The Transforming Leader: A Meta-Ethnographic Analysis

Community College Review, Winter, 1998 by C. Dean Pielstick

Sayings such as "actions speak louder than words" illustrate the power of nonverbal communication. Transforming leaders consistently lead by example. These leaders are very aware that their actions are closely watched and interpreted for consistency with the spoken word. Consistency helps build trust. Transforming leaders frequently use symbolic actions to make a point. Every action (or lack thereof) by the leader is subject to symbolic interpretation by followers.

Similarly, the leader also communicates through physical presence-being seen by followers. She or he represents the group whenever attending a meeting or social function. Management by wandering around (MBWA), popularized by Peters and Waterman, is another form of communication through physical presence, although it is usually used as a way to engage in informal and personal dialogue with others in the college, to articulate the vision, and to build relationships.

Building Relationships

Building relationships reflects the interactive, mutual, and shared nature of transforming leader behaviors. A web of high-quality relationships makes it possible to communicate, to effect the shared vision, and to shape the culture that supports the vision. "Transformational leaders may foster the formation of high-quality relationships and a sense of a common fate with individual subordinates while, in a social-exchange process, these subordinates strengthen and encourage the leader" (Deluga, 1992, pp. 244-245). Shared values affect the nature of the relationships and facilitate achievement of the vision.

These interactive relationships have been described as being shared, two-way, mutual, collaborative, and collegial. They cross boundaries. Transforming leaders tend to be friendly and informal. They treat subordinates as equals, give advice, help and support, and encouragement. Transforming leadership clearly involves a relationship in which the leaders and followers are fully engaged with each other in achieving the shared vision of the organization. "With such an ongoing, flowing dialectic of transformative human action, leaders become followers and followers become leaders in the ebb and flow of organizational interaction" (Watkins, 1989, p. 28).

Transforming leaders build trust through their actions. Doing what one advocates, role modeling, and setting an example describe the consistency of actions critical to building trust among followers. In addition, these leaders trust followers. The trust of followers must be earned. Trusting them first builds credibility and leads to trust of the leader.

Transforming leaders are sincere, personable, and caring. These leaders respond to the needs and interests of others. They enable, empower, and challenge followers. The mutual relationship is equitable and considerate, showing genuine concern for others. Transforming leaders provide support, and they are helpful to others, including coaching and teaching. In addition, because they challenge followers to stretch and take reasonable risks, these leaders are forgiving when efforts do not succeed as expected.