One of the four I’s in the Bass model is Intellectual Stimulation. Bass says that transformational leaders involve followers in working through problems and encourage them to find innovative solutions.
While this makes sense, it’s not always easy to do. I’ve worked with many leaders that have a very difficult time letting people do things in new or different ways. An important question is to ask “are they doing it wrong, or are they just doing it differently?”
If someone’s approach is going to yield the needed results, within an appropriate time and budget, give them the autonomy to proceed and help them evaluate the new process. You may find that it’s an improvement.
But what if it’s not better? I worked with a department that saved a lot of time by skipping several unnecessary process steps. Or at least it was working until it was time for the annual report to the regulatory agency. Suddenly those steps were critical and there was a lot of work to re-create them.
When considering intellectual stimulation, ask yourself these questions:
- Do they clearly understand the goals and boundaries of the problem?
- How can I help them see the big picture?
- How can I encourage them to generate creative solutions and support their efforts to try new things?
- What assumptions may be getting in the way?
- What barriers can I eliminate?
How did it feel when one of your leaders challenged you in this way? How can you provide that for others?
Dee Anne Bonebright
It takes more than saying the right things to be a transformational leader; you have to do the right things! And that takes work.
Through their work transformational leaders demonstrate Idealized Influence, the first of the 4 I’s that Anita described in her post on Monday. Just like the lead biker in a team time trial, they don’t just have a powerful message or good ideas. They lead by example. They are the type of leader who isn’t afraid to roll up their sleeves and work along side you.
In fact, through their actions they become such a positive role model that people are inspired to follow. The following actions or behaviors are often listed when people describe a transformational leader. They:
- Walk the talk
- Would never ask you to do something they wouldn’t do
- Stay true to their values without worrying about outside opinions
- Spread enthusiasm and integrity
- Provide real-life examples through their actions
- Take personal risks when it is the right thing to do
- Inspire through action
Becoming a more transformational leader is a lot of work, but the trust and engagement you build can set the stage for success.
Posted in building teams, Engagement, Leadership, leadership development, leading authentically, Motivation
Tagged engagement, integrity, Leadership, leadership development, motivation, transformational change, transparency, trust, values
Whatever your role, knowing how to be a transformational leader and how to be a transactional leader is important. While you may spend more time doing one or the other, it’s important to understand and use both skill sets.
A distinction is often made between “leadership” and “management.” In my mind, this is similar to being “transformational” and being “transactional.” For example, this 2011 article in an international management journal described some of the differences.
- Leadership thinking focuses on people and looks outward; management thinking focuses on things and looks inward
- Leadership goal-setting creates a vision; management goal-setting executes plans
- Leadership creates change; management implements change
- Leadership trusts and develops people; management directs and coordinates people
- Leadership sees the forest; management sees the trees
As management expert John Kotter points out in this conversation, organizations need both superb leadership and superb management. In your leadership role, sometimes you have to be a transformational leader who can create a vision and inspire people to follow it. Other times, you may need to be a transactional leader who can provide specific feedback to help people get the day-to-day work done.
Dee Anne Bonebright
Devinder Malhotra, the new interim chancellor for Minnesota State, has stated that there has never been a better moment in time for our leaders to make a profound difference. Due to the challenges we face, the complexity of a system of colleges and universities, and the incredible difference our schools can make in the lives of the people of Minnesota, now is the time to be a leader.
One type of leadership Malhotra was highlighting is defined by Bernard Bass in his groundbreaking book, Transformational Leadership. Transformational leadership works well in exceedingly complex organizations made up of diverse and challenging work groups that need to feel empowered to succeed in times of great uncertainty. Sound familiar?
Transformational leadership is best recognized by the impact it has on people in the organization. This type of leadership causes people to trust, respect, and even admire, their leaders. Transformational leaders:
- Hold positive expectations for their people and show their people that they believe they will succeed.
- Focus on and demonstrate that they care about their people’s personal and professional development.
Can you picture the leaders who have made a difference in your life through their transformational leadership?
