Transformational leadership: how to apply it to teams

Transformational leadership is a new milestone when managing teams and establishing work dynamics in which everyone wins. Transformational leaders are those who directly affect the changes that take place in society, they have a charisma exceptional and care about staying loyal to their fans.

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.

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What are the basic principles of this model?

Transformational leadership has emerged as a representative of "the culture of change", starting from the precept of wanting to eliminate individualistic egoism, overcome its limitations and walk towards the collective good.

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

In this way, it is always expected that the members of the group perform above expectations, exceeding the expectations set. fruit of high motivation that the transformational leader transmits to them.

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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, morals, ethics and the enthusiasm, the whole set causes a degree of motivation in its followers that other models do not get.

Transform group members because the model is closely related to human development, participation and, above all, with the self-esteem of workers who will be more efficient when cooperating with each other.

Thus, transformational leadership assumes that being a leader does not consist of initiating a chain of actions that begins with whoever has 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. A suitable context makes people capable of giving their best, and this applies as much to the world of work as in any other aspect of life.

2. Charisma

Transformational leadership needs leaders with high doses of charisma, above professional qualities, and encourages this attitude to others by having exemplary behavior.

This kind of feature is given by respect and trust that transformational leaders are earned over time, allowing to create a direct impact on the rest of the members, becoming role models.

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3. Emotional ties are generated

At a time of fierce competition, professional demands and job strain, the transformational model allows a closer and more affective environment. Its leaders are constantly in charge of attending to the needs and concerns at the individual level of each member of the group.

4. Cooperativity and help are emphasized

In these group dynamics, the leadership imparted may also demand some "extra" responsibility from the leader, such as respond directly to the majority of proposals and suggestions from their subordinates, thus forming a horizontal participatory scale.

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

5. Domino effect

Due to the very nature and dynamics of the model, the followers or members of the team end up adopting the figure of the transformational leader. By being an active participant in all kinds 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 have to learn to delegate with the rest of colleagues so as not to interrupt the progression of the group.

6. Interactivity and corporatism

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

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

7. Increase creativity

Fruit of the participation and protagonism of the members of the group, the transformational leaders encourage creativity by exposing new ideas by group members.

The leader does not have to be the only person in charge or the highest authority when it comes to presenting solutions or ways of dealing with a new challenge. You have to have a future perspective to apply the best methods, leaving conventional leadership behind.

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There are exceptional cases

This being an ideal "archetype" for future generations, it is not entirely perfect. We must be very careful about knowing 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 is stable, linear and whose activities or tasks are rather unchanging, it is advisable to apply a slightly more classic model, such as transactional, since the members have a certain status, are experts in their field and have self-control.

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Bibliographic references:

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