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Different ideas for metaphor that applies to leadership.

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A simple question I ask leaders I am coaching is, "What is your metaphor for leadership?"

Using an approach called Coaching Narratively, which leverages the power of language, I have found that metaphors are the shortest pathway into a leader's taken-for-granted beliefs and ideas about what they believe it means to be a leader. Leaders' language, if we know what to listen for, provides clues and evidence about what has been socially instilled into their inner thoughts, decisions, and actions.

Before discussing some of the ways that metaphors can shape someone's leadership, here are some of the reasons metaphors are so powerful:

1. They are generative because they come out of the imagination: Metaphors allow room for interpretation because they are visual imaginings and therefore unique to each person's imaginal world. The physical nature of metaphors keeps our imaginings in a shared world but allows us to open our thinking, inspire creativity, and invite others to discover complementary meanings.

2. They take complex ideas and make them accessible. A saying I have heard is, "If a picture is worth a thousand words, then a metaphor is worth a thousand pictures." Metaphors straddle simple and complex because they are from our everyday experience of the world AND because of this we can all bring our own experience to describing the metaphor. All these views bring in the complexity of many lives and many interpretations. Thus, we end up with a thick set of meanings for a simple metaphor. The accessibility of metaphors invites people into the conversation, even when discussing difficult subjects. As Annette Simmons has said, "they let us talk about dangerous things."

3. They are universal. The concreteness and familiarity of metaphors allow us to talk about them no matter our background or upbringing. The combination of the concreteness and the imaginative characteristics of metaphor give us a way to capture the many things we see and may not be able to describe without the help of a metaphor. Discussing a metaphor can reveal new understandings that are often hidden in plain sight.

When working with leaders, I've seen that the use of metaphors can reveal the conceptual systems the leaders unconsciously use in their day-to-day, automatic actions. Working with metaphors, we can explore ideas about leadership, including concepts that are presupposed and therefore outside of our awareness.

Here are some examples of metaphors I've heard many leaders use to describe their roles:

Conductor of an Orchestra

North Star Finder

Commander in Chief

Hub of the Wheel

Master Chef

What is most important is to help leaders gain an understanding of why this metaphor, because as Lakoff and Johnson indicated in their book, "Metaphors We Live By," "The essence of metaphor is understanding and experiencing one kind of thing in terms of another." This means that if one carries a certain metaphor, that metaphor will likely translate to very particular leadership behaviors and choices.

Many of the initial metaphors that surface in this exploratory work contain the taken-for-granted ideas and beliefs about leadership that come from external ideas of what makes a good leader. These ideas are that a leader is out in front, with the libretto for what the group should be following. They are the one with the answers and who all others should orient to for guidance. THEY are the one that sees the future and are the expert at finding the way. What these leadership visions have in common is that they are individualistic, predominantly male, fit within a model of hierarchy, and demand a high degree of expertise. What they are NOT is social, connected, or egalitarian.

By engaging the leader in an examination of what the metaphor may mean "in terms of another," in this case what they value and believe about leadership, the leader can gain very personal and meaningful insights. These insights can lead to more conscious choices to demonstrate values and behaviors that are on a different path. Out of the insights a leader can create a new metaphor that can guide them in their leadership actions.

Working with the metaphor assumes the coach will maintain a decentered stance in the coaching vs. expert role. It's the leader's words-and the meanings associated with those words-that are tied to the stories and make associations that guide their leadership decisions. The coach provides questions that serve as scaffolding for how to tie the metaphor to the values, experiences, influences, and societal ideas that are hidden but active in their leadership.

In my experience, when leaders fully understand the power of metaphor they can be extremely creative in developing new metaphors for their leadership. Here are some powerful metaphors I have come across:

Rich Lyons, Dean of Haas Business School: Path Bending Leader

Mark McKergow and Helen Bailey: Leader as Host

Richard Boyatzis: Resonant Leader

Peter Fuda: Fire Stoker

What do each of these metaphors say to you?

When you try on each of the metaphors above, what do they get you thinking about?

I'd welcome hearing your thoughts and reactions. How have metaphors influenced your leadership?

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What's Your Metaphor for Leadership? | CCS Consulting, Inc.

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A simple question I ask leaders I am coaching is, "What is your metaphor for leadership?" Using an approach called Coaching Narratively, which leverages the power of language, I have found that metaphors are the shortest pathway into a leader's taken-for-granted beliefs and ideas about what they believe it means to be a leader.

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The book review- The Wizard & The Warrior by Bolman and Deal.

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The book review- The Leadership Challenge by Kouzes and Posner.

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The Five Practices of Exemplary Leadership® Model

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The legacy you leave is the life you lead. And leadership can be a powerful tool for good-whether leading a team or developing your individual potential to achieve your personal best. Let us help you chart a course to a deeper sense of purpose and mission to serve.

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What does your leadership philosophy paper should look like?

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Different perspectives on what leaders should be.

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Leadership stories: the essence of leadership

Can leadership be learned? We think so and reading our growing collection of leadership stories is an excellent way to illustrate this. They help bring different perspectives to the meaning of leadership.

Search Amazon.com for "leadership" books and you'll find over 40,000 titles from which to choose. It seems everyone has a view on leadership but how is it possible to learn about leadership, and how do you learn how to be a better leader? The debate over whether leadership can be taught has gone on for some time. If it can be taught how do you learn how to lead?

A great place to start would be to take advantage of our half price offer on our complete set of leadership resources. You can find out more in: What is Leadership?

