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Unveiling the Power of Leadership: A Transformational Leaders Journey toward Developing the Lead Framework
Transformational leadership is a dynamic and people-centered approach that fosters vision, motivation, personal growth, and collective advancement. This qualitative single case study explores the lived leadership journey of a school leader, using semi-structured interviews to uncover rich, contextual insights. Grounded in transformational leadership theory, the analysis surfaced key themes such as empowering colleagues, cultivating trust and collaboration, inspiring a shared vision, and navigating institutional adversity. The leader's practices, such as modeling behaviors, encouraging autonomy, and maintaining open, supportive communication—demonstrated a clear alignment with transformational principles, especially during the trials of the pandemic. Elements of servant leadership also emerged, reflecting a deep commitment to relationship-building, community involvement, and service-oriented leadership. These insights contributed to the formulation of the LEAD Framework which encapsulates the core values and practices that defined the leader's transformational journey. Ultimately, this study offers critical implications for educational leaders, showing that impactful leadership is anchored in service, trust, and a unified pursuit of meaningful change.
Journal Article
Greening organizations through leaders' influence on employees' pro-environmental behaviors
Climate change is a serious global issue that poses many risks to environmental and human systems. Although human activity is cited as the main cause of climate change and organizations significantly contribute to climate change, research that investigates workplace pro-environmental behaviors remains scarce. We develop and test a model that links environmentally-specific transformational leadership and leaders' workplace pro-environmental behaviors to employees' pro-environmental passion and behaviors. Structural equation modeling on data from 139 subordinate—leader dyads (M ages = 37.42 and 40.17 years, respectively) showed that leaders' environmental descriptive norms predicted their environmentally-specific transformational leadership and their workplace pro-environmental behaviors, both of which predicted employees' harmonious environmental passion. In turn, employees' own harmonious environmental passion and their leaders' workplace pro-environmental behaviors predicted their workplace pro-environmental behaviors. These findings show that leaders' environmental descriptive norms and the leadership and pro-environmental behaviors they enact play an important role in the greening of organizations. Conceptual and practical implications are discussed.
Journal Article
Beyond Transformational Giftedness
This article discusses kinds of transformational giftedness, or giftedness that makes a positive, meaningful, and possibly enduring difference to the world. We extend previous work by suggesting that there are two kinds of transformation that matter: self-transformation and other-transformation. Combining these two kinds of transformation yields a 2 × 2 grid of four kinds of giftedness: non-transformational giftedness (no transformation), transformational giftedness (self- and other-transformation combined), self-realized giftedness (whereby one transforms oneself but not others), and other-realized giftedness (whereby one transforms others but not oneself). We open with a discussion of some of the history of conceptions of giftedness. Then we discuss transformational giftedness as it has been defined in the recent past. We then introduce our concepts of self- and other-transformation. We also describe two other kinds of giftedness—inert giftedness, which is giftedness in personal attributes that has not been realized in interactions with others and the world; and transactional giftedness, which is a give-and-take form of giftedness whereby one meets certain societal expectations in exchange for being identified as gifted. We finally conclude that the gifted movement needs to focus much more on developing transformational giftedness, or at least the potential for it, in our young people.
Journal Article
Catalytic governance : leading change in the information age
\"Although the information age offers individuals from all walks of life the power to make their voices heard, we often end up with a cacophony of competing voices rather than a conversation. With so many people empowered to join the decision-making process, the number and diversity of stakeholders in governance situations poses a special challenge: how do you steer when so many hands are on the wheel? Catalytic Governance offers a proven approach to managing this challenge, built on the insight that effective leadership and governance depends less on traditional top-down approaches and more on creating shared meanings and frameworks. Drawing on their experiences managing transformational change in a complex, multi-stakeholder environment on issues ranging from finance to climate change, health, and the digital revolution, Patricia Meredith, Steven A. Rosell, and Ged R. Davis demonstrate how to use dialogue to engage stakeholders, explore alternative perspectives, develop shared mental maps and a vision of the future, and co-create strategies and initiatives to realize that future. While elements of this approach will be familiar, this is the first time they have been combined into a coherent model and tested together in practice. The book describes in detail how this was done in the process of transforming the Canadian payments system. The catalytic approach to governance is a powerful tool for leaders in the public and private sectors looking to lead and govern more effectively.\"-- Provided by publisher.
Book
Developing Transformational Leadership Skills to Impact Organizational Performance in the Post-Pandemic Era
The knowledge economy is going through an unprecedented level of disruption. The surprise result of a pandemic increased uncertainty over safety and security, and fears about a downturn have left many business leaders concerned about how best they can improve organizational performance. One possibility is to embrace the transformational leadership style. This article has been written for management consultants to enhance the value of their clients’ learning experience of transformational leadership across the globe. They can make use of this article to build their clients’ mastery of transformational leadership as they engage themselves and others for business success.
Journal Article
Leadership is language : the hidden power of what you say, and what you don't
\"A radical new playbook for empowering your team to make better decisions and take greater ownership\"-- Provided by publisher.
Book
How GHRM is related to green creativity? A moderated mediation model of green transformational leadership and green perceived organizational support
PurposeThis study aims to examine the relationship between green human resource management (GHRM) practices and green transformational leadership toward inducing employees' green creativity. Specifically, drawing upon the ability, motivation and opportunity theory, the authors tested how green perceived organizational support (green POS) mediates the link between GHRM practices and employees' green creativity. Furthermore, based on the firm's resource-based view, the authors examine the moderating role of green transformational leadership on the relationship between GHRM practice and green POS.Design/methodology/approachUsing a survey questionnaire, this research was conducted with a multi-source sample of 201 supervisors and their 428 subordinates from organizations working in grocery, food and personal care products in Pakistan.FindingsThe findings of structural equation modeling revealed that green POS plays a mediating role between GHRM and employees' green creativity. The study findings also highlighted that green transformational leadership moderates the positive relationship between GHRM practices and green POS.Practical implicationsOrganizations need to implement GHRM practices to achieve environmental performance. Individuals are likely to recognize themselves with organizations that are engaged in green practices, and therefore, organizations can get benefits from implementing GHRM practices.Originality/valueThis research explores green POS and green transformational leadership as novel mechanisms through which GHRM practices influence employees' green creativity in organizations. In addition, the authors empirically examined our theorized relationships in the South Asian context.
Journal Article