The Key to Exceptional Leadership
Leadership and coaching go hand in hand, and both require an understanding of what drives people. Yet, in the rush to meet targets, solve problems, and deliver outcomes, leaders often approach conversations and challenges with the attitude of getting the change they want as quick as possible, and this often results in the change only being surface level. And while this may tick immediate boxes, it misses an opportunity for deeper connection and more lasting impact.
So, what’s the difference between transactional and transformational approaches, and how does it relate to showing up as a great leader? Let’s explore these concepts and why a transformational approach is essential for creating meaningful change within your team or organization.
Transactional approach: The “What”
At its core, transactional approaches focuses on tasks, processes, and immediate problem-solving. It’s about the “what” – what needs to be done, what action is required, and what solution will fix the issue at hand. In a transactional approach, the conversation often centres on:
- Setting short-term goals
- Identifying immediate actions
- Providing advice or solutions
For example, a manager might ask a team member struggling with workload, “What steps can you take to finish this project by Friday?” While this question might encourage some reflection, it remains surface-level and focuses on achieving an outcome rather than understanding the root cause of the challenge.
Transactional approaches are not inherently bad. It’s efficient and necessary at times, especially when dealing with straightforward tasks or urgent matters. However, relying solely on transactional approaches can limit growth, engagement, and trust within teams.
Transformational approach: The “Who”
Transformational approaches, on the other hand, is about the “who.” It focuses on the person, their values, motivations, and potential. Instead of jumping straight to solutions, transformational approaches encourages leaders to dig deeper, asking questions like:
- Who are you in this situation, and how does it align with your values?
- What’s really holding you back?
- How do you see yourself growing from this experience?
This approach is less about fixing problems and more about facilitating self-awareness and growth. It’s about helping people understand themselves better so they can unlock their potential, make meaningful decisions, and drive sustainable change.
For instance, instead of focusing on how to finish the project by Friday, a transformational leader might ask, “What support do you need to feel confident in balancing this project with your other responsibilities?” This not only addresses the immediate challenge but also builds awareness that impacts the individual far beyond that individual project.
Why Transformational Leadership Matters
In their 1986 study, Bass and Avolio defined transformational leadership as the ability to inspire and motivate teams by focusing on values, emotions, and long-term vision rather than short-term tasks. This type of leadership fosters:
- Deeper Engagement: Employees feel seen and heard, leading to stronger connections and higher morale.
- Personal Growth: Team members develop greater self-awareness and confidence, enabling them to tackle future challenges more effectively.
- Sustainable Change: By addressing root causes rather than surface symptoms, transformational leadership creates lasting impact.
The concept aligns closely with Stephen Covey’s Habit 5 from The 7 Habits of Highly Effective People: “Seek first to understand, then to be understood.” Great leaders start by understanding themselves, which enables them to understand and connect with others authentically.
Starting With You: The Hard Work of Transformation
Transformational change begins with self-awareness. Leaders cannot effectively guide others without first understanding their own values, biases, and motivations. This “hard work” involves:
- Reflection: Taking the time to explore your own leadership style, strengths, and areas for growth.
- Feedback: Actively seeking input from peers, team members, or a coach to uncover blind spots.
- Curiosity: Asking yourself tough questions like, “What drives my decisions?” or “How do I show up for my team?”
When leaders do this work, they not only set an example but also create a culture where self-awareness and growth are valued.
Transformational Coaching in Practice
One of the important things we focus on in our Coaching courses at Inclusive Futures Academy is ensuring our coaches understand this important difference and how it impacts on coaching. As a coach, you want to coach the person not the problem. We want to focus on helping our clients understand the root causes of the challenges they are facing so they an apply that learning and insight into problems in the future.
As a leader, I think it’s important we do the same. Incorporating transformational coaching into your leadership approach requires a shift in mindset. Here are some practical ways to get started:
- Ask Powerful Questions: Move beyond the “what” and focus on questions that focus on the “who” – these questions explore deeper motivations and values.
- Listen Actively: Resist the urge to jump in with solutions. Instead, hold space for the other person to reflect and find their own answers.
- Focus on Strengths: Help individuals identify and build on their strengths, rather than dwelling on weaknesses.
- Reframe Challenges: Encourage your team to see obstacles as opportunities for growth.
- Model Vulnerability: Share your own experiences and challenges to build trust and authenticity.
Ready to Transform Your Leadership?
At Inclusive Futures CIC, we provide support in the form of coaching and training designed to help leaders create transformational, inclusive changes within their organisations. Whether you’re looking to enhance your coaching for yourself or your team, develop your leadership skills, support your team’s growth, or embed coaching practices into your organization by building your own coaching skills, we can help.
Let’s start a conversation about how we can support you and your team. Get in touch today to explore the possibilities at hello@inclusivefutures.co.uk.
References
- Bass, B. M., & Avolio, B. J. (1986). Transformational Leadership Development: Manual for the Multifactor Leadership Questionnaire.
- Covey, S. R. (1989). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change.
- International Coaching Federation (ICF). (2009). Global Coaching Study.
