12 Behaviors of a Transformational Leader

Estimated Reading Time: 5 minutes

Note from the Editor: Today we bring you this article that Virginio Gallardo published in his blog which we found interesting to open a new discussion thread at Zyncro. What types of leaders are there in businesses? What type of leader transforms an enterprise into a social enterprise? What characteristics should this leader have? Tell us in the comment section 😉

We are in a new age where talent management requires new leadership. I suggest that we analyze the characteristics of the new transformational leader from six leadership styles that include different levels of performance from emotional self-management to the management of internal and external communities.

Style 1 : Emotional Manager (central axis): Leadership is managing emotions designated as emotional intelligence that is at the center of leadership development; starting to lead ourselves can lead others towards self-knowledge, self-regulation being one of the most important bases for managing teams.

  • Behavior 1: Recognize the motives and intention strengthening the trust between individuals with objectives on the team
  • Behavior 2: Create a trusting emotional environment that appropriately fosters apprenticeship and innovation 

Style 2: Motivator for achievement (present/results): Objectives are clearly established, giving demanding monitoring while in accordance with each employee’s potential. This is the base of attainment for some excellent results. Results are the best expression of leadership and innovation, but they are also one of the elements that reinforce excellent performance.

  • Behavior 3: Promotes the generation of ideas leading actions that improve results  
  • Behavior 4.: Appropriate demands for results from the potential and abilities of each employee 

Style 3: Proactive (future/results): Establish performance goals, values, sense of purpose and references for the future so that performance guides are given to collaborators, which allows autonomy in performing tasks and fosters change and innovation.

  • Behavior 5: Communicate challenging performance goals and give ample guides so that your employees can act autonomously 
  • Behavior 6: Promote continuous improvement and innovative behaviors, and thus drive change.

Style 4: Developer (present/people): Promote continuous development in the work environment, good competition require continuous development. A leader creates exacting feedback environments, creating attitudes in their employees destined to improve self-learning and training in the work environment.

  • Behavior 7: It is insured that each employee has challenging feedback environments for their self-development through action plans
  • Behavior 8: Create learning environments where controlled action and error are the protagonists. 

Style 5. Promoter (future/people): It is behavior and style that most relates with fostering proactive action and leadership distributed among employees. It also includes all of the tools focused on empowerment, personal growth and professional teams, considering not only assignments and interests, but also those who enhance the long-term tasks.  

  • Behavior 9: Promote talent from each employee so that they can be proactive in their development and future initiatives 
  • Behavior 10: Promote leadership (distributed leadership) so that each member of the team occupy positions of leadership in different aspects. 

Style 6. Social Networker: Create cohesive conditions so that the team works together, shares and collaborates between team members and with other teams; sometimes externally or in the network (communities). It is a connection or integration of teams.

  • Behavior 11: Create internal cohesion in your team which fosters generosity and collaboration 
  • Behavior 12: Promote communication and collaboration with other teams in the company and in external communities. 

Virginio Gallardo (@virginiog) is the Director at Humannova, a human resources consultancy specializing in leadership support in innovation for businesses and managing organizational transformation. He is the author of the book “Liderazgo transformacional” (Transformational Leadership) and coordinator of ”Liderazgo e Innovación 2.0“ (Leadership and Innovation 2.0). This article was published originally in his blog “Supervivencia Directiva“, where you can follow his reflections.