Posted in building teams, Engagement, higher education, integrity, Leadership, mission and vision, trust
Tagged engagement, higher education, integrity, Leadership, transformational change
Our HR community at Minnesota State is in the midst of a lot of change, both at the system level and at our individual campuses. We’ve been together this week at our fall conference and have been thinking about how we can all be strategic leaders to help ourselves and our clients navigate the changes successfully.
I was able to enjoying the beautiful scenery in Brainerd and have time for some personal reflection, which always refreshes my personal leadership. Here are a few other things I took away:
Everyone has a role to play. Our group included several people with over 30 years of service, and someone with 3 days. It was great to experience the sense of collaboration as we talked about ways to work together and support each other. I appreciated how our HR leadership team showed that we all need to be leaders in our own areas.
Change is hard. The conference included operational issues and technical problems that need to be addressed as new technology is introduced. It also included discussions of how to help people deal with personal implications of changing job roles. It was clear that any major change includes a lot of moving pieces and it takes a whole community to manage them.
People are in different places. In one of the breakout sessions, Todd reminded us about the “marathon effect” of change. Some of us are leaders who have been working with our new organization structure for quite some time, others of us were further back from the starting line and are just now getting involved day-to-day. We all need to recognize each other’s viewpoint and perspective.
It’s been valuable to be together as a community to learn together and recognize that we’re not alone in what we’re thinking and feeling. As leaders, providing opportunities for our team members to spend time focusing on our shared work creates long-term benefits for everyone.
Dee Anne Bonebright
As a confirmed and proud introvert it is hard for me to reach out and ask for help. Others of you may be confident extroverts and struggle to truly listen to others. Either way, when you transition into a new leadership role it is crucial to take the time to initiate conversations and to spend time listening to what others have to say.
Peter Daly and Michael Watson, authors of The First 90 Days in Government: Critical Success Strategies for New Public Managers at all Levels, describe five crucial subjects or themes that new leaders need to understand as they move into a new role or take on a new project. This requires having the following “the five conversations” with your leader or colleagues.
- The Situation Conversation – discover how your boss and others perceive the current standing or status of the overall organization and your unit. Your goal is to ensure a shared understanding of the challenges and opportunities you face.
- The Expectations Conversation – define, clarify, and perhaps, negotiate what success looks like for you in your new job.
- The Style Conversation – discuss and determine how the relationship with your new boss and colleagues or stakeholders will work. How do you each prefer to communicate, what boundaries exist, how are decisions made, and how frequent do you need to interact to ensure trust and success.
- The Resources Conversation – determine what resources are available, what you believe you need, confirm how resources are allocated and begin negotiating to ensure access to critical resources.
- The Personal Development Conversation – mutually identify opportunities and expectations for continual development to ensure success in your current and future roles in the organization.
In reality these will not be distinct one-time conversations but they are a framework to help leaders strategically approach the transition to a new role.
Posted in change and transition, communication, Leadership, organizational culture
Tagged asking questions, career development, Change, communication, Leadership, leadership journey, organizational culture, questions, self-awareness, stakeholders
Sometimes leaders know they need to make a new beginning, either personally or for the organization, but they can’t figure out how to start. There may be many options, and sometimes these options are complete opposites.
We’ve written several times before about managing polarities – the kind of decision making that needs to happen when there are two opposing options, both of which have positive benefits.
A natural tendency is to look for some sort of compromise. But sometimes the compromise results in an outcome that doesn’t satisfy anyone. In their new book, Creating Great Choices: A Leader’s Guide to Integrative Thinking, Jennifer Riel and Roger Martin talk about ways to get out of the trap of either/or thinking and come up with new solutions.
So what does that have to do with Legos? As Riel describes in this interview with Harvard Business Review, the executives at Lego had to make a difficult choice related to the movie. Should they hold on to creative control and protect the brand, or should they give creative control to skilled professionals who would create an exciting movie but might not serve the brand well?
The executives came up with a new solution that resulted in a blockbuster hit. It was a win for Lego and for the creators of the movie. (Check out the interview to find out what that solution was.)
Is there an area where you are feeling stuck in either/or thinking? How can you look at the problem in new ways?
Dee Anne Bonebright