Dr. Patricia Anderson, one of America’s leading voices on transformational leadership, recommends leading-edge methods that transform a leadership team’s performance and long-term viability. And, now more than ever, it’s critical for business leaders to reflect on their current leadership methods as they operate in a pandemic-affected world.
“Transformational leadership is a behavior practiced by leaders and influential figures that emphasize vision, empowerment, and support, to inspire followers toward action and sustainability”, says Dr. Anderson.
Dr. Anderson and her team found that the recent pandemic has forced many companies to evolve faster than they would have otherwise. And, companies are realizing that they don’t have a prescriptive methodology to support agile transformational strategy and operational processes.
In the past, leaders have utilized a transactional leadership approach that rewards and punishes certain actions. In contrast, today’s transformational leadership theory has evolved as a means of comprehending the distinct behaviors of a leader that motivates and engages talent toward greater performance.
Dr. Anderson is changing the way leaders think about organizational change management by sharing her ground-breaking research with leaders around the world on the traits and behaviors of truly transformational leaders. With cross-functional leadership abilities and extensive research on leadership behavior – specifically Authentic Transformational Leadership (ATL) and Pseudo Transformational Leadership (PTL), Dr. Anderson has designed strategies to reverse PTL behavior, depicted the effects of ATL and PTL leadership, and recommended optimal solutions to successfully lead in both the current and post-pandemic business environments.
In Dr. Anderson’s immersive sessions, participants are taught four (4) key behaviors that define true transformational leadership – crucial to not just adapting but transforming companies for long-term viability;
- Idealized Influence: It’s critical that leaders demonstrate behavior that aligns with the firm’s values and goals. This transformational driver enhances team members’ trust in – and respect for – the leader, motivating them to assimilate with and readily mimic the leader’s practices.
- Inspirational Motivation: The most effective transformational leaders are compelling visionaries. They employ motivating tactics such as transparency, communicating openly, establishing clear goals, and acknowledging achievements. Mutual accountability are proof points that position both leaders and followers to effectively transform.
- Individual Consideration: Emotional proximity is on-brand for transformational leaders. They frequently take on the role of coach and actively strive to get to know each of the team members as individuals. Leaders who act as mentors urge managers and workers to assist one another. This results in teams that exchange ideas and acknowledge each member’s unique contributions. In addition, hiring practices and diversity in the C-Suite enable the practice of not just leading but creating leaders.
- Intellectual Stimulation: Leaders that are transformational are innovative and challenge the status quo. Transformational leaders engage followers in critical thinking, collaboration, problem solving, and failing forward; in order to design success and speed to value for the business and for themselves.
Taken together, all four demonstrated behaviors are the nexus between current and future transformational states. While seminars and training programs like Dr. Anderson’s can be impactful when well-designed and delivered, these programs alone are typically insufficient for enacting significant cultural transformation. Dr. Anderson’s action-oriented and innovative strategies teach leaders to go beyond the knee-jerk inclination to simply offer training and instead to identify and implement methods to incorporate transformational leadership practices that underscore the company’s fundamental values.
Future-proofing involves implementing effective leadership strategies to ensure true scalable transformation rather than change. The ultimate objective in transformation is to reposition the trajectory of business leadership, engage employees, and transform stakeholders for the better in the process.
Dr. Patricia Anderson
Dr. Patricia Anderson