Catching the Essence of Leadership

Perhaps leadership is something which is as much "caught" as it is "taught". That is, the example of others can help us to "catch" what it is to lead, as much as being "taught" by good books, courses etc.

Reading leadership stories is one way for the essence of leadership to be caught as much as taught. This page contains fascinating examples of leadership in action, and some words from us to help you on your way.

Hopefully you'll gain inspiration and insight from the stories and from our interpretation. Enjoy the stories and use them to catch the spirit of leadership, or perhaps to pick up some practical tips.

Storytelling is the single most powerful tool in a leader's toolkit. (Howard Gardner)

We'll be adding to this collection of stories regularly, so subscribe to our RSS feed to ensure you don't miss our new entries. We're firm believers in the benefits of leadership storytelling, so this is a page that will be changing frequently.
Our Leadership Stories Characteristic of Leadership: Seeing Things Differently
How leaders see things differently is powerfully illustrated by this motivational story about IBM's Tom Watson Jr.
Leadership Concept: Valuing Ideas
A key leadership concept is to ensure you place a high value on the ideas of others, ensuring you allow time to foster creativity. This story illustrates how one famous leader did just that.
Leadership Quote: the "ultimate measure of a man"
In confronting one of his own personal challenges, U2 singer Bono referred to a story about Dr Martin Luther King, one of the world's most famous civil rights leaders.
Leadership Philosophy: it's the little things that count
If you were asked to consider a basic leadership philosophy, what immediately springs to mind? Vision, inspiration, communication and drive are all important. But never overlook the little things.....
Essence of Leadership? Seeing Triumph in Tragedy
Thomas Edison showed the essence of leadership in this story from Jim Clemmer. Renowned as one of America's most famous inventors, Edison showed powers of leadership which would rival any general.
Leadership Quality: Seeing the Bigger Picture
"I'm building a cathedral!" Seeing the bigger picture is an essential leadership quality. Read these great lessons from one of the most powerful leadership stories.

Leading With Vision: Bridging the Gap
Leading with vision requires foresight but do leaders also need to look elsewhere? Looking ahead is important but thinking about those who will follow is the sign of a great leader......
Quotes About Leadership Success: 3 Things Successful Leaders Have in Common
This page contains a story and some quotes which look for a "common" thread in what makes a successful leader.

If you're interested in developing your leadership skills, return to our Leadership page. This contains a range of articles, tips and resource links which compliments this collection of stories.

Or turn to our handy e-guide: Leading Insights, packed with more leadership stories, and some leading insights into how they can be used! Insights such as:

The Leading Insights:

Uncommon insights

Tipping point leadership

Find the glass

Leaders need to be cathedral thinkers

Would you recommend your service/organisation to your friends?

Putting on a performance

Would people pay to see your team perform?

Bricolage leadership

Resourceful leadership

Nudging leadership

Mirror leadership

Chameleon leadership

Catalyst leadership

Chrysalis leadership

Saliency, sagacity and serendipity

Infectious leadership

Infected leadership

Great work days

Defining moments

Conveying what you care about

The kind of goals leaders set matters

Motivating leaders

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Can leadership be learned? We think so and reading our growing collection of leadership stories is an excellent way to illustrate this. They help bring different perspectives to the meaning of leadership. Search Amazon.com for "leadership" books and you'll find over 40,000 titles from which to choose.

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The role of teachers in educational setting.

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Leaders' characters in the educational environment.

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The vision, skills, and capabilities superintendents and principals need to build and maintain in their local school districts is called educational leadership.

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Discussion on how one is recognized as a natural leader.

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For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there as many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. A great article to read before diving into the theories is the The Philosophical Foundations of Leadership

Theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are: Great Man Theory, Trait Theory, Behavioural Theories, Contingency Theories, Transactional Theories and Transformational Theories.

The Great Man theory evolved around the mid 19th century. Even though no one was able to identify with any scientific certainty, which human characteristic or combination of, were responsible for identifying great leaders. Everyone recognized that just as the name suggests; only a man could have the characteristic (s) of a great leader.

The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born...

they are not made. This theory sees great leaders as those who are destined by birth to become a leader. Furthermore, the belief was that great leaders will rise when confronted with the appropriate situation. The theory was popularized by Thomas Carlyle, a writer and teacher. Just like him, the Great Man theory was inspired by the study of influential heroes. In his book "On Heroes, Hero-Worship, and the Heroic in History", he compared a wide array of heroes.

In 1860, Herbert Spencer, an English philosopher disputed the great man theory by affirming that these heroes are simply the product of their times and their actions the results of social conditions.

The trait leadership theory believes that people are either born or are made with certain qualities that will make them excel in leadership roles. That is, certain qualities such as intelligence, sense of responsibility, creativity and other values puts anyone in the shoes of a good leader. In fact, Gordon Allport, an American psychologist,"...identified almost 18,000 English personality-relevant terms" (Matthews, Deary & Whiteman, 2003, p. 3).

The trait theory of leadership focused on analyzing mental, physical and social characteristic in order to gain more understanding of what is the characteristic or the combination of characteristics that are common among leaders.

There were many shortfalls with the trait leadership theory. However, from a psychology of personalities approach, Gordon Allport's studies are among the first ones and have brought, for the study of leadership, the behavioural approach.

In the 1930s the field of Psychometrics was in its early years.

Personality traits measurement weren't reliable across studies.

Study samples were of low level managers

Explanations weren't offered as to the relation between each characteristic and its impact on leadership.

The context of the leader wasn't considered.

