In the following description, I do not pretend to be exhaustive with respect to its characteristics, but we will emphasize the main attitudes that leaders should have whose objective is to qualify as transformational.
1. The transformational leader has a very clear knowledge of himself, which helps him understand his own motivations, in addition to understanding how his way of acting impacts on the behavior of others; this way you can bring about the planned change in your organization.
2. The transformational leader lives a strong coherence and adaptability. This means that you always seek harmony between what you think, say and do, while continuing to modify your behavior, when it is necessary for your organization. You must also be flexible enough to adapt and, if necessary, break your own paradigms that do not allow you to transform your company.
3. The transformational leader's standard of conduct is to learn on his own as well as manage himself. Updating your knowledge is carried out by being proactive, always seeking the rational and practical application of everything you learn so that your organization can transform itself and reach better levels of competitiveness. This attitude leads him to commit himself to discipline.
4. The transformational leader recognizes efforts around continuous improvement; is attentive and gives relevance to measurement and the use of standards in order to verify the commitment to constant improvement.
5. The transformational leader has a great capacity to reinforce learned behaviors; develops a great ability to recognize and reward behaviors of its employees that are related to the desired or expected learning so that they are repeated and combined to achieve goals or results; and combines the above with the motivation, development and retention of human resources.
6. The transformational leader develops great experimentation skills. This implies venturing into new ways of working; trusts people to experiment and explore new alternatives for their institution.
7. The transformational leader lives a culture of innovation and flexibility. This implies an intense use of lateral thinking, accepting ideas that break with commonly accepted schemes; He also freely accepts creative ideas for solving problems, even if this entails changing mental models.
8. The transformational leader is visionary. By living in a world of constant change, professional success and that of organizations depends, now more than ever, on the ability to anticipate these changes. On the other hand, upright men are required to give these changes the proper direction.
Personalities with vision know how to perceive the fundamental features of the evolutionary process that society is experiencing and identify the actions that it is appropriate to undertake.
9. The transformational leader has prudence and boldness in decision making. It is prudent, when decision-making is preceded by the necessary behaviors; when it is the result of a trial that has taken into account the most important circumstances; and when something is decided that it is possible to carry out.
10. The transformational leader has sensitivity to treat others, recognizing in them their personal dignity. This change in mindset has highlighted the importance of developing authentic interpersonal relationships.
When the leader makes this decalogue his way of leading and managing, he achieves a commitment to learning and continuous improvement towards the competitiveness of all his people.
People learn when their leader:
he is able to involve her in defining the vision of his team.
motivates and encourages actions or alternatives to emerge to improve.
accept that staff develop skills to manage their own conflicts.
is able to sell the idea that the change is worth it.
is able to modify his habits to improve.
it is consistent, which gives it credibility and confidence.
he is capable of being visionary.
act wisely when faced with challenges.
respects the dignity of all who work in the organization.
