Objective of Transformative Culture

In today’s VUCCA (volatile, uncertain, complex, chaotic, and ambiguous) business world, leaders need to take an engaged, proactive, and bold approach to help build positive futures for all stakeholders.

Transformative Leadership in business presents an alternative approach to Leadership for profound and engaging change. Using vignettes, stories, research, and drawing from a range of disciplines, we explore the concept of transformative Leadership and its potential to create engaging environments that are vibrant and inclusive. Drawing on examples from all leadership styles, we can demonstrate that this Leadership can promote powerful achievement, family and community empowerment, democratic engagement, and global citizenship.

It understands that the difference in approaches is critical to the start of change. Below is a brief comparison between a transactional organization and a transformative organization.

A transactional leader:

· Generally, a quid pro quo relationship between the worker and leader frequently relies on micromanagement and command structure.

· Task-oriented, often to a level similar to regulatory compliance.

· Preserves traditional culture, conditions, and practices — preserving the status quo

· Will focus more on the WORK than the WORKER.

· Many punish mistakes rather than embrace them to learn.

· Workers are considered assets with a disposable value proposition.

Transactional stakeholders:

· See Leadership as a means to an end, many times different from the leaders.

· Focus only on assigned tasks with little desire to go outside the box.

· Sees the culture as it is and does not feel included in the overall interactions.

· Will avoid trying new things to avoid making mistakes that they will be punished for.

· Resent the feeling of being an asset rather than a participating partner in the business. “What’s in it for me” becomes the main driver of the stakeholder.

A transformative leader:

· Focuses on the worker’s attitude and value alignment with the leader’s values & vision

· Empowers the worker to ENGAGE in the work process — to go beyond their self-interest

· The leader is authentically ENGAGED and TRANSPARENT with the workers — the leader cares about the workers

· The contribution of the workers is maximized/optimized

· Focuses on both the WORK and the WORKERS

· The transformative attitude is shared and passed on to others

Transformative stakeholders:

· They recognize the alignment of the organization’s vision, values, and purpose and are willing to participate in improvement.

· They know they are empowered to make a positive difference.

· Willing to interact, discuss, resolve, and improve processes because they are engaged and listened to within the organization.

· They appreciate the tools, training, and personal growth that will allow them to grow and expand within the organization and beyond.

· They understand how business processes, changes, and market changes require everyone to make sacrifices and adaptations for continued growth.

· They share the transformative attitude pervasive in the organization and how it must affect every stakeholder.

Transactional Leadership is not all bad. It is required for much of the success of any enterprise. However, most senior managers are hard-wired to be more transactional than transformative. They need to understand the benefits of achieving a balance that allows them to become more transformative. Finding the correct balance for your organization is critical.

A culture of caring

Five of the most critical skills that characterize a transformative leader:

· Authentic Listening

· Transparent Communication

· Compassion and Caring

· Community building and growth

· Trust, Integrity, and Openness

Transformative vision: ‘Our vision is to create a culture of CARING.’

Total commitment, seeing businesses improve, seeing people engaged, and taking it home, is the most rewarding thing I’ve ever been involved in during my entire career. Every stakeholder had to be all in, there is no other answer, or it won’t happen.

Overcoming an outdated transactional and possibly toxic culture cannot be accomplished quickly. Fences must be mended, debris thrown out, and new healthy interactions incorporated with an expanded vision and purpose that stakeholders can align with before you see massive change.

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Ron McIntyre

Ron McIntyre

Ron McIntyre is a Leadership Anthropologist, Author, and Consultant, who, in semi-retirement, is looking to help people who really want to make a difference.