{"id":17579,"date":"2017-11-19T20:50:02","date_gmt":"2017-11-19T20:50:02","guid":{"rendered":"https:\/\/arielle.com.au\/?p=17579"},"modified":"2025-07-03T01:11:42","modified_gmt":"2025-07-03T01:11:42","slug":"transformational-leadership-examples","status":"publish","type":"post","link":"https:\/\/arielle.com.au\/transformational-leadership-examples\/","title":{"rendered":"Transformational Leadership: Essential Examples and Approaches"},"content":{"rendered":"<span class=\"span-reading-time rt-reading-time\" style=\"display: block;\"><span class=\"rt-label rt-prefix\">Reading Time: <\/span> <span class=\"rt-time\"> 7<\/span> <span class=\"rt-label rt-postfix\">minutes<\/span><\/span><p>When defining and achieving <a href=\"https:\/\/arielle.com.au\/transformational-leadership\/\">transformational leadership<\/a>, opinions and studies abound. Much of it, unfortunately, ranges from the intensely academic to the blanched corporate boilerplate.<\/p>\n<p>In this post, I aim to bring you a fresh look at this timely topic\u2014including relevant examples and breakthrough approaches to obstacles that may be standing in your way on your journey to <a href=\"https:\/\/arielle.com.au\/executive-coaching\/\">being a better leader<\/a>.<\/p>\n<p>But first, let\u2019s warm up with a few lighthearted examples of other famous leadership styles.<span id=\"Leadership_Types\"><\/span><\/p>\n<p><strong>(Related: <a href=\"https:\/\/arielle.com.au\/types-of-feedback\/\">Best 5 Types Of Feedback To Use In The Workplace<\/a>).<\/strong><\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h3><strong>1. Autocratic Leadership.<\/strong><\/h3>\n<p>Could also be called dictatorial. Strives for total control. Napoleon or any of the great oppressors exemplify this approach.<\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h3><strong>2. Servant Leadership.<\/strong><\/h3>\n<p>The total flipside of autocratic. This leader puts their people above all else. Gandhi and Martin Luther King come to mind.<\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h3><strong>3. Command And Control Leadership.<\/strong><\/h3>\n<p>Bureaucratic is another word for this style. Following the rules matter above all else. A great example would be the Roman Senate during the height of the empire; or maybe your grandparents.<\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h3><strong>4. Transactional Leadership.<\/strong><\/h3>\n<p>Status quo much? This style goes all in to maintain the current company structure and its functionality. Get on board, or get out. Bill Gates was famous for this approach.<\/p>\n<p>Okay, now that we\u2019re in leadership mode, let\u2019s dive in.<span id=\"Spot_Trans\"><\/span><\/p>\n<p><strong>(Related: <a href=\"https:\/\/arielle.com.au\/is-an-mba-worth-it\/\">Is An MBA Worth It?<\/a>)<\/strong><\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h2><strong>How To Spot A Transformational Leader.<\/strong><\/h2>\n<ul>\n<li>They lead by example.<\/li>\n<li>They possess the necessary vision to identify when the status quo no longer works.<\/li>\n<li>They\u2019re capable of persuading, motivating and organising their followers toward their vision.<\/li>\n<\/ul>\n<blockquote>\n<h3>Steve Jobs and Richard Branson are obvious popular examples.<\/h3>\n<\/blockquote>\n<p>Their leadership style evokes a visceral response from the observer or recipient akin to sheer inspiration.<\/p>\n<p>It\u2019s the equal, yet opposite, gut reaction we all felt when confronted with <a href=\"https:\/\/www.recode.net\/2017\/6\/13\/15794412\/read-entire-investigation-uber-culture-management-ethics-eric-holder\">the failings of Travis Kalanick<\/a>, Oscar Munoz, John Stumpf and other CEOs in the last year or so who, despite some measure of brilliance, managed to damage their company\u2019s brand and <a href=\"http:\/\/www.latimes.com\/business\/hiltzik\/la-fi-hiltzik-toxic-united-wells-20170411-story.html\">create cultural toxicity<\/a>.<span id=\"Transparency_Vital\"><\/span><\/p>\n<p><strong>(Related: <a href=\"https:\/\/arielle.com.au\/guide-to-capital-expenditure-capex\/\">Ultimate Guide To Capex For SMBs<\/a>).<\/strong><\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h2><strong>Transparency Is Vital.<\/strong><\/h2>\n<p>Countless companies want to transform. Yet how many leaders can lay claim to this achievement?<\/p>\n<p>QSuper\u2019s pension funds for Queensland\u2019s government employees may not be as sexy as the original iPhone launch. But <a href=\"https:\/\/www.strategy-business.com\/article\/Overcoming-Challenges-during-a-Major-Transformation?gko=a0c48\">Michael Pennisi, CEO of QSuper<\/a>, approached the needed changes with a Jobs-era Apple flair.