To change the organization, change the self.
That was one of the summary sentiments of Franklin University (Columbus, Ohio) Business Administration Lead Faculty Dr. Timothy Reymann at the May 11, 2010, Change Leadership Symposium.
Co-facilitated by Program Chair Dr. Ross Wirth, this monthly symposium “brings together organization and community leaders working on change initiatives.”
Topics included “Engaging the Grass Roots” (Reymann) and “Understanding States of Change” (Wirth) presented in separate facilitated break-out sessions.
With reference to research and publications by Bernard M. Bass (2006) and Bruce J. Avolio (2002), Reymann provided an overview of transformational leadership.
“Transformational leaders help followers grow and develop into leaders by responding to the individual follower’s needs by empowering them and by aligning the objectives and goals of the individual followers, the leader, the group, and the larger organization” (Bass 2006, p. 3).
Bass et al. proposed four dimensions of transformational leadership:
- Individual consideration, the ability to identify and respect the unique dignity and interests of followers
- Intellectual stimulation, the ability to engage followers in dynamic, transcendent endeavors
- Inspirational motivation, the ability to live out a true commitment to the empowerment and self-actualization of each follower
- Idealized influence, an authentic charisma that engenders trust among followers
These insights align well with, and are critical to, the transformative power of the Learn-Do-Teach-Lead model and its practices.
In fact, applied without the self-aware authenticity of a transformational leader, L-D-T-L will suffer the failings of any poorly implemented change initiative: a callous hollowness that invites skepticism and, worse, with repeated false attempts, a culture of cynicism and even contempt.
L-D-T-L activities must come from the heart of a self-aware leader. From that source, even if imperfectly implemented (as it will be), L-D-T-L generates engagement the same higher levels of performance, satisfaction, and commitment of followers to the group and the organization achieved by Bass’ transformational leader.
Avolio, Bruce J., and B. Bass. 2002. Developing Potential Across a Full Range of Leadership. New Jersey: Lawrence Erlbaum Associates.
Bass, Bernard M., with R. Riggio. 2006. Transformational Leadership. New Jersey: Lawrence Erlbaum Associates.
Franklin University (www.franklin.edu)
Franklin University Change Leadership Symposium (http://www.entarga.com)/symposium/
Timothy F. Reymann, Ph.D. (http://www.franklin.edu/about-franklin/faculty-profiles/timothy-f.-reymann.html)
Ross Wirth, Ph.D. (http://www.franklin.edu/about-franklin/faculty-profiles/ross-wirth.html)
ColumbusBusinessCalendar.org (sign up for meeting notices)