Many studies have analyzed the traits among existing leaders in the hope of uncovering those responsible for ones leadership abilities! In vain, the only characteristics that were identified among these individuals were those that were slightly taller and slightly more intelligent!

In reaction to the trait leadership theory, the behavioural theories are offering a new perspective, one that focuses on the behaviours of the leaders as opposed to their mental, physical or social characteristics. Thus, with the evolutions in psychometrics, notably the factor analysis, researchers were able to measure the cause an effects relationship of specific human behaviours from leaders. From this point forward anyone with the right conditioning could have access to the once before elite club of naturally gifted leaders. In other words, leaders are made not born.

The behavioural theories first divided leaders in two categories. Those that were concerned with the tasks and those concerned with the people. Throughout the literature these are referred to as different names, but the essence are identical.

Associated Theories

The Contingency Leadership theory argues that there is no single way of leading and that every leadership style should be based on certain situations, which signifies that there are certain people who perform at the maximum level in certain places; but at minimal performance when taken out of their element.

To a certain extent contingency leadership theories are an extension of the trait theory, in the sense that human traits are related to the situation in which the leaders exercise their leadership. It is generally accepted within the contingency theories that leader are more likely to express their leadership when they feel that their followers will be responsive.

Associated Theories

Transactional theories, also known as exchange theories of leadership, are characterized by a transaction made between the leader and the followers. In fact, the theory values a positive and mutually beneficial relationship.

For the transactional theories to be effective and as a result have motivational value, the leader must find a means to align to adequately reward (or punish) his follower, for performing leader-assigned task. In other words, transactional leaders are most efficient when they develop a mutual reinforcing environment, for which the individual and the organizational goals are in sync.

The transactional theorists state that humans in general are seeking to maximize pleasurable experiences and to diminish un-pleasurable experiences. Thus, we are more likely to associate ourselves with individuals that add to our strengths.

Associated Theories

The Transformational Leadership theory states that this process is by which a person interacts with others and is able to create a solid relationship that results in a high percentage of trust, that will later result in an increase of motivation, both intrinsic and extrinsic, in both leaders and followers.

The essence of transformational theories is that leaders transform their followers through their inspirational nature and charismatic personalities. Rules and regulations are flexible, guided by group norms. These attributes provide a sense of belonging for the followers as they can easily identify with the leader and its purpose.

Associated Theories

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Leadership Theories - In Chronological Order

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For decades leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what detaches authentic leaders from the mass! Hence, there as many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately publish their leadership theory.

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How do you know if you are controlling your emotions as a leader?

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In 1995, psychologist and science journalist Daniel Goleman published a book introducing most of the world to the nascent concept of emotional intelligence. The idea--that an ability to understand and manage emotions greatly increases our chances of success--quickly took off, and it went on to greatly influence the way people think about emotions and human behavior.

But what does emotional intelligence look like, as manifested in everyday life?

For the past two years, I've explored that question in researching my forthcoming book, In doing so, I've identified a number of actions that illustrate how emotional intelligence appears in the real world.

1. You think about feelings.

Emotional intelligence begins with what is called self- and social awareness, the ability to recognize emotions (and their impact) in both yourself and others.

That awareness begins with reflection. You ask questions like:

What are my emotional strengths? What are my weaknesses?

How does my current mood affect my thoughts and decision making?

What's going on under the surface that influences what others say or do?

Pondering questions like these yield valuable insights that can be used to your advantage.

The pause is as simple as taking a moment to stop and think before you speak or act. (Easy in theory, difficult in practice.) This can help save you from embarrassing moments or from making commitments too quickly.

In other words, pausing helps you refrain from making a permanent decision based on a temporary emotion.

3. You strive to control your thoughts.

You don't have much control over the emotion you experience in a given moment. But you can control your reaction to those emotions--by focusing on your thoughts. (As it's been said: You can't prevent a bird from landing on your head, but you can keep it from building a nest.)

By striving to control your thoughts, you resist becoming a slave to your emotions, allowing yourself to live in a way that's in harmony with your goals and values.

4. You benefit from criticism.

Nobody enjoys negative feedback. But you know that criticism is a chance to learn, even if it's not delivered in the best way. And even when it's unfounded, it gives you a window into how others think.

When you receive negative feedback, you keep your emotions in check and ask yourself: How can this make me better?

5. You show authenticity.

Authenticity doesn't mean sharing everything about yourself, to everyone, all of the time. It does mean saying what you mean, meaning what you say, and sticking to your values and principles above all else.

You know not everyone will appreciate your sharing your thoughts and feelings. But the ones who matter will.

6. You demonstrate empathy.

The ability to show empathy, which includes understanding others' thoughts and feelings, helps you connect with others. Instead of judging or labeling others, you work hard to see things through their eyes.

Empathy doesn't necessarily mean agreeing with another person's point of view. Rather, it's about striving to understand--which allows you to build deeper, more connected relationships.

7. You praise others.

All humans crave acknowledgement and appreciation. When you commend others, you satisfy that craving and build trust in the process.

This all begins when you focus on the good in others. Then, by sharing specifically what you appreciate, you inspire them to be the best version of themselves.

8. You give helpful feedback.

Negative feedback has great potential to hurt the feelings of others. Realizing this, you reframe criticism as constructive feedback, so the recipient sees it as helpful instead of harmful.

9. You apologize.

It takes strength and courage to be able to say you're sorry. But doing so demonstrates humility, a quality that will naturally draw others to you.

Emotional intelligence helps you realize that apologizing doesn't always mean you're wrong. It does mean valuing your relationship more than your ego.

