.
Transformational leaders seek opportunities for change in order to grow,
innovate, and improve their environment. Transformational leaders take
charge of change. These leaders instill "a sense of adventure in others, look
for ways to radically alter the status quo, and ... scan the environment for
new and fresh ideas. Leaders always search for opportunities to do what
has never been done" (Kouzes and Posner 177).
Throughout this paper and presentation, the characteristics of
transformational leadership will be explored and practical suggestions will
be offered on how to transform leadership skills. The hallmarks of
effective transformational leadership will be examined and validated by
transformational leadership research. The top five characteristics of
transformational leadership that emerged from the research are as follows:

* Creating shared visions and goals

* Fostering participation in decision making processes
* Providing intellectual stimulation
* Building relationships with others (including diverse and
multicultural groups)
* Demonstrating high performance expectations

By being aware of these characteristics, leaders should increase

their job performance and create a more positive working environment
that emphasizes participation and strong relationships with others.

Creating shared vision and goals

A primary characteristic of the transformational leader is to have the
synergy to create visions and goals for the institution out of the old vision.
The leader must not only create a new vision for the institution but also
adequately communicate this vision to others. Followers must see the vision
and commit themselves to the vision.
Roueche, Bakker, and Rose suggest that transformational leaders
attend to three stages in sharing their vision with their followers.

Stage I: Recognize the need for revitalization and new direction

around the mission
Stage II: Create a new vision
Stage III: Institutionalize change to accomplish the mission (33)

Throughout these stages, the role of the transformational leader

is to create a work environment based on a shared vision. The key to
successful transformational leadership is to work toward a shared vision
whereby followers are enlisted and the vision is brought to life. In The
Leadership Challenge, the authors emphasize that "by using powerful
language, positive communication style, and nonverbal expressiveness,
leaders breathe life (the literal definition of the word inspire) into a vision”
(155).
In this way, leaders are able to develop a "shared sense of destiny ...
they have to communicate the purpose and build support for the direction”
(Kouzes and Posner 143). Leaders involved in creating a shared vision
know that people must have an understanding of the future and also a reason
to move toward a new horizon. The members of an organization must
understand, accept, and commit to the vision. If this occurs, there is a
greater possibility for the organization to change and reach its full potential.

Fostering participation in decision making processes

The transformational leader is comfortable involving others in the

decision making process. If the leader empowers others and delegates
responsibilities, followers are able to share in the decision making process.
They are more likely to use the participatory process to arrive at consensus.
According to Pielstick, when leaders foster participation with others in the
decision making process, there is less likelihood for escalating conflict to
emerge (5).
Transforming leaders also support participation for followers by
inviting them to be part of the strategic planning process in an organization.
By encouraging others to buy into the vision and mission of the
organization, leaders help followers feel ownership for the objective and
desired results. This process promotes continuous quality improvement
within the organization.
A synergist process is created when power and responsibility are
extended to others. As Kouzes and Posner suggest, "as more responsibility
is assumed by constituents, leaders can expend more energy in other areas,
enhancing their own sphere of influence and bringing additional resources
back to their units to be distributed once again among the group
members"(298). By involving others in the decision-making process,
leaders help establish a climate of trust and self-confidence in the
organization.

Providing intellectual stimulation

Another key aspect of transformational leadership is that the leader

must intellectually and emotionally stimulate people. When leaders inspire
and empower others, the work becomes stimulating, motivating,
challenging, and fascinating (Bennis and Goldsmith 207). By building on
their strengths and enhancing their knowledge and skills, leaders can have a
transforming effect upon the lives of their employees by helping them stay
engaged and competent in their chosen career.
In a sense, the leader acts as a coach and educator by providing
avenues to help followers to learn and develop their skills. By providing
professional development, leaders show that an investment in people has
vast benefits to the organization. Leaders must investigate ways to provide
institutional support for ongoing, experiential learning and maturation for
their followers.
In order to strengthen others, leaders must create a learning
environment where people feel safe so they feel capable of learning,
changing and developing new skills. The research conducted by Kouzes and
Posner revealed that "a learning climate, characterized by trust and
openness, is a precursor for any successful organizational change efforts. . .
As people are listened to, more information becomes available, and they
experience greater common ground and reasons to engage in cooperative
behavior" (309-310). Providing intellectual stimulation for employees
enriches the work environment.

