| Can you name a top-performing leader who you | | | | both stretching and possible (remember Henry Ford's |
| think of as inspirational, whose organisation | | | | vision of a car that every American family could |
| consistently raises its performance levels and who | | | | afford). The leader creates a path from the present |
| has a workforce, which is committed and motivated? | | | | to that future vision, and inspires his or her people |
| Who ever it is, their leadership is likely to be | | | | with conviction not only that the vision is possible but |
| transformational. We're not talking about someone | | | | also that they have the ability to reach it. Vision is |
| who's interested simply in task fulfillment within the | | | | seeing what life could be like while dealing with life as |
| established order, but rather someone who's | | | | it is. In John Adair's words, it is the blazing campfire |
| passionate about constant change for the better and | | | | around which people will gather. It provides light, |
| who recognises, in a profound way, that their people | | | | energy, warmth and unity.o Be passionate. Their |
| are the key to that. | | | | enthusiasm is dynamic, energetic and constant. It is |
| This leader is likely to:o Be authentic: The way they | | | | unwavering and is experienced by those around them |
| behave and think is completely aligned with - indeed | | | | as inspirational, not easily phased by setbacks. |
| led by - their deepest personal beliefs and values. | | | | According to a Bedouin proverb 'what comes from |
| They are willing to stand up for these beliefs and | | | | your heart is greater than what comes from your |
| values openly and courageously. Not only does their | | | | hand only': people respond to what is in the leader's |
| authenticity play out at a purely personal level, but it | | | | heart because such leaders' excitement and |
| also shows in the alignment of their behaviour and | | | | motivation are infectious. A passionate leader will find |
| style with the values and needs of the organisation. | | | | that they can inspire those around them to push |
| In other words they carry an authority which is | | | | themselves beyond what they thought they were |
| nourished by, on the one hand, high self-awareness | | | | ever capable of - to find resources in themselves |
| and an assured 'centredness' around who they are, | | | | they never dreamed were there. In that way these |
| and, on the other, their service to the needs, | | | | followers will in turn become inspiring to others and |
| strategies and objectives of their organisation | | | | the leader's message and impact will grow |
| through influencing and motivating others to achieve | | | | exponentially.o Be self-effacing. Rather than |
| those goals. Juggling these two imperatives - being | | | | channelling their ego and self-interest towards |
| true to both themselves and their organisation - is | | | | themselves, and seeking the satisfaction of their own |
| what the best leaders do well.o Have high emotional | | | | needs (whether material, emotional or psychological) |
| intelligence. Emotional intelligence is core to | | | | they focus with determination on constantly raising |
| transformational leadership - the kind of leadership | | | | the performance levels of their organisation. They are |
| that transforms people and organisations both | | | | more concerned with the success of the organisation |
| rationally and at their heart, enabling them to grow, | | | | than with their own, and want to see it even more |
| and bringing about changes that are permanent, | | | | successful when they are no longer there than when |
| self-perpetuating and momentum-building. This kind of | | | | they are there. Almost paradoxically, they blend |
| leadership is focused on the long term, releasing the | | | | personal humility with professional drive. As Jim Collins |
| potential of teams and taking those teams through | | | | puts it, they are both modest and wilful, both humble |
| change, which will be positive and sustained. There | | | | and fearless. They compose teams which are the |
| are two important aspects to the emotionally | | | | best they can possibly be. This includes building teams |
| intelligent leader's behaviour: firstly, they are aware of | | | | of individuals who are unlike them and unlike each |
| their own emotions and they manage them | | | | other, so that the synergy, robustness and challenge |
| effectively. They have a strong sense of their own | | | | of complementarity can really get to work. The |
| worth, deep self-belief and independence: they take | | | | founder of Taoism, Lau Tzu, said around 500 BC: |
| responsibility for the direction of their own lives and | | | | 'The leader is best when people are hardly aware of |
| they consistently work towards the vision that they | | | | his existence .....Fail to honour people, and they will fail |
| have created. Secondly, they are aware of other | | | | to honour you. But of a good leader, who speaks |
| people's emotions (they have 'social awareness') and | | | | little, when his work is done, his aim fulfilled, the |
| handle them well. Superstar CEOs are skilled at | | | | people say, 'We did it ourselves.' |
| managing interpersonal relationships and have high | | | | Resources:o 'Leadership Coaching' - Graham Lee, |
| levels of empathy. They know that leadership is | | | | 2006 CIPD. ISBN: 0 85292 996 xo 'Emotional |
| about helping people get better at what they do | | | | Capitalists - The New Leaders' by Martyn Newmano |
| well.o Paint a vision, inspire people with the trust and | | | | 'Improving Organizational Effectiveness Through |
| belief that they can achieve that vision and lead them | | | | Transformational Leadership' - Bernard M Bass and |
| towards it - consistently. Top-ranking leaders | | | | Bruce J Avolio, 1994o 'Model of Transactional and |
| conceive visions which are compelling and inspiring, | | | | Transformational Leaders' - James MacGregor Burns, |
| clear and meaningful, and which, to begin with, often | | | | 1978o 'The Inspirational Leader' - John Adair, 2003, |
| only they can see. Because they are envisioning | | | | Kogan Page. ISBN 0 7494 4046 5o 'Good to Great' - |
| something which does not already exist, they blend | | | | Jim Collins, 2001, Random House. |
| imagination with realism to create a vision which is | | | | |