10. You forgive and forget.

Hanging on to resentment is like leaving a knife inside a wound. While the offending party moves on with their life, you never give yourself the chance to heal.

When you forgive and forget, you prevent others from holding your emotions hostage--allowing you to move forward.

11. You keep your commitments.

It's common nowadays for people to break an agreement or commitment when they feel like it. Of course, bailing on an evening of Netflix with a friend will cause less harm than breaking a promise to your child or missing a major business deadline.

But when you make a habit of keeping your word--in things big and small--you develop a strong reputation for reliability and trustworthiness.

12. You help others.

One of the greatest ways to positively impact the emotions of others is to help them.

Most people don't really care where you graduated from, or even about your previous accomplishments. But what about the hours you're willing to take out of your schedule to listen or help out? Your readiness to get down in the trenches and work alongside them?

Actions like these build trust and inspire others to follow your lead when it counts.

13. You protect yourself from emotional sabotage.

You realize that emotional intelligence also has a dark side--such as when individuals attempt to manipulate others' emotions to promote a personal agenda or for some other selfish cause.

And that's why you continue to sharpen your own emotional intelligence--to protect yourself when they do.

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In 1995, psychologist and science journalist Daniel Goleman published a book introducing most of the world to the nascent concept of emotional intelligence. The idea--that an ability to understand and manage emotions greatly increases our chances of success--quickly took off, and it went on to greatly influence the way people think about emotions and human behavior.

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Common ideas of what leaders tend to be.

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Core Leadership Values | MasonLeads | George Mason University

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Values are the guiding principles in our lives. Leadership occurs within the context of core values. Leaders guide and facilitate others to make a positive difference in their own lives and to contribute to a larger good. Values inform the application of leadership qualities as the competencies of leadership are activated - learned, developed, and practiced - within the set of core values.

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The description for a leader who inspired followers because of either same cultural background or personality.

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Many of history's most effective leaders are labeled charismatic. Yet there is a great deal of controversy about whether charisma is made or born, and if charismatic leaders are actually effective. A while back, I was interviewed as part of a celebration of the life of Martin Luther King, Jr. Many of the most frequently asked questions about charismatic leadership were part of that interview.
Martin Luther King Jr., Gandhi, and Winston Churchill were known as dynamic, charismatic and inspirational leaders. What particular traits or qualities did someone like MLK possess that allowed him to lead and inspire so many people?
Charismatic leaders are essentially very skilled communicators - individuals who are verbally eloquent, but also able to communicate to followers on a deep, emotional level. They are able to articulate a compelling or captivating vision, and to arouse strong emotions in followers.
Is charisma something that you are born with - you either have it or you don't? Do you think most leaders, politicians, and inspirational figures have charisma, and is it that quality which makes them stand out?
Charisma is really a process - an interaction between the qualities of the charismatic leader, the followers and their needs and identification with the leader, and the situation that calls out for a charismatic leader, such as a need for change or a crisis. But when it comes to the charismatic qualities of leaders, the emphasis is on how they communicate to followers and whether they are able to gain followers' trust, and influence and persuade them to follow.

Most politicians, particularly on the national scene, have developed their ability to communicate effectively - to make speeches, "work the room" with potential donors and supporters, etc. So many seasoned politicians have a lot of "personal charisma."
What are the important characteristics every leader should possess?
A model that I think represents the very best leaders, and research bears this out, is transformational leadership. You can think of transformational leadership as going beyond charisma, because two of the components of transformational leadership deal with charisma. They are:

Idealized Influence, or the leader's ability to be a positive (and moral) role model for followers. The transformational leader also "walks the talk," and is on the "front line" working with followers (think MLK Jr.), or leaders who sacrifice along with their followers. In business, the charismatic/transformational leader sometimes serves as the "face" of the company or the movement (think Steve Jobs).

Inspirational Motivation is the second quality, and it is what charismatic leaders are noted for - the ability to inspire and motivate followers to perform at high levels, and to be committed to the organization or the cause.

The other two elements of transformational leadership are Intellectual Stimulation - challenging followers to be creative and think outside of the box - and Individualized Consideration, or being responsive to the feelings and developmental needs of followers.

Transformational leaders are charismatic, but they are also noted for leading high-performing groups and teams and developing followers' leadership capacity as much as for helping the group or organization to change and innovate.
What are some behaviors or traits that might derail a leader/politician's career or stand in their path to success?
The biggest thing that can derail a leader is arrogance, and a lack of concern or responsiveness to followers and constituents. We have seen politicians' and CEOs' arrogance - thinking they are above the law and committing ethical violations lead to their demise. Also, a leader needs to succeed more often than not, and to learn from mistakes and setbacks.
Are leaders born or made?
This isn't something that requires my opinion, because the question has been well researched. Twin studies by Richard Arvey and his colleagues have estimated that leadership is about two-thirds "made" and one-third "born." This makes sense, though, if we see much of leadership as a set of learned skills and competencies - the ability to communicate, to strategize, to problem solve, etc. These take time to develop.

This question would have broad implications for leadership, for if it were all (or mostly) born, then our efforts should be directed toward identifying and selecting leaders, and we would be wasting our time on leader development programs. But, the research suggests that putting resources into leader development makes sense, and recent meta-analyses of these programs suggest that, in general, they work and lead to positive gains.
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What Is Charisma and Charismatic Leadership?

