Transforming leadership in organisations: Bringing meta "visioning" into the macro leadershop rôle

A decade ago, Burns used the term transforming leadership to describe a type of noncoercive political leadership that engaged people, was morally elevating and, in turn, sparked leadership in them. In applying this concept to organisations, there has been a tendency to broaden the meaning of transforming in a way that tends to obscure its original intent. This springs, in effect, from the unconscious intermingling of two fundamentally different perspectives on leadership. These are illustrated by examples drawn from recently published studies by Bass, Bennis and Nanus, and Tichy and Devanna. Burns viewed transforming leadership from the noncoercive influence-on-individuals perspective: people were transformed by becoming "engaged" and this, in turn, could produce a transformation in the organisation. As it happens, however, a transformation can also be produced by leadership from the opposite perspective i.e. the power-wielding shaker-and-mover. The successful autocrat can transform the fortunes of an organisation but is far from Burns' concept of a transforming leader. In this article, the author suggests this confusion can be clarified by realising that the transformation produced by the shaker-and-mover comes from success in performing the macro leadership role of path-finding and culture-building. True transforming leadership in organisations only occurs when the "visioning" of meta leadership is applied to performance of the macro leadership role. In this way, enthusiastic followers are created as people become "engaged", doubts are removed and energy is released.