This is a guest post by Jeff Perry, MBA

As leaders, we have a responsibility, duty, and stewardship to take care of those we lead so they can grow and become the best they can be for themselves and the organization. In order to do this, we don’t simply want to be interacting with them in a transactional way, but want to be building something that is transformational.

In this article, I will give you an overview of four areas that constitute transformational leadership and how you can improve in each area.

Individualized Consideration

“In real life, the most practical advice for leaders is not to treat pawns like pawns, nor princes like princes, but all persons like persons.”

~ James MacGregor Burns

What does it feel like to be treated like an individual by those who lead us? When they see that we have different skills, passions, and talents than others and they want to grow that in us?

It typically feels wonderful and is one part of building a transformational leadership relationship.

When we treat each person as an individual, they feel seen, heard, and cared about. We’re driving success through the team and their strengths, and working hard to put each person in a position to succeed. We understand and spend time learning about each person’s goals, dreams, and aspirations, and we work to help them accomplish those goals.

As such, they desire to do their best for the good of the team and are more likely to heed guidance, feedback, and correction from you because they know you have their interests at heart.

Consider this: How can you connect and influence those on your team more as individuals in the way that is most optimal for them?

Idealized Influence

“Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.”

~ Steve Jobs

Transformational leaders inspire those they lead with a clear vision of what needs to be done to succeed and set an example for how to make it happen. They clarify the “what” and the “why” of the organization, and truly “walk the talk” as a role model in the work that they do.

Transformational leaders exhibit idealized influence.

[Read more…] about Moving From Transactional to Transformational Engineering Leadership