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Transformational leadership is needed especially in times of turbulence to alter the status quo or lift people, organisations and nations out of the doldrums to move to greater heights. This crisis is the best opportunity to re-invent Malaysia based on the 1Malaysia clarion's call. |
Malaysia waited with bated breath as the nation's 6th Prime Minister, Dato Seri Najib Razak, was sworn into office on 2 April 2009. Amid a global recession that has been likened to the Great Depression, shadowed by the threat of a potentially lethal influenza virus AH1N1 pandemic and burdened by the unique assortment of Malaysia's internal challenges, can the Premier and his handpicked Cabinet
deliver the envisioned transformational changes?
Where facts are concerned, IMF reports that the Malaysian economy is expected to contract by 3.5% in 2009, (compared to -2.8 per cent for the US and -1.3 per cent for the world). Fortunately, Malaysia's competitive rating, according to the World Economic Forum's latest global competitiveness report, has not deteriorated but maintained its 21st position and is the 6th most competitive Asian
country. On the socio-economic-political fronts, tensions have not abated among some quarters, while the Internet opens channels for the voice of transparency and dissent against the ruling coalition party's 52 years in power to be widely disseminated, whether rightly or wrongly. In short, in these trying times of "crisis opportunity", do our political and corporate leaders have what it takes to
be transformational leaders? Does your organisation have the kind of transformational leadership to make that much needed leap or change so as to not waste a crisis opportunity?
"In short, in these trying times of "crisis opportunity", do our leaders have what it takes to be transformational leaders?"
What is Transformational Leadership?
First introduced in 1978, the term `transformational leadership' was coined by James MacGregor Burns in his descriptive research on political leaders, although the term today is widely used in the subject of organisational behaviour (OB). According to Burns, transformational leadership involves a process in which leaders and followers work together, mutually influencing or even transforming each
other to advance towards higher standards of moral and motivation for mutually desired outcomes.
Transformational leaders are able to firstly, identify the required change, secondly create a compelling vision to inspire their followers, thirdly secure their followers' dedicated buy-in, and fourthly execute the change effectively simply because it is executed through powerfully committed followers. Transformational leaders have the capability to successfully achieve the above because of four
attributes: charisma, the ability to provide inspirational motivation, the ability to stimulate intellectually, and the ability to offer individualised consideration (e.g. through mentorship and coaching). Followers of transformational leaders tend to do more than they initially expected because they have genuine feelings of trust, admiration, loyalty and respect for such leaders.
Figure 1: A visual concept of transformational leadership
With their attributes, transformational leaders possess the ability to grasp new opportunities, alter the status quo and transform the environment.
Pitfalls of Transformational Leadership
Being passionate about something doesn't necessarily make it ethical or correct. Therefore transformational leaders who have questionable motives, such as cult leaders, are very dangerous because they have the ability to draw masses to their cause. As such, the value beacon of integrity and ethics are crucial prerequisites in the realm of leadership. Another caveat here is that the great energy
which propels a transformational leader's ardent followers can be a double-edged sword - if for some reason the followers become disillusioned, they tend to swing to the other side with as much fervour!
Transformational Leaders' Arena
Many transformational leaders such as Jack Welch of GE, Steve Jobs of Apple, Lee Iacocca of Chrysler and closer to home, Dato' Sri Idris Jala of Malaysian Airlines, Dato' Tony Fernandes of Air Asia and Tan Sri Jeffrey Cheah of Sunway Group amongst others, thrive during tumultuous times which require a strong charismatic and motivational driving force to push for change, e.g. when pursuing reforms
in government or civil society, having adequate intelligence and presenting the right facts are not enough - you need a transformational leader of the calibre, charisma and eloquence of Barack Obama to propel such change. However, during stable times when people are highly satisfied with the status quo, then transformational leaders might feel frustrated with the lack of a platform to express
their full leadership potential.
