The
Five R's of
Transformational Leadership
By Barbara Brown, Ph.D.
In their book, The Transformational Leader,
Noel Tichy and Mary Devanna provide detailed insights into how
several leaders transformed their organizations. These leaders
were faced with different challenges and opportunities. However,
they each exhibited a similar set of behaviors. Their behaviors
emphasized the value and contributions of others. These leaders
also frequently evaluated their own behaviors, performing at the
highest level and acting as role models for others. These behaviors
are the Five R's of Transformational Leadership.
R-RESPONSIBILITY
Transformational Leaders are accountable for
their performance. They know their roles and willingly implement
activities to achieve goals. This is the case whether they work
individually or as part of a group. They understand that accomplishments
result from a detailed focus on goals and an intense scrutiny
of the tactics used to achieve those goals. Transformational Leaders
fulfill individual obligations as well as provide others with
information that impacts the success of the group.
R-RESPECT
Transformational Leaders recognize the value
of others' contributions. They know that individuals have different
needs, interests, and strengths. These leaders invite differing
viewpoints, finding the advantages as well as the disadvantages.
They are also able to integrate differing perspectives within
their own, seeking ways to complement the strengths of individual
team members. Most importantly, Transformational Leaders know
that dialogue, evaluative inquiry, and collaboration are at the
heart of successful performance.
R-RELATIONSHIPS
Transformational Leaders recognize the need
to establish and maintain collaborative coalitions with the organization's
stakeholders. They understand that everyone is a customer and
are able to maintain professional working relationships with individuals
and groups within and outside the organization. They are able
to gain the support and assistance of all those who must make
projects work or who must live with the results. Transformational
Leaders do this by finding commonalities that will allow for successful
outcomes.
R-REFLECTION
Transformational Leaders recognize the value
of reevaluating their actions and outcomes. They know that true
"learning" does not merely come from doing. Instead, these leaders
enhance their knowledge base and competency-level by performing
then critiquing the success of their outcomes. The goal for these
leaders is to always explore new and different ways to maximize
performance and achieve positive results. Transformational Leaders
embrace the principles of Action Learning, which involves doing,
reflecting, then doing again.
R-ROLE
MODELING
Transformational
Leaders are always aware of the impact they have on others. They
establish principles around the way people should be treated and
the way goals should be pursued. Such leaders create a standard
of excellence and then set an example for others to follow. Transformational
Leaders are self-aware. They are also credible in their actions
and can be relied upon to fulfill their responsibilities.
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credit for every item: Dr. Barbara Brown shows organizations how
to use High-Performance Leadership to create the kind of links
among people, goals & performance that produce positive results.
For more tips, visit: www.DrBarbaraBrown.com
or email: Barbara@DrBarbaraBrown.com.
