I have been teaching and coaching about transformational leadership for decades. I realize it can be a buzzword or too common to have the impact it deserves. To be clear, strong leaders are not always transformational leaders (think of awful dictators and power mongers). Becoming a transformational leader means being a real leader – not a pseudo-leader. One who pursues self-transformation in order to earn the right to call out change in others.
According to Peter Northouse, the term “transformational leadership” was coined by J.V. Downton (no relation to Downton Abbey!) in about 1973. It was popularized in 1978 by James MacGregor Burns in his classic book Leadership.
Burns said there was a difference between “transactional leadership” (the exchanges between leaders and followers) and transformational leadership. Transformational leadership is …
…the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.” (my emphasis)– Peter Northouse, Leadership, p. 186
Both kinds of leadership are real and necessary. But transformational leadership is always deeper, lasting and creates a greater sense of team, mutual motivation, and joy in our work.
But some leaders never qualify as “transformational” because of major ethical issues, power-grabbing, or how they treat employees (sadly, it is said that Henry Ford became such a leader when wealth and power got the best of him).
What are the marks of Pseudo-Transformational leadership?
Here are signs that you or others are becoming pseudo-transformational in your leadership:
- You are in it for self-advancement. This is easy to assess. When a leader always cares more about growing their own platform instead of helping others build theirs, it is a telltale sign.
- Decision-making is always pragmatic and agenda-driven. What works for the leader transcends what is best for the team or the organization.
- Ethical standards are compromised. This may be overt or subtle, the result of ignorance or hasty decision-making. Nonetheless, it is a sign that things are bad. Soon truth is ignored, shortcuts become standard, and due diligence is exchanged for “What can we get away with?”
- Strategy takes priority over relationships. Regardless of the damage a decision may have on team members, winning is everything. Collateral damage to people is chalked up to the cost of doing business.
- Everything is monetized. Pseudo-transformational leaders believe they can “buy” everything – trust, votes, loyalty, performance, followers, relationships, customers, members…even silence or compliance with their views and demands.
Let’s look first at our own leadership habits, choices, motives, and ethics.
- Who are we in this role for…just ourselves?
- What or who are we leaving behind as we lead?
- What would others say about the tone, focus, and impact of my leadership?
It’s time to develop a growing number of real leaders and say no to the emergence of destructive pseudo-transformational leaders.
