Transformational Change Requires a Transformational leader, Here’s Why.

Have you ever been so inspired by a significant change in your company that you literally can't wait to go to work?

I read an article by Keith Michaelson of Schaffer Consulting that reinforced the point that transformational leaders are needed for successfully implementing change in an organization, but more importantly, they are required to address the underlying psychological effects of poor leadership on their employees.  

A new plant manager looking for ways to control cost decided to change the culture of the company. The plant manager challenged his team to deliver, on time and on budget, a complex equipment upgrade project which was at great risk of failing on both counts. His team, however, miscalculated and over-ordered stainless steel pipe and fittings for the job; but still operating within the basic assumptions of the long-standing culture, they hid their mistake, fearful of being criticized and punished. 

The manager, addressing his team before they start, indicated that they need to let go of their fears and find new ways of working together. This was a powerful reminder of how strong a grip the underlying assumptions can have on thinking and behavior. Despite a consistent message from the new plant manager that he was looking for honesty and would not respond with punishment, the past was still very much alive for this team. Finally, recognizing they could not deliver on their commitments without correcting their mistake and aligning their behavior with two of the espoused station values, transparency and learning from mistakes, the team took the needed steps to return the materials and salvage the budget. 

This plant’s story sheds light on the specific role a transformational leader plays in guiding transformational change: 

Inspiration 

Intellectual Stimulation

Individual Treatment

Individual Influence

The power plant made great strides under the new manager and built a more positive and productive culture during his one-year period at the plant. As a result of his leadership, the plant manager began to see that his focus on communicating a vision and setting challenges was shifting employee behavior, strengthening morale, and improving performance. With essentially the same workforce, the same external environment, and the same leadership team, performance improved significantly, and there were early signs that a culture of collaboration and teamwork was replacing the long-standing culture of fear and mistrust. 

Every leader who undertakes a transformational change will come up against personal limitations which stand in the way of transformational leadership. In the face of resistance and the inevitable slow pace of change, it’s natural, but unproductive, to fall back on old patterns. A leader then risks reinforcing the very culture he or she is trying to change.

For the plant manager, returning to old behaviors of showing frustration and impatience, publicly scolding and criticizing people, and making unilateral decisions would only confirm for everyone what they still truly believed – that nothing was going to change. It took a consistent effort to look inward; understanding his motivations to ensure he acted as a more consistent role model. 

The plant manager transformed the needs, values, preferences, and aspiration of his team from self-interest to collective interest. It takes absolutely nothing to continue with the status quo and simply settle for “what is” but great leaders know that any meaningful change starts with a commitment from the leader which then translate to the rest of the team.  

 Leading change means committing to a personal change in leadership behavior and becoming the change you expect from your team. 

CLICK HERE to complete a Transformational Leadership Self-assessment, it will help you determine if you are a transformational leader and if any gaps exist in your leadership. 

I am the founder of Leadership First, a website dedicated to helping all leaders lead with inspiration and purpose. I am also the author of Communication for Change Management, Mastering Communication To Architect Change. When you read this book, you will become an inspirational leader, who can develop and implement a successful communication plan for any type of change in any industry or sector. 

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