Transformational leadership: what is it and how to apply it to teams?

This leadership role is based on the idea of creating collective and empathic work dynamics.

Transformational leadership is a new milestone when it comes to managing teams and establishing win-win work dynamics. Transformational leaders are those who have a direct impact on the changes taking place in society, have exceptional charisma and care about staying true to their followers.

As the word "trans" indicates, it is a change of vision, perspective and attitude about others that a person with leadership exercises. Some of the most important values of this model are honesty, altruism or ethics..

What are the basic principles of this model?

Transformational leadership has emerged as a representative of "the culture of change", based on the precept of wanting to eliminate individualistic selfishness, overcome its limitations and move towards the collective good. move towards the collective good.

A group, institution, work team or any entity with more than 3 members, is directed in such a way that its members and enhance their ability to solve problems collectively. collectively.

In this way, the members of the group are always expected to perform above expectations, surpassing the set expectations. expectations, as a result of the high motivation that the transformational leader transmits to them.

7 essential characteristics of transformational leadership

In this section we will analyze the main points to implement the model based on transformational leadership.

1. Motivational spirit

Taking into account the values that make up the transformational leader, which are creativity, morality, ethics and enthusiasm, the whole set provokes a degree of motivation in his followers that other models do not achieve.

It transforms the members of the group because the model is closely related to human development. is closely related to human developmentIt transforms group members because the model is closely related to human development, participation and, above all, to the self-esteem of the workers, who will be more efficient when it comes to cooperating among themselves.

Thus, transformational leadership assumes that being a leader does not consist of initiating a chain of actions that begins with the one who has the power and ends up being executed by subordinates, but is based on a process supported by what was already latent in people, and whose main change is located in the modification of the context. The right context makes people capable of giving the best of themselves, and this applies to the world of work as much as in any other aspect of life.

2. Charisma

Transformational leadership requires leaders with a high dose of charismaIt encourages this attitude in the eyes of others through exemplary behavior.

This type of characteristic is given by the respect and trust that transformational that transformational leaders earn over time, allowing them to create a direct impact on the rest of the members, becoming role models.

3. Emotional bonds are generated

At a time of fierce competition, professional demands and labor tension, the transformational model allows for a closer and more affective environment.. Its leaders are constantly attending to the individual needs and concerns of each member of the group.

4. Cooperativeness and helpfulness are emphasized.

In these group dynamics, the imparted leadership may also demand some "extra" responsibility from the leader, such as directly attending to the majority of proposals and suggestions made by his subordinates, thus forming a participative scalethus forming a horizontal participative scale.

It should be remembered that a good leader is not one who gives orders and dictates rules, but one who gets involved with his subordinates.but the one who gets involved with his members in all aspects of the organization, assuming responsibilities when the situation demands it.

5. Domino effect

By the very nature and dynamics of the model, the followers or team members end up adopting the figure of the transformational leader. By being actively involved in all types of decisionsWhen the moment demands it, the workers themselves will take on the role of the leader in his absence.

That is, on special occasions, the leader leader has to learn to delegate with the rest of the colleagues so as not to interrupt the progression of the collective.

6. Interactivity and corporatism

Organizations that adopt transformational leadership tend to work in a dynamic environment. The leader strives to keep his employees up to date with training, updating and development of new technologies. training, updating and development of new technologies..

The more the members of the group see that the company or institution cares about them, the more involved and dedicated they will be to the company or institution, the more involved and dedicated they will be to the firm..

7. Increases creativity

As a result of the participation and protagonism of the members of the group, transformational leaders creativity through the presentation of new ideas by the members of the group. by the members of the group.

The leader does not have to be the only one responsible or the highest authority when it comes to presenting solutions or ways of dealing with a new challenge. It is necessary to have a forward-looking perspective to apply the best methods, leaving behind conventional leadership.

There are exceptional cases

Although this is an ideal "archetype" for future generations, it is not entirely perfect. We must be very careful to know where and in what work environment we should give way to the transformational model of leadership.

For example, in a company or organization where the work dynamics are stable, linear and whose activities or tasks are rather unchanging, it is advisable to apply a slightly more classical model, such as the transactional model, since the members enjoy the benefits of the transactional model.The transactional model, where the members enjoy a certain status, are experts in their field and have self-control.

Bibliographical references:

• Daft, R. L. (2002). The leadership experience. Cengage learning. Third edition.
• Gutiérrez Valdebenito, O. (2015). Leadership studies of men and women. Revista Política y Estrategia N° 126, 13-35.
• Nye, J. C. (2011). The qualities of the leader. Barcelona: Paidós.