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Many of history's most effective leaders are labeled charismatic. Yet there is a great deal of controversy about whether charisma is made or born, and if charismatic leaders are actually effective. A while back, I was interviewed as part of a celebration of the life of Martin Luther King, Jr.

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The description for a leader who is trustworthy.

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What is authentic leadership?

It continues to surprise me how many leaders attempt to be one way at work, while their "true" personality emerges outside of work. Once a CEO reminded me, "Leadership is acting." And it surprises me when these same leaders seem shocked or confused when their employees don't trust them, don't like them, and can't really wait to work elsewhere.

Authenticity has been explored throughout history, from Greek philosophers to the work of Shakespeare ("To thy own self be true." -Polonius, Hamlet). Authentic leadership has been explored sporadically as part of modern management science, but found its highest levels of acceptance since Bill George's 2003 book, Authentic Leadership.

But what is authentic leadership?

While different theorists have different slants on the concept, most agree that:

1. Authentic leaders are self-aware and genuine. Authentic leaders are self-actualized individuals who are aware of their strengths, their limitations, and their emotions. They also show their real selves to their followers. They do not act one way in private and another in public; they don't hide their mistakes or weaknesses out of fear of looking weak. They also realize that being self-actualized is an endless journey, never complete.

2. Authentic leaders are mission driven and focused on results. They are able to put the mission and the goals of the organization ahead of their own self-interest. They do the job in pursuit of results, not for their own power, money or ego.

3. Authentic leaders lead with their heart, not just their minds. They are not afraid to show their emotions, their vulnerability and to connect with their employees. This does not mean authentic leaders are "soft." In fact communicating in a direct manner is critical to successful outcomes, but it's done with empathy; directness without empathy is cruel.

4. Authentic leaders focus on the long-term. A key tenet in Bill George's model is the company leaders are focused on long-term shareholder value, not in just beating quarterly estimates. Just as George did as CEO of , and as Bezos has done for years at Amazon, leaders realize that to nurture individuals and to nurture a company requires hard work and patience, but the approach pays large dividends over time.

__________

What are your motivation triggers? Take the "Your Engagement Profile Quiz" to find out.

Check out Kevin Kruse's new book, Employee Engagement 2.0, and discover how to turn apathetic groups into emotionally committed teams.

Kevin Kruse is a NY Times bestselling author and serial entrepreneur. For insider tips and exclusive content, join his newsletter at kevinkruse.com.

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What is authentic leadership? It continues to surprise me how many leaders attempt to be one way at work, while their "true" personality emerges outside of work. Once a CEO reminded me, "Leadership is acting." And it surprises me when these same leaders seem shocked or confused when their employees don't [...]

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The description for a leader who work with followers at all cost.

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The description for a leader who reward followers for their good deeds.

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When it comes to determining which leadership style is the best leadership style, there is no end to the different theories and suggestions on how to lead others. The truth of the matter is, no matter how fervently certain individuals believe in their preferred style of leadership, there is no one right way to lead others.

While experienced leaders may have found success with a specific type of leadership style - whether it be charismatic, transformational, or transactional leadership - sometimes different situations and different team members require different approaches to leadership. This is why it is so important to understand the different types of leadership out there and how they compare to other leadership styles.

When it comes to traditional forms of leadership, one of the most common approaches used is known as transactional leadership. This form of leadership can have a great effect on many types of individuals as it values both order and structure, which can often deliver results. As a manager, boss, coach, team member or leader, understanding the values of transactional leadership and what makes this leadership style so effective can only help you in your future pursuits.

What is Transactional Leadership Theory?

Simply put, transactional leadership theory believes that leaders should conform to the existing structure of an organization.

It focuses on results, on measuring success based on existing rewards and penalties, and maintaining formal authority positions.

In order for transactional leadership to work, it depends on self-motivated individuals to do their jobs as instructed in a very directed and structured environment.

Typically, when transactional leadership theory is utilized, you will see the following:

Performance reviews to judge employee performance

Focus on short-term goals

Emphasis on following rules

Focus on policies and procedures

Detailed work criteria that meets previously defined requirements

Structured routines

Reward-penalty system

Focus on the status quo of an organization

Overall, the transactional leadership theory operates under the assumption that people are motivated by a reward or by punishment and that everything works best under a clear chain of command.

There is a great emphasis on managers holing power and those "under" them to cede to that power as a subordinate.

Advantages and Disadvantages of a Transactional Leadership Style

In some work environments, especially large work environments, transactional leadership is the only way to get things done and its emphasis on structure can be very beneficial. However, in other more open, creative, or laid-back environments, this type of leadership may not be best for everyone involved.

You will typically find transactional leadership styles applied in the military, law enforcement, large corporations, or in multinational organizations where not all employees speak the same language. This is because the transactional leadership approach is so straightforward, easy to learn, and easy to understand.

Before either applying this type of leadership style or completely ruling it out, it is essential to take a look at some of the advantages and disadvantages of transactional leadership.

Here are some of the advantages of transactional leadership:

It rewards individuals who are self-motivated and follow instructions

It tends to work when quickly achieving short-term goals

Workers have clearly defined rewards and penalties

It encourages productivity

It provides clear and easy to understand structure

It is great for work environments where structure and systems need to be reproduced

It keeps everyone in large organizations on the same page

On the other hand, here are some of the disadvantages of transactional leadership:

It does not work well in flexible work environments

It only rewards workers with perks or money, no other real motivators are used

It does not reward individuals who take personal initiative

It is often seen as limiting and not personal

Creativity is limited

It can be rigid

There is no room for flexibility with goals and objectives

Traits of a Transactional Leader

One of the best ways to describe a transactional leader is someone who values order and structure - similar to a military commander. These are not the types of leaders that you traditionally find in more creative workspaces, but rather those who you see in more traditional settings with larger corporations. Some of the traits of a transactional leader include:

Very left-brained

Inflexible

Not welcome to change

Loves to follow rules

Very detail oriented

Thrives in efficiency

Transactional leaders also tend to be passive, because their focus typically lies in maintaining the status quo. They are directive and want to make sure everything goes as planned but typically they only react to things that happen, and are not of the proactive type.

