Roald AmundsenCaptain, explorer and leader

As a captain at the time, the norm was to be a firm leader that made all the decisions based on own’s best judgments. However, Roald Amundsen was a captain and explorer that always searched for new ways of doing things that could lead to increased effectiveness. This was also the case on board in the expedition vessel to the South Pole, named” Fram”.

From his diary, it is possible to read about his thoughts on leadership. He was convinced that he had to show individual consideration through getting to know every member of the crew, listen to their opinions and really care about their wellbeing. He also tried to challenge them on an intellectual level as often as he could in order to make the polar equipment as strong and light as possible. He was also very conscious about telling everybody the importance of the work they did, and the role they had. He gave them a higher purpose and the motivation they needed to release their full potential. One can say that Roald Amundsen engaged in what we have come to label transformation leadership.

Transformational leadership – to achieve superior results

Leaders using transformational behaviours do more with colleagues and followers than to set up simple exchanges or agreements. They behave in ways to achieve superior results by employing idealized influence, inspirational motivational, intellectual stimulation and individualized consideration. Leadership is idealized when followers seek to identify with their leaders and to emulate them. The leadership inspires followers with challenge and persuasion by providing meaning and understanding regarding the actions required. At the core is identification, which drives people to achieve the vision. The leadership is intellectually stimulating, expanding the followers use of their abilities to question not only the assumptions of others, but also their own, even the most deeply rooted ones. Finally, the leadership is individually considerate, providing followers with support, mentoring and coaching (Avolio 2011).

In practical terms, transformational leaders are people who come to their task not only willing to listen but also determined to know what others are thinking. They take the time to get to know the people they work with, what these people need to know to perform at their best, and how far they can be stretched, challenged, and supported. They are role models of the expectations they have of others (Avolio 2011).

What research shows

Exactly 100 years after Amundsen reached the South Pole - Weng, Oh and Courtright (2011) came to reach the same conclusion as Amundsen in their research: That transformational leadership increases performance in many areas.

Based on 117 independent samples, the meta-analysis showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings. In addition, transformational leadership was positively related to performance at the team and organizational levels.

A challenge – but it’s trainable

Transformational leadership tends to be a robust predictor of desirable performance outcomes across situations. Thus, organizations need to pay particular attention to intervention programs that enhance their managers’ leadership style. Fortunately, prior research shows that transformational leadership style is trainable, with the results of such training being quite substantial.

What TPG believes in

At TPG, we have believed in the effect of Transformational leadership for many years. By training on communication skills such as listening, talking, giving and receiving feedback and also how to involve and engage people, we aim to give leaders the tools and practice to successfully release their employee’s full potential.