Building relationships with others (including diverse and multicultural

groups)

Another important characteristic of an effective leader is community

building. Instead of promoting a culture of competition, the leader works
toward an environment of community building. Through the community
building model, the leader has a mentality that is inclusive to all followers
including diverse and multicultural groups. They listen to everyone and
seek to create an atmosphere of empowerment in their organization.
Transformational leaders make other people feel strong. According
to Kouzes and Posner, these leaders "enable others to take ownership and
responsibility for their group's success by enhancing their competence and
their confidence in their abilities, by listening to their ideas and acting upon
them, by involving them in important decisions, and by acknowledging and
giving them credit for their contributions" (281).
By building relationships with others and fostering community
building, the transformational leader helps others to develop their skills and
improves productivity within the organization. Followers believe that they
have the ability to make a difference in their organization which enhances
morale.
Demonstrating high performance expectations

Successful leaders expect the best from their employees and from
themselves. Leaders should treat people in a positive way in order to boost
their self confidence so that they achieve more in the workplace than what
they anticipated. In order for people to achieve high performance, leaders
must have clear standards in order for them to be at peak performance levels.
They must also provide clear directions, feedback, and encouragement.
Sometimes it may be difficult for leaders to establish clearly defined
expectations. Leaders must have a comprehensive understanding of
employee standards and employee needs in order to motivate the followers
to perform their roles effectively. They must see "the big picture" and how
each person in the organization fits into that picture (Roueche, Baker, and
Rose 199). The leader must articulate the responsibility of each employee
for the shared vision as it relates to individual duties and expectations.
By articulating high expectations for their followers, leaders provoke
a heightened sense of commitment, sacrifice, motivation, and performance
from followers. Followers exhibit a significantly higher sense of job
satisfaction. They become more effective and produce better quality results
and high performance in the workplace (Pielstick 7).

Ten practical suggestions to enhance transformational leadership skills

The transformational leader can transform the working environment

by understanding the challenges confronting transformational leaders and
incorporating the following practical considerations:

1. Understands the characteristics of the transformational leader

2. Knows him/herself
3. Creates a vision for the future
4. Communicates with meaning
5. Maintains trust and integrity
6. Realizes intention through actions
7. Expects the best from others
8. Inspires and encourages others
9. Strengthens others
10. Recognizes and rewards contributions
Conclusion
The characteristics of the transformational leader are noteworthy. At
the core of transformational leadership is a raised consciousness of self,
relationships, and the organization. By producing higher level of
consciousness within the individual and the group, leaders are able to
produce transformation within the organization.
Transformational leaders are change agents. They exhibit
characteristics that reflect a vision for the future, demonstrate an ability to
influence others, provide inspiration and encouragement to others, and
demonstrate high performance expectations. The end result of
transformational leadership is that people are motivated to succeed and the
institution is strengthened and transformed. Transformational leadership is
a process whereby ordinary people bring forth the best in themselves and
others.
 Works Consulted

Bennis, Warren and Joan Goldsmith. Learning To Lead. 3rd Ed. New
York: Basic Books 2003.

Burns, James MacGregor. Leadership. Harper Row, 1978.

Bustin, Greg. Take Charge: How Leaders Profit From Change. Irving,
Texas: Tapestry Press, 2004.

Hacker, Stephen and Tammy Roberts. Transformational Leadership:

Creating Organization of Meaning. Milwaukee, Wisconsin: ASQ
Quality Press, 2004.

Kouzes, James M. and Barry Z. Posner. The Leadership Challenge. 3rd Ed.
San Fransico: Jossey-Bass, 2002.

Pielstick, Dean C. “The Transforming Leader” A Meta-Ethnographic

Analysis. The Community College Review. December 1998.

Rousche, John E., Geropge A. Baker III, and Robert R. Rose. Shared
Vision: Transformational Leadership in American Community
Colleges. Washington D.C.: The Community College Press: 1989.