Examples of Transactional Leadership

Many times, the best way to truly understand leadership theory in action is to see examples of how this leadership style has been utilized in the past. One of the most commonly referenced transactional leaders in our world today is Bill Gates, who has been known for his emphasis on rigid structure, hierarchy, and on his reward and punishment system in order to achieve results. He had strict standards of what he wanted in order to make Microsoft the success that it is today, and he worked to make sure that employees did not deviate from these standards.

A great way to describe the effectiveness of transactional leadership is to use the coaching example. The coach of a basketball team will likely set up rigid rules regarding expectations on everything from showing up on time to abiding by evening curfews. There is typically little flexibility with these rules and it is key that all players adhere to the organizational norms. Punishments (such as running) are doled out to those who do not adhere to the rules, while rewards are used as motivators. Although coaches may be strict, effective coaches can motivate their team members to play and win without using fear; they simply rely on the structure and the system.

How Does Transactional Leadership Compare?

One of the best ways to truly understand transactional leadership style and to determine how it will work in a certain environment is to compare it to other popular types of leadership to see how this approach stacks up.

Transactional Leadership Vs. Charismatic Leadership

Charismatic leadership is all about using personality to influence a group or an organization. The goal is often on improving not only the organization, but the world. Transactional leadership, on the other hand, emphasizes individual performance, instead of group performance and looks at how well that person does in a structured environment.

Transactional Leadership Vs. Authoritative Leadership

Transactional leadership is sometimes confused with authoritative or autocratic leadership styles. While they do have some similarities, these two approaches to leadership are not the same. Autocratic leadership is even more rigid and does not rely on self-motivating productivity from employees or on rewards as a motivator.

Transactional Leadership Vs. Transformational Leadership

Transactional leadership is perhaps most similar to transformational leadership, and the two managerial styles are often compared. Where transactional leadership focuses on more structured environments and the self-motivation of others, transformational leadership places more emphasis on motivating and inspiring team members to do their job.

Simply put, transformational leaders focus on influencing others, while transactional leaders focus on directing others.

Applying Transactional Leadership in The Workplace

When looking at leadership styles, most experts will rank theories on a spectrum of leadership vs. management. Leadership is more about inspiring individuals and management is more about maintaining order. Transactional leadership falls closer to the management style of leadership. While certain approaches, such as transformational leadership, have more of a "selling" style used to motivate, transactional leadership is all about "selling."

What's so interesting about transactional leadership is that this type of leadership typically only works in environments where a certain hierarchy is already set up. In short, most people are not inherently transactional leaders, they form to this leadership style after an organization has set up the original structure.

Transactional leadership can be a slippery slope, and if not handled carefully, it can quickly border autocratic leadership styles or seem too authoritarian. The key is maintaining the system of rewards and punishments to help create a balance. There should be a focus on the flow of operations and on the hierarchical chain in the office, not necessarily on the thoughts or ideas of one individual.

Staying focused, following the rules and regulations put forth, using small goals and performance reviews, and sticking to the format set out before you is a great way to take this leadership style and apply it to your work environment.
Want to learn the secret recipe for creating an impactful life? Join one of the world's most trusted leadership experts, Robin Sharma in his upcoming FREE Masterclass What kind of leader will you choose to be?

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What Is Transactional Leadership And Why It Matters - Mindvalley Blog

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When it comes to determining which leadership style is the best leadership style, there is no end to the different theories and suggestions on how to lead others. The truth of the matter is, no matter how fervently certain individuals believe in their preferred style of leadership, there is no one right way to lead others.

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The description for a leader who changed leaders and followers' role and goals.

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Access the essential membership for Modern Managers

What makes a truly exceptional leader? Chances are we've all encountered them at some point in our careers: those leaders who stand out above the rest. Those who bring out the best in every one of their team members, and who consistently strive for greatness.

Take Molly for example. Everyone respects Molly. She inspires and encourages her team members, while expecting and demonstrating the highest standards. In return, her people are fiercely loyal, and they're highly successful - as individuals, and as a team. In short, Molly is a Transformational Leader.

By contrast, other leaders in the organization report that their people seem disengaged. They experience high staff turnover, and their results are often disappointing. So, what does Molly do that other leaders don't?

To begin with, Molly regularly reminds her team members of the purpose of their work. And she knows that she's a role model for her team, so she acts with integrity in all of her working relationships.

In this article and video, we'll explore what transformational leadership is, and discover what it takes to become a transformational leader.

What Is Transformational Leadership?

Leadership expert James MacGregor Burns introduced the concept of transformational leadership in his 1978 book, "Leadership." He defined transformational leadership as a process where "leaders and their followers raise one another to higher levels of morality and motivation." [1]

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Watch this video to learn the definition of Transformational Leadership. Explore the theory behind this leadership style, and discover the characteristics of transformational leaders.

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The description for a leader who ask for your feedback.

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A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better. - Jim Rohn, American entrepreneur.

