The Transforming Leader: A Meta-Ethnographic Analysis

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

The single most often referenced characteristic of transforming leaders is self-confidence. These leaders are committed and motivated by a higher purpose. Furthermore, they are centered and have an internal locus of control. Transforming leaders exhibit self-understanding and are self-disciplined. They have a need for power but use it for empowering others, rather than for their own purposes. When it is used personally, power becomes a source of energy rather than a source of control over others.

Transforming leaders also have a need for achievement, but interestingly may not have a need for affiliation. This latter finding contrasts with other findings about the nature of relationships between transforming leaders and their followers; in other words, these leaders are personable, caring, friendly, and warm.

Transforming leaders are passionate. They are focused and committed to the shared vision, a vision of the common good, a commitment to higher education as a means of improving the quality of life of society at large. So strong is this passion that they may willingly give all of their time and energy to this cause. These leaders are disenchanted with the status quo and pursue their calling with a sense of giving. Transforming leaders view themselves as servant leaders.

One of the most frequently discussed leader characteristics is charisma. Charisma among transforming leaders arouses controversy. Some sources consider charisma to be a fundamental component of transformational leadership. Others argue that charisma is a quality only attributed to the leader by followers. Evidence suggests that followers of charismatic leaders focus on the leader, whereas followers of transforming leaders focus on the shared purpose or vision. Although more research is needed on this phenomenon, it may be that charismatic and transforming leadership are not mutually exclusive. The transforming leader may also be charismatic, or not. The charismatic leader may be transforming, or not.

Intelligence, a quality that appears to be increasingly recognized as essential in a complex and ever changing world, is commonly attributed to transforming leaders. These leaders are known for having good judgment and having expertise in their industry, their profession, and leadership. Transforming leaders demonstrate cognitive complexity, the ability of the leader to understand and attend to complex and competing needs simultaneously, and approach challenges with a variety of perspectives and approaches. "Exemplary presidents saw patterns, analyzed problems at a deep level, understood nuances, and were concerned about receiving feedback" (Birnbaum, 1992, p. 181).

Transforming leaders also practice and support lifelong learning. Such learning promotes personal renewal. On a larger scale, it also promotes organizational renewal. Transforming leaders use and promote the use of critical, creative, and reflective thinking, which supports the development of cognitive complexity. This provides a basis for multiple frames of reference or situational alternatives.