A511.6.3.RB - A Leader From the Past

Think about your leaders from the past and reflect on their qualities. Did any of them exhibit the qualities of a transformational leader? Did the leader exhibit certain elements that made you want to work harder? In what ways were you transformed by the leader you are describing?

I have had many leaders in the past that have exhibited the various components of transformational leadership.  Reflecting on the past leaders, I have encountered, work for or with over the past years I must say there is one who stands out amongst them all.  As a manager, I reported directly to the senior manager providing him with an overview of the team daily performance.  The conversation was always centered around questions that beg him to ask what were your constraints and do the team have what they need to succeed?  This assertion of questions was his attempt to understand what the team needs so that he could change the culture of the team.  Although his approach authentic, it was also offered a lack of full ownership because he was extremely passive in decision making as well as his interaction with the hourly workers.  The responsibility was ultimately on the shoulders of the supervisor and managers.  This approach led to a negative culture because the team felt that they were mere numbers and measuring stick to performance indicators that he primarily was concern about. 

Because of my previous experience of this type of leadership, I became a concern that if this strategist type of leadership continued, it would lead to worst performance.  I schedule a meeting with the senior management to share my concerns and that of the team which stated in part, If we want the team to increase productivity, performance, and motivation the senior manager must become more personable by interacting with them.  This was the sentiments of many of the hourly workers “leadership only care about the numbers”, “all they do is walk through the area and never stop to say hello how are you today?”  People want to be inspired and feel that they are a partner in the company, not a number.  According to Northouse, transformational leadership is about improving the performance of the followers and developing followers to their fullest potential (Northouse, p. 167).  The senior manager scheduled a one-hour weekly meeting with the team members as a way to share his vision and direction for the team and create a two-way dialogue to hear about the things the team need to improve the overall performance and morale.  This transactional leadership approach led to additional training for a more technical task, innovative ideas on improving processes, and a platform for followers to be recognized and receive positive feedback.  Transactional leadership motives followers to exceed expectations, heighten their awareness about organizational goals.

As a leader I watched a senior level leader influenced by followers, help him transform from someone who practices the behavior of strategist that focus more on organizational constraints and perceptions to a strategist adapting transformational and transactional leadership, creating a shared vision that encourages both personal and organizational transformations.  I grew from watching how the senior manager was able to take immediate action by adjusting to the followers need and providing them with a platform of inclusiveness.  Under his leadership, I became a more attentive people and the various styles of leadership that one must pose to become an effective leader that leaves impressionable and irreversible marks. 

Reference:

Northouse, P. G. (2016). Leadership: Theory an