Everyone on Samit's team knows that he's "there for them." He checks in with them often to see how they are, and he helps them develop the skills they need to advance their careers, even if this means that they may move on.

Samit also makes an effort to see situations from others' perspectives. He makes decisions with the team's best interests in mind, and ensures that everyone has the resources and knowledge they need to meet their objectives.

As a result of this, his team is one of the most successful in the department, with low staff turnover and high engagement.

Samit is an example of a "servant leader." In this article, we'll explore what servant leadership is, and the advantages it can bring you as a leader. We'll also look at situations where it isn't appropriate.

What Is Servant Leadership?

Robert K. Greenleaf first coined the phrase "servant leadership" in his 1970 essay, " The Servant as a Leader." However, it's an approach that people have used for centuries.

As a servant leader, you're a "servant first" - you focus on the needs of others, especially team members, before you consider your own. You acknowledge other people's perspectives, give them the support they need to meet their work and personal goals, involve them in decisions where appropriate, and build a sense of community within your team. This leads to higher engagement, more trust, and stronger relationships with team members and other stakeholders. It can also lead to increased innovation.

However, servant leadership is problematic in hierarchical, autocratic cultures where managers and leaders are expected to make all the decisions. Here, servant leaders may struggle to earn respect.

Important:

Remember that servant leadership is about focusing on other people's needs - not their feelings. Don't avoid making unpopular decisions or giving team members negative feedback when this is needed.

Also, do not rely on it exclusively - use it alongside styles like Transformational Leadership, where you develop an inspiring vision of the future, motivate people to deliver this, manage its implementation, and build an ever-stronger team.

How to Become a Servant Leader

According to Larry C. Spears, former president of the Robert K. Greenleaf Center for Servant Leadership, these are the 10 most important characteristics of servant leaders:

1. Listening.

2. Empathy.

3. Healing.

4. Awareness.

5. Persuasion.

6. Conceptualization.

7. Foresight.

8. Stewardship.

9. Commitment to the growth of people.

10. Building community.

Once you've decided to prioritize other people's needs over your own in the long term, you can work on developing your skills in each area. Let's look at how you can do this.

1. Listening

2. Empathy

3. Healing

This characteristic relates to the emotional health and "wholeness" of people, and involves supporting them both physically and mentally.

4. Self-Awareness

You can become more self-aware by knowing your strengths and weaknesses, and asking for other people's feedback on them. Also, learn to manage your emotions, so that you consider how your actions and behavior might affect others.

5. Persuasion

There are many tools and models that you can use to be more persuasive, without damaging relationships or taking advantage of others. You should also build your expert power - when people perceive you as an expert, they are more likely to listen to you when you want to persuade or inspire them.

6. Conceptualization

This characteristic relates to your ability to "dream great dreams," so that you look beyond day-to-day realities to the bigger picture.

7. Foresight

Foresight is when you can predict what's likely to happen in the future by learning from past experiences, identifying what's happening now, and understanding the consequences of your decisions.

You can use tools such as SWOT Analysis and PEST Analysis to think about your current situation and environment, while Scenario Analysis helps you understand how the future could play out. Use the ORAPAPA checklist when you make a decision, to learn from experience and make sure that you've considered all the angles.

Also, learn to trust your intuition - if your instinct is telling you that something is wrong, listen to it!

8. Stewardship

Stewardship is about taking responsibility for the actions and performance of your team, and being accountable for the role team members play in your organization.

9. Commitment to the Growth of People

Servant leaders are committed to the personal and professional development of everyone on their teams.

10. Building Community

The last characteristic is to do with building a sense of community within your organization.

You can do this by providing opportunities for people to interact with one another across the company. For instance, you could organize social events such as team lunches and barbecues, design your workspace to encourage people to chat informally away from their desks, and dedicate the first few minutes of meetings to non-work-related conversations.

Encourage people to take responsibility for their work, and remind them how what they do contributes to the success and overall objectives of the organization.

Tip:

See our article on Leadership Styles to explore popular leadership approaches and the advantages and disadvantages of each one.

And see this Expert Interview for a valuable discussion on the misconceptions and realities of servant leadership.

Key Points

You are a servant leader when you focus on the needs of others before you consider your own. It's a longer-term approach to leadership, rather than a technique that you can adopt in specific situations. Therefore, you can use it with other leadership styles such as Transformational Leadership.

You can become a servant leader by working on these 10 characteristics:

1. Listening.

2. Empathy.

3. Healing.

4. Awareness.

5. Persuasion.

6. Conceptualization.

7. Foresight.

8. Stewardship.

9. Commitment to the growth of people.

10. Building community.

Servant leaders are likely to have more engaged employees and enjoy better relationships with team members and other stakeholders than leaders who don't put the interests of others before their own.

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Servant Leadership: Putting Your Team First, and Yourself Second

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A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better. - Jim Rohn, American entrepreneur. Everyone on Samit's team knows that he's "there for them."

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The vocabulary for a person who lead the organizations, business, or the public school.

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Leadership styles are classifications of how a person behaves while directing, motivating, guiding, and managing groups of people. There are many leadership styles. Some of the most widely discussed include: authoritarian (autocratic), participative (democratic), delegative (laissez-faire), transformational, transactional, and situational.

Great leaders can inspire political movements and social change. They can also motivate others to perform, create, and innovate. As you start to consider some of the people who you think of as great leaders, you can immediately see that there are often vast differences in how each person leads.

Fortunately, researchers have developed different theories and frameworks that allow us to better identify and understand these different leadership styles.