<\/p>\n<blockquote>\n<h3>Two years ago, QSuper was one of the few remaining closed public-sectors pension funds in Australia.<\/h3>\n<\/blockquote>\n<p>So when, in that same year, the Queensland government legislated an open market, Pennisi had been preparing. <i>(From our definition: the necessary vision to identify when the status quo no longer works). <\/i><\/p>\n<p>This meant a complete revamp of their business model. To activate the transformation, Pennisi introduced two major shifts.<\/p>\n<ul>\n<li>First, a streamlining of operations coupled with single-point accountability across the business.<\/li>\n<\/ul>\n<ul>\n<li>Second, one group of people came together to oversee all the changes company-wide for consistency. Focused on five key priorities, they put all other work on hold.<\/li>\n<\/ul>\n<p>Pennisi\u2019s message to his executive team: \u201cYou\u2019ve got a mandate. Here are the expectations. I\u2019ll leave you to run with it.\u201d <i>(From our definition: Capable of persuading, motivating and organising their followers toward their vision).<\/i><\/p>\n<blockquote>\n<h3>Transparency was integral to the transformation.<\/h3>\n<\/blockquote>\n<p>Pennisi conducted regular town hall meetings with all employees completely unscripted and unrehearsed. Anyone could ask anything.<\/p>\n<p>The message to everyone was clear\u2014they were all in it together. <i>(Final point from our definition: Lead by example).<\/i><span id=\"Char_CEOs\"><\/span><\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h2><strong>Characteristics Of Transformational CEOs.<\/strong><\/h2>\n<p>Now let&#8217;s go broader. Last year, <a href=\"https:\/\/hbr.org\/2017\/05\/what-the-best-transformational-leaders-do\">HBR released a study called the Transformation 10<\/a>.<\/p>\n<p>Even though they looked at the traditional group of S&amp;P 500 and Global 500 firms, their measurements were far from expected.<\/p>\n<p>Rather than relying upon generic metrics (like innovation, or profit margin), they dug deep into which leaders could strategically reposition their companies\u2026and why.<\/p>\n<p>While the entire study is worth a read, these two characteristics of transformational CEOs are the most revelatory:<\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h3><strong>1. They&#8217;re On Two Separate Strategic Journeys.<\/strong><\/h3>\n<p>A keen insight from the study is that transformation can\u2019t occur when a leader pursues one linear journey during which the old company is expected to evolve into a new one.<\/p>\n<p>Instead, the recommended dual journey is one of repositioning the core business while actively pursuing new ones. Amazon is a great example.<\/p>\n<p><strong>(Related Article: <a href=\"https:\/\/arielle.com.au\/are-ceos-becoming-less-ethical\/\">Are CEOs Becoming Less Ethical?<\/a>)<\/strong><\/p>\n<p>Having expanded its core retailing platform into new categories like food and streaming content, its parallel journey was building the world\u2019s largest cloud computing enterprise.<\/p>\n<p>CEO Andy Jassy of Amazon Web Services (AWS) began this work in 2006. Since then, his efforts have quelled a long-standing analyst complaint about Amazon\u2014namely that its central offerings were scarcely profitable.<\/p>\n<p>Today, while AWS makes up a mere 10% of Amazon\u2019s $150 billion in revenue, it generates almost 89% of the company\u2019s $1 billion quarterly operating profit.<\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h3><strong>2. They Plan For Disruption.<\/strong><\/h3>\n<p>The two-pronged transformation journey takes time. According to the study, at least 10 years.<\/p>\n<p>And, if you\u2019re not vigilant, you can still be knocked off your feet more than a decade after you\u2019ve begun. No one knows this better than Reed Hastings of Netflix:<\/p>\n<blockquote>\n<h3><i>\u201cMy greatest fear at Netflix has been that we wouldn\u2019t make the leap from success in DVDs to success in streaming.\u201d<\/i><\/h3>\n<\/blockquote>\n<p>So, he started planning early, back in 2007. Ironically, he moved too fast when five years later, Hastings attempted to launch Qwikster\u2014a stand-alone mail-based DVD company.<\/p>\n<p>Netflix customers weren\u2019t ready for it. Hastings had to admit defeat and back off.<\/p>\n<p>The answer was returning to the dual journey until it was time to make the leap. The end result is that Netflix is now in 100 million homes in 190 countries.