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How to be a Transformational Leader

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Samantha Gomes

on 6 December 2013

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Transcript of How to be a Transformational Leader

How to be a Transformational Leader

"Leaders are not appointed. They are not selected. Leaders emerge. They rise up in times of adversity while others stay seated".

Both Leadership skills Compared
Transformational Leaders
Leadership Within the University
7 Traits of a Transformational Leader
"Leadership is not a job. It is not a position. Leadership is a passion. It is a calling".
10 Characteristics of Transformational Leaders
In order to put your organization in a position to grow effectively and on a consistent basis, leaders with the following characteristics not only make them an effective leader — but also a transformational leader:
James MacGregor Burns
First used the term transformational leadership in 1978 "leaders and followers help each other to advance to a higher level morale and motivation".
Personalize Your Management Style
Give Individualized Consideration.
Adapt your leadership style to the different personalities, needs, and skills of your team. Act as a mentor or a coach more so than a boss. Assign and delegate work based on talents and interests, but also challenge their comfort zones. Support their career development independently of their tenure with you and show concern for their well-being as people not just as workers.
Encourage Creativity
Encourage Creativity
Foster innovation by challenging assumptions about what can and cannot be done. React to mistakes and failures in a way that shows that you condone risk-taking. Give your support, provide resources, and remove barriers to change. Approach problems as learning opportunities. Think twice when people agree with you; show you value independent thinking and reward people who challenge you.
Guide, Motivate, and Inspire
Exude Inspirational Motivation.
Guide your team in the direction you want the group to go by setting a vision, strategy, and goals. Motivate them to bring their best by expressing your passion, communicating with confidence and optimism, and connecting tasks to a greater purpose. Your work doesn’t stop there; inspire them to act by continuously engaging their talents, re-recruiting their spirit, and celebrating successes.
Be a Role Model
Embody Idealized Influence.
Act with integrity and ethical standards; with both your behaviors and your words. Just as small children mimic and emulate their parents, your team will take note of what you do and use it as a template for how they act and behave. It happens automatically and subconsciously, whether the behavior is positive or negative—people will follow your example. It will happen with intention for transformational leaders—people will strive to be like you.
Work Cited
Transformational Leadership
enhances the motivation, morale, and performance of followers through a variety of mechanisms.
Sharicka Mims
Delta Sigma Theta
As a transformational leaders what approach do you use when trying to inspire followers.
As a transformational leaders what approach do you use when trying to inspire followers.
As a transformational leaders what approach do you use when trying to inspire followers.
Argeron Johnson
Sigma Gamma Rho
Peer Mentor
Street Team
Isaiah Mayfield
I use my past life experiences to help show others that "If I can do it so can you". All helping them find their strengths so it can help them grow.
By motivational speaking, life experiences, and inspirational quotes.
Kappa Alpha Psi
Student Orientation Staff
The Big Event
Campus Clean Up
As a leader I encourage people by remaining confident in people and their ability and potential.
Transactional leaders achieve set goals by acting within established procedures and standards. This leader assigns specific, well-defined tasks to subordinates and requires that they fulfill their responsibilities and meet standards precisely as prescribed or agreed upon.

Transformational leadership generally aims at higher goals than transactional does. Transformational leaders achieve the goals by inspiring and motivating followers and encouraging their initiative. Transformational leaders are able to create vision. They are able to establish a shared vision and sense of purpose among team members.
Transformational leaders motivate their followers by raising their concerns from basic needs to achievement and self-fulfillment; by moving them beyond self-interest to concerns of the group, project or organization. They bring charisma, inspiration, intellectual stimulation, and individualized considerations. They address an individual’s self-worth and capitalize on an individual’s unique capabilities.
Transactional leadership emphasizes the exchange that occurs between the leader and the follower. This involves directives from the leader (or a mutual discussion between the leader and the subordinate) regarding the requirements and objectives.

