The Seven ‘Transformations of Leadership’

Developing your leadership and management skills on a daily basis is essential for all leaders.

This is because the world is changing so fast that even just keeping up with the changes can be a challenge.

In 2005 US researchers David Rooke and William Torbert published their study entitled "Seven Transformations of Leadership".

The study was based on the results of many hundreds of surveys carried out over 25 years’ of survey-based consultancy.

Essentially, in the study Rooke and Torbert argue that each ‘action logic’, or transformation category, has its benefits but some are more effective than others.

The researchers asked executives to complete 36 sentences related to leadership.

They then evaluated the responses and based on the results, created seven categories to describe how leaders approach the world around them.

Published in the Harvard Business Review, the study argues that by learning new skills, the most successful leaders are able to move from one stage to the next.

The findings of the Seven Transformations of Leadership are as follows:

1. Opportunist

Opportunists are largely selfish leaders who are quick to take the credit for their team’s success, whether they are responsible for it or not. And although opportunism can sometimes be useful, (for example, in sales situations), these leaders are advised to quickly move on to the next category or find themselves being left behind

2. Diplomat

Those who pursue the previous ‘opportunistic’ category are strongly advised to embrace Emotional Intelligence (EI), and begin showing empathy, kindness and diplomacy towards their team members. The researchers also advise ‘diplomats’ work on their assertiveness to help cope with making difficult decisions

3. Expert

Expert leaders are usually dependent on their knowledge and skills to lead, and therefore often focus overly on logic and fact when making decisions. Once again, these leaders need to work on their ‘soft skills’, EI and humility when dealing with staff. The researchers found ‘expert’ leaders should seek out other opinions before making decisions whether they agree with them or not

4. Achiever

Achievers are usually highly successful with a higher EI (Emotional Intelligence) than previously listed leaders. They generally have greater sensitivity; a better understanding of people’s needs; are goal-oriented, and adept at setting effective goals (for both their team and themselves). If they have a weakness, the researchers found they struggle to think in an innovative way so many ‘plateau’ at this stage

5. Individualist

This next category of leaders constantly work to understand how their people view the world, and adapt their approach accordingly. They are also knowledgeable at staying true to the values and mission they stand for, communicating with others, and building great working relationships. Think Richard Branson or Steve Jobs – both highly individual and able to thumb their noses at the establishment where required!

6. Strategist

Strategists know how to overcome organisational roadblocks and turn them into opportunities. They are also ethical, good with change, and excellent at managing conflict. To help reach this category, Rooke and Torbert recommend ‘individualists’ find a mentor who can challenge their working style and assumptions

7. Alchemist

Finally, alchemists are the peak category and stand out because they are able to reinvent themselves easily. They also excel at dealing with short-term projects and tasks (while keeping long-term goals in mind), and enjoy great rapport with everyone they deal with.

Rooke and Torbert’s work remains as relevant today as when it was first published in 2005.

Indeed, by following some or all of the above guidelines, today’s leaders should soon find themselves improving and growing exponentially.