Transformational leadership: Learning and difficulties

Abstract

There are few studies on what sort of change and challenges leaders that go through, in an intervention in leadership development in transformational leadership. This study is a longitudinal mixed-method analysis of a six-day intervention in transformational leadership. It investigates which part of the transformational leadership paradigm it is difficult to learn or not. The objective findings show a positive development in Idealized Influence (Attribute), Intellectual Stimulation, and Extra Effort and a negative development in Laissez-fair management. There is no change in the control group. The interviews uncover 27 % had a role model (Idealized Influence (Attribute) as their chosen factor to develop. Half of the participants report they are now more conscious of how they lead. The empiric data are discussed in the light of theory in leadership development and in learning. It is known from research that skills and other sorts of capabilities, like communication and sharing a vision, are behaviors that can be learned. The data shows there has been a development in a positive direction. The participants expressed confidence in what they learned. One reason for the change in behavior is both that the new skills are relevant at work, but also perceived as a better way to handle a challenge. The positive development in Intellectual Stimulation and Extra Effort may be a side effect that can be attributed to greater awareness of how they lead. This change may come because of "deep learning" and development to a more "open mindset". In the control group approach to management, they seem to be more instrumental and they do not relate their management skill or attitude to a theoretical framework.