Transformational leadership contingent rewards and include both psychological and material ones. Transformational leadership however, puts a great emphasis on the psychological rewards. The follower’s self-actualization, rising above basic needs, positive feedback and praise from the leader are example of a psychological reward that transformational leadership brings.
Transactional leadership corrective actions are typically more reactive than proactive - the leader monitors the deviations, mistakes and errors in the performance of the subordinates. Failure to reach the objectives will bring disappointment, dissatisfaction, and a psychological (e.g. negative feedback, disapproval, disciplinary actions) or material punishment.
Transformational leadership goes beyond just monitoring the performance of the followers and being reactive (providing negative feedback and corrective action when noticing an issue). It also puts a great emphasis on being proactive, establishing long term goals, facilitating change, seeking continuous improvement, and giving the followers an opportunity to learn from their mistakes.
When might such leadership be useful? The transactional leadership style may, for example, be useful in crisis management or in emergency response, and in situations when activities must be carried out efficiently and exactly as planned.
3. Check their ego:
When placed in a position of power, it is easy to let your ego get the best of you. However, transformational leaders keep their ego in check and do not let it get in the way of doing what is best for business. The benefit of checking your ego ensures you put the company first over personal gain and encourages the best input from others within the organization — because when the company succeeds, you as a leader also succeed.
4. Willing to take the right risks:
Anyone can take a risk. Transformational leaders take calculated risks that more often than not result in positive outcomes. Trusting your instinct, as well as your team to gather the necessary intelligence is important. Trusting your gut is easier when you have taken the time to research, evaluate and inform your decisions with input from those around you. Failure to take the appropriate risks and make these difficult decisions will inhibit change and your ability to grow.
1. Internal motivation and self-management:
Transformational leaders find motivation from within and use that as the driving force to effectively manage the direction of the company. The best natural form of motivation is to love what you do and ensure that your values are aligned with the organization you work with.
2. The ability to make difficult decisions:
Difficult decisions are a part of being a leader. Transformational leaders do not back away or put off tough decisions. Difficult decisions are made easier when decisions align with clearly defined vision, values, goals, and objectives.
5. Organizational consciousness:
Transformational leaders share the collective conscious of their organization. They understand what actions to take to evoke change, spur innovation, and make decisions that will create growth. Since their own values are aligned with the organization they share a joint purpose with the organization and do not just view their position in the company as just a job.
6. Adaptability:
Transformational leaders are willing to adapt and are always seeking new ways to respond to a constantly changing business environment. They know that the second they stand still is when they will be passed by their competitors; which means they are open-minded to change and lifelong learners.
7. Willing to listen and entertain new ideas:
It is a rare individual who can build an empire. Transformational leaders understand that success is a team effort and growth is derived from the willingness to be open and listen to ideas from all levels of their organization. Transformational leaders create intentional ways to listen to their team and incorporate their insights.
8. Inspirational:
People want to be inspired. Transformational leaders have the ability to make those around rise to the occasion. Inspiration comes not just from a formal motivational speech or simple recognition for a job well done, but by treating people as individuals and taking the time to understand what motivates and inspires their team.
9. Proactive:
Transformational leaders are proactive decision makers. They do not wait around for others to make decisions and then react. They are willing to take risks, try new things and take an innovative approach to growing the organization. However, they also understand how to manage risk and make decisions that are backed by research, multiple insights and are well thought out.
10. Visionary:
Being a visionary is about setting a realistic and concise company mission, vision, and values that fit the culture of your organization. Transformational leaders have the ability not only to effectively communicate the vision, but also get every person to buy in and work toward that vision by communicating with passion and clearly emphasizing the direction they want the company to pursue.
By: Samantha Gomes
- Leaders are loyal to the cause and to the people who are involved in the cause. Their loyalty is manifested in helping everyone become better. Loyalty means putting others' interests before yours. Loyalty is a character trait that is the foundation of Idealized Influence.

Learner - Leaders don't know everything, so they are constantly finding new ways to do things in a more effective and efficient manner from all kinds of people. Leaders model Intellectual Stimulation to their staff by deepening their own intellectual capacity through constant inquiry and dialogue with all staff members, especially those staff members that are not seen as the teacher leaders of the campus. By engaging them in conversation about practices, leaders challenge their own intellect as well as the intellect of the staff.
- Leaders are enthusiastic about what they do, and they use their enthusiasm to motivate and inspire those that they come in contact with. They are enthusiastic about helping people. They are enthusiastic about making progress, and their enthusiasm spreads throughout the organization and its stakeholders. Enthusiasm can't be spread without a commitment to being visible. Enthusiasm, to me, is a required ingredient of Inspirational Motivation.
- Leaders believe in holding themselves accountable for the cause. Leaders encourage team members to hold the leader accountable, and when leaders are held accountable by the organization, they are able to hold others accountable for supporting the team in meeting campus expectations and goals. Being accountable and holding others accountable is two-fold in transformational leadership. Holding yourself accountable is Idealized Influence, and holding others accountable a key component of the 'high' expectations in Inspirational Motivation.

- Leaders are disciplined in their behaviors and in their organization. They structure their time and their days in such a way that they are able to support and serve others. In being disciplined, leaders do not let outside influences or distractions deter them from reaching their goals or staying focused. This example of Idealized Influence is exactly what schools and organizations must see from the leader on a daily and consistent basis.
- Leaders are not always judgemental, contrary to popular belief. They are very interested in thinking about the individual person and the situation that they are going through before making a decision. Leaders think about why people make decisions that lead to mistakes. Leaders display Individual Consideration by helping others learn from their mistakes. The leader does this because he knows that empathy is the best way to overcome obstacles. Additionally, Individual Consideration must be used with every staff member, especially those that are often overlooked.

- All people want to see results; however, leaders know that all of their efforts put together maximize the results that they should expect to see. Leaders develop tight systems to monitor and evaluate all parts of the system to ensure that they are efficient and effective. Leaders use the data not to demonize those who fail to get results but to help them figure out how to improve and get closer to reaching the goal. Most importantly, leaders can't get results without using a mixture of all 4 of the factors (Idealized Influence, Intellectual Stimulation, Inspirational Motivation and Individual Consideration). These factors combined allow the leader to make decisions and changes that ultimately sustain and solidify the organization.
Transformational Leadership communications as shown in this presentation has many traits and characteristics. But the sole purpose of transformational leadership communication is to guide, motivate, and encourage the follower.
Discussion Topics
Transformational Leadership
Transformational verses Transactional
10 Characteristics of Transformational Leadership
7 Traits of Transformational Leadership
Transformational Leadership at the University
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