Opportunity in Crisis
In the Chinese language, "wei chi" is a compound term derived from two characters meaning "opportunity" and "threat" - the coupling of two seemingly conflicting characters reflect the profound understanding that crises offer us opportunities to overcome, grow and excel. Did you know that while raging bushfires can spell death or disaster for most life forms, common native Australian plants such as
the Australian Blackboys, Wattle, Banksia and the grass tree actually benefit and thrive from these bushfires for their future regeneration? Just as gold needs to go through the refiner's fire to become pure, we sometimes need a "trial by fire" to truly test our mettle, resilience and purpose.
1 Malaysia or Malaysia 2.0
Today, we need to look back to the early days of our nationhood and draw upon our true Malaysian values as nationalistic and value-based patriots. The last fifty years of progress and development was akin to Malaysia 1.0 where we learnt from the mistakes we had made and the path we had strayed from. When we first achieved independence our common challenge then was to deal with internal communist
conflicts, and also prove that we could rule and progress on our own without British intervention. Perhaps, we should emulate our leaders and forefathers who had put our country first before selves to strive towards a sustainable future for our upcoming generations. We should return to the noble objectives from which we might have inadvertently deviated from. We should make optimal use of our rich
diversity by focusing on the synergistic commonality rather than harping on divisive differences. We should be more caring and respectful to each other. Only in this way can we realise the "1Malaysia - People First, Performance Now" aspiration for a truly transformed nation that not only attains the benchmarks set in Vision 2020, but also retains the true spirit of Merdeka that originally
conceived our country - in other words, "Malaysia 2.0 encompassing the paradigm of 1 Malaysia".
But where and how do we start? Here are four insights to summarise the practicable points of how as transformational leader in your own right and during this opportunity crisis that you too can within your own circle of influence, lead in your own way even without formally holding a grand official title:
Management Insight #1: Transform Yourself
As with all noble and lasting endeavours, we must always start with ourselves and re-visit and strengthen our values as they guide us to the "true north" or rightness of our actions. If need be, we have to do the change within ourselves. By firmly rooting ourselves in the right core values, we are ready for the long haul, not easily sidetracked by short-term selfish or ignoble gains that
jeopardise the long-term greatest good.
Management Insight #2: Impact Others
With a transformed soul and spirit, we are now able to spur and influence others with the passion and conviction they sense in us. We must walk the talk and practise leadership by example. Collectively, the larger the legion of transformed people, the better the organisation or nation is positioned to push for its transformation.
Management Insight #3: Transform the Enterprise
The organisation or nation undergoing renewal requires immense and intense energy. Hence, the need for a strong force comprising highly committed collaborators or partners - when some get weary, there will be enough of the others to hold the fort or take the baton to push ahead. We deserve what we get if we don't try to change and take accountability.
Management Insight #4: Perpetuate the Cycle
Transformational change need not be a one-off explosive revolution. Rather, we should maintain the change process as an on-going transformational evolution. One of the ways to do this is to have leaders-cum-teachers who perpetuate the "Virtuous Teaching Cycle" to continually nurture new leaders for sustainable organisational growth and development, as Noel Tichy advocates in his bestseller The
Leadership Engine.
Our Future
Our Prime Minister, Dato' Seri Najib has ingeniously created a compelling vision through his 1Malaysia concept, promising not only policy renewal, but also political and institutional renewal where the core principles of his government will reflect the best values, abilities and strengths of our people, our leaders and our nation. He has pledged to work for the public interest, not narrow
opportunism or political interests. He has openly vouched for a new national discourse embracing principles of transparency and accountability, the practice of a constructive civilised consensus across all people, races, parties and media, and a comprehensive economic model that is sustainable in the long-term. Our Prime Minister has initiated the first steps of his cycle of transformational
leadership. The nation hopes that he and his team will lead us judiciously to realise the 1Malaysia agenda in Malaysia 2.0 where we will start to shine again - to be a beacon in Asia rather than caught in the "stuck-in-the-middle" syndrome of uncertain destiny.
Dr Wilson Tay, MMIM, MIM-CPT is CEO of the Malaysian Institute of Management, the national management organisation of Malaysia. MIM invites companies and professional managers to be members. Contact MIM Membership Support and Outreach at (603) 2164 5255; fax (603) 2165 4681; e-mail: enquiries@mim.org.my or visit
www.mim.org.my.
