In Part 1, I made the point that the type of leadership Anguilla needs in order to make a real lasting progress must not be tyrannical in nature but, Principle-Centred, collaborative, empowering and win-win oriented. In Part 2 I wish to emphasize that the type of leadership which will move Anguilla into a qualitatively new phase of development must be ‘Transformational’ Leadership. The old transactional form is no longer appropriate.
Experts in the field inform us that top leadership in both private and public sectors are either transactional or transformational. They also tell us that, in general more and more leaders in both sectors are recognizing the limitations and short comings of the transactional form of leadership and are therefore embracing the principles of transformational leadership. They see this shift as absolutely necessary in order to position their various organizations to take full advantage of the new opportunities and perspectives which have come about because of advanced technology, and which are now part of modern technology society.
The point I wish to make in this article is that if Anguilla’s political leadership continues to be transactional, Anguilla will continue to slide downwards into deeper poverty, alienation and a state of run-down. Not only must there be a real change in the way the top leadership has operated over the years, but there must also be a new leadership which is visionary, Principle-Centred and transformational. In previous articles I have discussed the marks of visionary and Principle-Centred leadership. In this article I will highlight the main characteristics of transformational leadership.
Transformational leaders are concerned with changing failing organizations into vital and viable organizations so that they can be optimally effective in achieving their vision and goals. These leaders always begin with a new vision of what can be, a vision of success, and then commit to action which will result in organizational change inspired by the new vision. This will inevitably mean empowering employees to become leaders, and leaders to become agents of change. The change desired is not a surface or superficial change but, a ‘radical change’ in that it reshapes the realities of the organization’s world to be more in alignment with our true values and ideals.
Stephen Covey, whom I quoted before, writes: “The goal of transformational leadership is to ‘transform’ people and organizations in the literal sense- to change them in mind and heart; enlarge vision, insight and understanding; clarify purposes; make behaviour congruent with beliefs, principles and values; and bring about changes that are permanent self-perpetuating and momentum building”.
He advises, “It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader. In other words, the transforming leader must be a ‘Big’ person. ‘Little people’ cannot be transformational”.
Somewhat in contrast to transformational leaders are transactional leaders. Experts tell us again that these transactional leaders usually focus on managing, on short term goals on events and on ‘doing things right’. They are unlike the transformational leaders who are more concerned with higher, long term goals and with ‘doing the right things’. For transactional leaders people are often seen assets, and resources of the organization and not as having intrinsic worth and the value in themselves. When this happens, the leadership approach to employees becomes utilitarian. The Leaders may be ‘nice’ to them as important assets, but at the same time they disrespect and violate their spiritual nature, and their sense of intrinsic worth. Sooner or later, the organization will begin to experience the fall out in terms of turnover, low enthusiasm, low morale, low productivity, etc. and even sabotage when that begins to happen it means that failure has set in, and deep change becomes really necessary.
On observation and analysis, the above description is a fairly accurate reflection of the Anguilla situation at present, especially as it relates to government. The transactional leadership provided by the AUM and AUF governments over these thirty or so years has left Anguilla socially divided, spiritually demoralized, and economically unviable and a public service which is marginalized and discouraged. Change is now a must if we are to pull out, recover and progress. Transformational leaders, however, place a very high value on the Principle-Centred approach. This approach enables workers to feel a sense of worth, confidence and empowerment as they realize that they function not at the will of any arbitrary personalities, but by timeless, correct principles and procedures, policies and practices which are honoured by everyone, including the top people. Personal integrity, transparency and accountability to these principles and to each other will actually transform the culture of an organization, even when that organization is the government.
Transformational leaders are very much aware of the ambiguous nature of power, and they are very prudent and wise in how they use it. Power has been called ‘the basic social energy’, and it has been used by governments, and others to do much good as well as much harm and damage. Historically, transactional leaders have been inclined to use power more negatively, as a weapon of control, repression, domination, and even death in order to engender fear, force compliance and achieve goals which are not in the best interest of the greatest number. This is a misuse of the power inherent in leadership. It occurs when ‘little people’ are made leaders, and they become insecure, greedy, insensitive, corrupt, egocentric, and the like. Perhaps it was the abuse of power which led Lord Acton to say, “Power tends to corrupt, and absolute power corrupts absolutely”. My question is this: In what ways have we experienced the abuse or misuse of power by our top leaders, and what good, if any, has been achieved?
Unlike the controlling and restrictive attitude which tends to prevail among transactional leaders, the Transforming leaders’ attitude and approach is clearly concerned with the empowerment of the workers. They intentionally set out to boost employees’ morale, generate a sense of meaning and value in their work, and respect their intrinsic human worth. Transformative leaders’ overriding concern is to provide effective leadership to the organization by the wise use of power because of their belief that only with such leadership the organization (Government) can succeed.
Recognizing the dynamic relationship between leadership, power and success, Warren Bennis and Burt Nanus write:
“Power is the basic energy needed to initiate and sustain action or to put it another way, the capacity to translate intention into reality and sustain it… Leadership is the wise use of power: Transformative leadership (or) effective leadership can move organizations from current to future states, create visions of potential opportunities for organizations, instil within employees commitment to change and instil new cultures and strategies in organizations to mobilize and focus energy and resources..They direct organizational changes that build confidence and empower their employees to seek new ways of doing things…by creating visions of the future that evolve confidence in and mastery of new organizational practices”. (Leaders p.17f)
I quoted the above passage in full because it is so profound and relevant to Anguilla today. Please read it again. If you truly wish to see Anguilla transformed into a viable, progressive and empowering island state, do make sure that in the next general elections you vote to put the island into the hands of new, able and transformative leaders. The traditional transactional leaders we have had in the past are no longer effective or relevant for the new Anguilla we desire and dream about. Be wise! Vote the DOVE.
What we need is Quality leadership we can trust.
