Transformational Leadership is Collective

We tend to think of leadership as something that the head of a group or team provides to those under their charge – direction, inspiration, motivation, vision, and decisive decision-making – a package of skills that managers need to possess if they are to lead people. These traditional leadership activities are what I refer to as “transactional leadership”. Transactional leadership qualities are absolutely necessary and have their time and place but their impact is relatively short-lived and can create a level of dependency on the leader. When a tough decision is required, it is shunted to the project manager; when direction is required, the team look for it to be given rather than forging it for themselves; when inspiration is needed, the team waits for it to come rather than creating it. Read more

Horses or Humans – Control or Motivation

In the current complex and dynamic business environment where disruptive forces abound and competition is fierce, it is more important than ever to have a workforce that is engaged and motivated in a way that makes your people the organisation’s competitive advantage. Yet we still consistently see organisations that view their businesses like complicated machines and the people in them as components of the overall machinery. To make this machinery run smoothly – to get people doing what we want them to do when you want them doing it – they believe they need to reward desirable behaviour and punish unwanted behaviour. Read more