<\/p>\n<p>Although personally, I\u2019m repeatedly disappointed that anything I want to watch is only on DVD, this broader question of timing raises one of the trickiest issues in the transformation game.<span id=\"ROI_Long\"><\/span><\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h2><strong>ROI Of Long-Term Planning.<\/strong><\/h2>\n<p><a href=\"http:\/\/www.thelavinagency.com\/speakers\/ari-wallach\">Ari Wallach, Fast Company\u2019s new expert on social and business trends<\/a>, and self-proclaimed creator of \u201cfuturing,\u201d has cultivated an approach that appears unorthodox in today\u2019s business climate of constant change.<\/p>\n<p>Wallach, who has strategised for clients as diverse as Obama and Deepak Chopra, laments that when he began his consulting work more than a decade ago, corporate leaders used to talk, think and plan in longer chunks of time.<\/p>\n<p>Five, ten even 20 years out.<\/p>\n<p>But today, when Wallach meets with corporate leaders, they say \u201cHey, I love your work. Now let\u2019s talk about the next six months.\u201d<\/p>\n<p><a href=\"https:\/\/www.ted.com\/talks\/ari_wallach_3_ways_to_plan_for_the_very_long_term\">In one of his insightful Ted Talks<\/a>, he cautions against relying upon sandbag strategies and falling prey to a syndrome he\u2019s deemed \u201cshort-termism.\u201d<\/p>\n<p>Short-termism, Wallach claims, is a backlash of technology. We want and expect everything instantly. It\u2019s a syndrome Wallach cautions is making us hyper-reactionary.<\/p>\n<p>In an age when change is coming at leaders (and at everyone) faster than most humans can productively process, what does he recommend? <a href=\"http:\/\/www.longpath.org\/\">An approach Wallach has coined as the Longpath Practice.<\/a><\/p>\n<p>Note that he calls it out as a practice, meaning its success requires our committed active involvement repeatedly in the present moment.<span id=\"Longpath_Pillars\"><\/span><\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h2><strong>Three Pillars Of Longpath.<\/strong><\/h2>\n<div class=\"blog-post-spacer\"><\/div>\n<h3><strong>1. Transgenerational Thinking.<\/strong><\/h3>\n<p>What impact will your business have long after your own cycle of birth and death? What is your legacy to society?<\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h3><strong>2. Futures &#8211; Not Future.<\/strong><\/h3>\n<p>Open up your point of view beyond the dominant lens of your time (technology).<\/p>\n<p>Create a new point of view for yourself, and your business. What other futures\u2014beyond the obvious\u2014can your business foster?<\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h3><strong>3. Telos Thinking.<\/strong><\/h3>\n<p>In Greek,\u00a0telos\u00a0means \u201cultimate aim\u201d or \u201cultimate purpose.\u201d\u00a0Telos\u00a0thinking invites us to answer the question: To what end?<\/p>\n<ul>\n<li>What will be different by taking this step, changing this policy, or shifting this approach?<\/li>\n<\/ul>\n<ul>\n<li>What will come after? And not just a year from now or even five years from now.<\/li>\n<\/ul>\n<ul>\n<li>What will have happened 20, 50, or 100 years from now because we made this choice today?<\/li>\n<\/ul>\n<ul>\n<li style=\"font-weight: 400;\">In other words, to what end are you doing what you are doing?<\/li>\n<\/ul>\n<p>Can you hold a vision that stretches far beyond your lifespan? Before you dismiss this approach to transformational leadership as too laborious, consider this example&#8230;<span id=\"Patagonia_Success\"><\/span><\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h2><strong>Patagonia.<\/strong><\/h2>\n<p>Not the tip of South America, the corporation. Yvon Chouinard, Patagonia&#8217;s founder,\u00a0on\u00a0<a href=\"https:\/\/www.npr.org\/templates\/search\/index.php?searchinput=patagonia\">NPR\u2019s &#8220;How I Built This&#8221;\u00a0podcast <\/a> said:<\/p>\n<blockquote>\n<h3><i>\u201cThe faster a business grows, the faster it dies. We decided on a growth program so that we would be around 100 years from now. So all decisions were made as if we&#8217;re going to be around 100 years from now.\u201d<\/i><\/h3>\n<\/blockquote>\n<p>Again, 100 years. And for Chouinard, his reasoning is similar to Wallach\u2019s.<\/p>\n<blockquote>\n<h3><i>&#8220;We slowed down our growth, said &#8216;No&#8217; to a lot of opportunities and became more responsible.&#8221; <\/i><\/h3>\n<\/blockquote>\n<p>No surprise then that Chouinard\u2019s \u201cto what end\u201d is advocating for the environment, helping to prevent global warming and donating to causes that align with this vision.