A new form of leadership is emerging driven by the demand to meet increased complexities and pace of change across operating environments as organisations compete for value. The new category demands leaders with ‘transformational’ skills and capabilities.
According to Dr Jonathan Trevor, Lecturer in Human Resources & Organisations at Cambridge Judge Business School, research among leading companies and executive education has thrown up a common denominator – a purposeful and significant investment made into developing transformational leadership capable of managing the demands for both continued efficiency and change.
“Transformational leadership is an emerging category of talent of employment within organisations and is a direct response to the emergence of network-based organisation. A move away from traditional forms of organising and traditional forms of work that are largely centred around performance and performance-in-role to this transformational role, which is actually focused less on performance and more on change.”
This emerging talent, he insists, is a direct response to the rise in network-based organisations and represents a step away from traditional forms of organising and traditional forms of work.
Dr Trevor, speaking in an interview for Cambridge Judge Business School’s website, insists that transformational leadership is about “building capability for change, sustained change within our organisations in response to a changing environment.”