Lewin's Leadership Styles

In 1939, a group of researchers led by psychologist Kurt Lewin set out to identify different styles of leadership.﻿﻿ While further research has identified more distinct types of leadership, this early study was very influential and established three major leadership styles that have provided a springboard for more defined leadership theories.

In Lewin's study, schoolchildren were assigned to one of three groups with an authoritarian, democratic, or laissez-faire leader. The children were then led in an arts and crafts project while researchers observed the behavior of children in response to the different styles of leadership. The researchers found that democratic leadership tended to be the most effective at inspiring followers to perform well.

Authoritarian Leadership (Autocratic)

Authoritarian leaders, also known as autocratic leaders, provide clear expectations for what needs to be done, when it should be done, and how it should be done. This style of leadership is strongly focused on both command by the leader and control of the followers. There is also a clear division between the leader and the members. Authoritarian leaders make decisions independently, with little or no input from the rest of the group.

Researchers found that decision-making was less creative under authoritarian leadership.﻿﻿ Lewin also concluded that it is harder to move from an authoritarian style to a democratic style than vice versa. Abuse of this method is usually viewed as controlling, bossy, and dictatorial.

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Authoritarian leadership is best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group. The autocratic approach can be a good one when the situation calls for rapid decisions and decisive actions. However, it tends to create dysfunctional and even hostile environments, often pitting followers against the domineering leader.

Participative Leadership (Democratic)

Lewin's study found that participative leadership, also known as democratic leadership, is typically the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. In Lewin's study, children in this group were less productive than the members of the authoritarian group, but their contributions were of a higher quality.

Participative leaders encourage group members to participate, but retain the final say in the decision-making process. Group members feel engaged in the process and are more motivated and creative. Democratic leaders tend to make followers feel like they are an important part of the team, which helps foster commitment to the goals of the group.

Delegative Leadership (Laissez-Faire)

Lewin found that children under delegative leadership, also known as laissez-faire leadership, were the least productive of all three groups. The children in this group also made more demands on the leader, showed little cooperation, and were unable to work independently.

Delegative leaders offer little or no guidance to group members and leave the decision-making up to group members. While this style can be useful in situations involving highly qualified experts, it often leads to poorly defined roles and a lack of motivation.

Lewin noted that laissez-faire leadership tended to result in groups that lacked direction and members who blamed each other for mistakes, refused to accept personal responsibility, made less progress, and produced less work.

Observations About Lewin's Leadership Styles

In their book, The Bass Handbook of Leadership: Theory, Research, and Managerial Applications, Bass and Bass note that authoritarian leadership is often presented solely in negative, often disapproving, terms. Authoritarian leaders are often described as controlling and close-minded, yet this overlooks the potential positives of stressing rules, expecting obedience, and taking responsibility.

While authoritarian leadership certainly is not the best choice for every situation, it can be effective and beneficial in cases where followers need a great deal of direction and where rules and standards must be followed to the letter. Another often overlooked benefit of the authoritarian style is the ability to maintain a sense of order.

Bass and Bass note that democratic leadership tends to be centered on the followers and is an effective approach when trying to maintain relationships with others. People who work under such leaders tend to get along well, support one another, and consult other members of the group when making decisions.

Additional Leadership Styles and Models

In addition to the three styles identified by Lewin and his colleagues, researchers have described numerous other characteristic patterns of leadership. A few of the best-known include:

Transformational Leadership

Transformational leadership is often identified as the single most effective style. This style was first described during the late 1970s and later expanded upon by researcher Bernard M. Bass. Transformational leaders are able to motivate and inspire followers and to direct positive changes in groups.

These leaders tend to be emotionally intelligent, energetic, and passionate. They are not only committed to helping the organization achieve its goals, but also to helping group members fulfill their potential.

Research shows that this style of leadership results in higher performance and more improved group satisfaction than other leadership styles. One study also found that transformational leadership led to improved well-being among group members.

Transactional Leadership

The transactional leadership style views the leader-follower relationship as a transaction. By accepting a position as a member of the group, the individual has agreed to obey the leader. In most situations, this involves the employer-employee relationship, and the transaction focuses on the follower completing required tasks in exchange for monetary compensation.

One of the main advantages of this leadership style is that it creates clearly defined roles. People know what they are required to do and what they will be receiving in exchange. This style allows leaders to offer a great deal of supervision and direction, if needed.

Group members may also be motivated to perform well to receive rewards. One of the biggest downsides is that the transactional style tends to stifle creativity and out-of-the-box thinking.

Situational Leadership

Situational theories of leadership stress the significant influence of the environment and the situation on leadership. Hersey and Blanchard's leadership stylesis one of the best-known situational theories. First published in 1969, this model describes four primary styles of leadership, including:

1. Telling: Telling people what to do

2. Selling: Convincing followers to buy into their ideas and messages

3. Participating: Allowing group members to take a more active role in the decision-making process

4. Delegating: Taking a hands-off approach to leadership and allowing group members to make the majority of decisions

Later, Blanchard expanded upon the original Hersey and Blanchard model to emphasize how the developmental and skill level of learners influences the style that should be used by leaders. Blanchard's SLII leadership styles model also described four different leading styles:

1. Directing: Giving orders and expecting obedience, but offering little guidance and assistance

2. Coaching: Giving lots of orders, but also lots of support

3. Supporting: Offering plenty of help, but very little direction

4. Delegating: Offering little direction or support

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It seems like there are as many different styles of leadership as there are leaders. Discover some of the most common leadership style frameworks.