Transformational Leadership

Talking about leadership is always relevant. Every day there’s news that makes us think about leaders and their role in shaping our reality. Leadership is a subject I’m passionate about, and transformational leadership in particular. I’m certain that every single person, without exception, has the potential to lead — some take advantage of it, some develop it, some avoid tapping into it, and some simply don’t know they have it.

But what is transformational leadership, and what traits should a person have — whether an employee, an entrepreneur, or a public servant — to build a better environment: their circle of family and friends, their work team, the neighborhood they live in, their city, their country, and why not, the world.

The Figure of the Leader in Transformational Leadership

From an academic perspective, across the literature and theory in general, there are multiple ways of profiling the figure of the leader. Depending on the author and the era, different models are defined, each attributed with certain values, competencies, and leadership skills.

Over the past few years I’ve enjoyed studying leadership — as a subject of study — and sharing and debating with friends from all over the world about the role of the leader and transformational leadership.

Here I share a short summary — shaped by the political context that inspired me to write this article.

Attributes of the Transformational Leader

Commitment

Many of us might assume, or take for granted, a leader’s commitment to their followers. And yet, in the world of politics it’s common for voters to feel disillusionment, deception, or even betrayal. Simon Sinek talks, in his books and talks, about the concept of the “leadership contract,” and explains this feeling of “deception” as a breach or violation of that contract.

According to an article from ENAE Business School, if a leader isn’t consistent between what they say, what they do, and what they promise, they can’t build the credibility that’s so vital to the proper exercise of leadership. When a leader stays true to a genuine commitment to their followers — whether citizens, employees, or volunteers — they show they’re willing to invest time, energy, and resources in their well-being and development. Who wouldn’t want to feel represented, defended,

Commitment, beyond strengthening the relationship between leaders and followers, drives personal and organizational growth, building solid foundations for a prosperous, collaborative future.

Delegation

This is one of the traits most highlighted by a Forbes Magazine piece. Delegating lightens the leader’s workload, letting them focus on strategic tasks, and it empowers team members, fostering their growth, development, and sense of ownership.

By trusting others to handle certain areas, leaders are also building an organizational structure that’s resilient and able to adapt to change. Delegating promotes a sense of shared responsibility and fosters innovation. Transformational leadership directly impacts teams and promotes delegation.

Communication

An article on Asana’s blog — the project management platform — talks about the importance of this skill. Communication gaps almost always result in a lack of clarity in how an organization operates. Communication is a crucial element of transformational leadership, and it’s the vehicle for inspiring, guiding, and directing a team.

Strengthening listening fosters an environment of trust and mutual understanding. This positively impacts relationships and ensures everyone is aligned on the same goal. Knowing how to convey messages — the other half of communication — is just as essential to keeping a team aligned.

Resolution

In an interesting article published on LinkedIn, Francisco Javier Diez points out that the life and routine of transformational leadership is bound to confronting and solving problems. And that purpose is also tied to a vocation of service — a calling to be available to others.

Francisco notes that “the closer you are to people, the easier it will be to understand the problem, and consequently the easier it will be to find a solution.” That closeness is a fundamental element for future leaders, politicians, and entrepreneurs alike, to make sound decisions in the face of the everyday situations we run into.

Vision

This is perhaps the element most present in the literature. Having a clear, ambitious vision doesn’t just inspire others — it also guides the team’s actions toward meaningful goals.

Defining a vision, which is a direct responsibility of transformational leadership, provides a sense of direction, motivating people to work together toward a common goal. A visionary leader is able to anticipate challenges and opportunities, which makes it possible to develop strategic planning and informed decision-making.

Continuity of Leadership

This is perhaps the least discussed aspect — or the most forgotten one. It’s often assumed that a leader and their vision of the future are unique. And in part, they are — but here’s an important reflection: leading is demanding in time and energy. Leading isn’t the same as being led. I’m not saying one is better than the other, but leading definitely demands more of the leader than following demands of the follower.

This perception that the leader is the only one who holds the vision is a recurring problem that has led us to elect strongmen and wait for saviors — like superheroes. But shouldn’t it be the leader’s responsibility to build the team of leaders who will come next? When the leader falters, is absent, or steps down — because they’ve already achieved their goals, or because the law, in the case of politicians, doesn’t allow them to continue in office (something those of us who defend checks and balances are grateful for) — shouldn’t there be a group of leaders who share that vision and are capable of carrying it into a new stage?

If a leader’s vision can only be represented by a single individual, then that leadership is missing something. It’s incomplete, and it depends on that individual’s own fragility. I believe a large part of the challenge of transforming things isn’t just transforming the environment — it’s transforming the people who join that transformation, so that they don’t just defend the change, but are able to lead it themselves when the moment calls for it.