Lessons Learned
FLOR M. GLINOGA, Ph. D.
HOW TO IMPLEMENT TRANSFORMATIONAL LEADERSHIP AS HR PROFESSIONALS
Flor M. Glinoga, PhD is an internationally recognized Management and Human Resource Consultant. She holds a B. S. degree in Psychology, M. A. / PhD Degree in Clinical Psychology, and a Masters in Development Management. She also completed the certificate course on Project Management at Wharton School of Economics, University of Pennsylvania, U. S. A. She has 30 years of varied work experiences in the government, private, non-profit organizations as well as in foreign and international companies. She is a trainer, coach and a career counselor to employees of organizations who desires excellence and continuous improvement, especially those undergoing organizational and personal change. She has closely worked with the industrial sector, private and government agencies for the institutionalization and sustainability of the company employee relations programs. For inhouse executive coaching, t r a i n i n g / w o r k s h o p s and HR / Management consulting services, please contact email address: fglinoga @ yahoo. com or cp: 09177326414.
People Managers today are faced with information on major workplace trends and are expected to prioritize them appropriately; develop an HR strategy to respond; and execute it for the benefit of the organization.
This is no easy task – and it is not getting any easier. The next decade will undoubtedly bring major changes to how businesses are structured; how they are led; and how these changes affect employees and shape their experiences.
There are a few key steps in HR that you can take to help implement Transformational Leadership:
1. FIND A POSITION OF COMPETITIVE ADVANTAGE
Consider what is happening with the onslaught of smartphones, tablets and social networks. The youngest employees have grown up with technology. Whether or not we regard open communications as naive, to them it is a given. In the end you have an organization that can no longer control communication. So what can HR professionals do? They must continue to find a position of competitive advantage. Advantage is the end product of executing on an enlightened vision, a fresh strategy and a new culture. Then you ' ll be ready to transform your company.
There are three( 3) stages in the Transformational Process.
The first stage is to wake up the office to improve or perish. Most businesses are slow to recognize this first stage and wait to be hurt in the marketplace before they do wake up. Do not wait. This has happened to the auto industry, to consumer electronics, to the steel industry, to banking, and to medicine. Beware of resistance to change, especially if your company is already successful. Do not think gimmicks or management hula-hoops will help you out of the first
stage. That will only occur when you create a vision.
Stage two is to create a vision of your preferred program paradigm. Be specific in the type and size of programs dependent upon capacity factors that are realistic. If you can give your clients and stakeholders clear picture of the organization’ s programs, most will follow your path. Without a clear picture of your programs, no one can imagine what you are trying to do. The better you paint your picture the better response you will get.
Stage three is the reworking of developing workers and procedures to fit the new vision you have created. Keep in mind that once this transformation ends, you will most probably begin another-- the basic principle of on-going improvement.
2. CRAFT A TRANSFORMATIONAL LEADERSHIP PARADIGM
Another viable option to address the above trends is to craft a leadership paradigm that focuses on transformational leadership attributes. As opposed to transactional leadership, a style characterized by offering rewards for productivity and denying rewards for a lack of productivity, transformational leadership aims to stimulate and inspire followers to reach beyond what they thought possible and elicit extraordinary results. It looks to achieve true commitment and involvement from the follower by involving his or her self-worth in the work. Four I’ s characterize transformational leadership, which is the most studied style of leadership:
a. Idealized Influence is in which the leader communicates the values, purpose, and organizational mission in a way that motivates respect and pride;
b. Inspirational Motivation is where the leader shows visible optimism and excitement about the future;
16 PEOPLE MANAGER I January 2013