<\/p>\n<blockquote>\n<h3>Imagine how different a company Patagonia would be today if he had only focused on the next six months. Or even the next five years.<\/h3>\n<\/blockquote>\n<p>Don\u2019t get me wrong. I\u2019m not proposing that you scrap your short- and medium-term plans.<\/p>\n<p>But powerful transformation happens when you take a huge step back and widen your scope. Daily issues seem a lot less pressing when considered in the bigger picture.<\/p>\n<div class=\"blog-post-spacer\"><\/div>\n<h2><strong>Two Challenges For You.<\/strong><\/h2>\n<p>The next time you\u2019re feeling backed into a corner by a risky short-term dilemma, ask yourself:<\/p>\n<ol>\n<li><strong>Will delaying this decision\/launch affect the future of your business 100, 10 or even five\u00a0years from now?<\/strong> If the answer is no, back away. It becomes easier to lead without the distraction of a minor setback. And to course correct if you\u2019re not expending your precious energy on a short-term stressor.<\/li>\n<li><strong>How can you simplify your company\u2019s mission?\u00a0<\/strong>What basic statement embodies your very purpose for doing your business? When you think about the next century, platitudes and business jargon seem to land where they belong\u2014in the waste bin.<\/li>\n<\/ol>\n<h2><strong>I\u2019ll End Today\u2019s Post With An Inspirational Tale.<\/strong><\/h2>\n<p>It was impossible to say no to President Mandela.<\/p>\n<p>As the stories go, Mandela was endeavouring to convince a local corporate executive to donate to the restoration of a football field in the Eastern Cape devastated by flooding.<\/p>\n<p>The executive made the trip with Mandela, but with a firm financial figure in mind that he was determined not to deviate from.<\/p>\n<p>When the helicopter landed at the football field, tens of thousands of black school children in sparkling white shirts bowed to welcome their leader.<\/p>\n<p>Again, as the stories go, Mandela turned to the executive and said, \u201cNow, I hope you are not going to disappoint me?\u201d<\/p>\n<blockquote>\n<h3>In that split second, the executive mentally vowed to double the amount of his donation. After everything Mandela had sacrificed, how could he possibly hold back?<\/h3>\n<\/blockquote>\n<p>And so, we\u2019ll add one last example bullet point to our working definition for today: Generosity.<\/p>\n<p>Give of yourself and transformation will follow. You are the first, and most important, example of transformational leadership.<\/p>\n<p>&#8211; Irene<\/p>\n","protected":false},"excerpt":{"rendered":"<p><span class=\"span-reading-time rt-reading-time\" style=\"display: block;\"><span class=\"rt-label rt-prefix\">Reading Time: <\/span> <span class=\"rt-time\"> 7<\/span> <span class=\"rt-label rt-postfix\">minutes<\/span><\/span>What are the best examples of transformational leadership? Who are the most transformative leaders of 2018?\u00a0We go beyond the generic metrics to find out.<\/p>\n","protected":false},"author":2,"featured_media":66131,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"_uag_custom_page_level_css":"","_lmt_disableupdate":"","_lmt_disable":"","footnotes":""},"categories":[8,274],"tags":[36,60],"class_list":["post-17579","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership","category-strategic-management","tag-leadership-lessons","tag-transformational-leadership"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Transformational Leadership: Essential Examples &amp; Approaches<\/title>\n<meta name=\"description\" content=\"What are the best examples of transformational leadership? 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Who are the most transformative leaders of 2018?\u00a0We go beyond the generic metrics to find out.","_links":{"self":[{"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/posts\/17579","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/comments?post=17579"}],"version-history":[{"count":13,"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/posts\/17579\/revisions"}],"predecessor-version":[{"id":118662,"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/posts\/17579\/revisions\/118662"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/media\/66131"}],"wp:attachment":[{"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/media?parent=17579"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/categories?post=17579"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/arielle.com.au\/wp-json\/wp\/v2\/tags?post=17579"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}