What is Transformational Leadership?

'Established in Being, perform action.' 

Bhagavad-Gita, ch.2, verse 48 

In order to transform a disempowered and disempowering mode of being we must first assume responsibility for where we find ourselves. This starts by jettisoning the self-pitying belief that ‘I am a victim’. As we have already seen, holding onto the ‘I am a victim’ attitude keeps us locked into the mood and behavior of a victim. And, like any self-fulfilling prophecy, we will continually create situations that merely serve to reinforce this crippling downward spiral.  The moment we choose to assume responsibility for being the source of both our personal history and our current situation we will have opted for being a leader. What do we mean by‘leader’? In the context of transformational leadership it means ‘taking the reins’ of one’s own life. A self-leader is neither a leader of the pack nor a follower of the herd. To be a self-leader means to be proactive, self-generating, self-actualising, honest and accountable. The moment one truly assumes responsibility for whatever was, is and will be one’s life undergoes a transformation and these qualities begin to flourish. 

Leadership is also a skill and an art. Responsibility is the essence and foundation of leadership; the art of leadership, however, additionally requires both knowledge and skills. Skill in action is the mark of a true leader. Those who have assumed responsibility for their lives and demonstrate mastery in the field of action will, by example alone, inspire others to rise to their full potential as well.

Leadership begins with the self 

Leadership starts with oneself. People commonly identify leadership with managing organisations and governing nations, but this is only one aspect of leadership. Leadership is first and foremost a state of mind and begins with a personal transformation. Leaders are seldom born. In this world, children are habitually raised to be passive, reactive and to avoid what is unpleasant, unusual or involves risk. Most of this conditioning is absorbed unconsciously from our parents, teachers and social environment. The previous industrial era of manufacturing encouraged this rigid conditioning, since factories required workers who could function more or less as machines: following orders without question, performing long hours of mind-numbing, routine work, avoiding the pain of being fired or demoted, etc. In the new era of information, globalisation and contracting services, this ‘factory’ mentality is no longer tenable and those who have not adapted to the new reality are suffering enormously from stress, personal insecurity and declining self-esteem. For these reasons, leadership must be learned; that is, people must transform themselves from passive, reactive, security-obsessed followers into proactive, creative, adaptive ‘self-leaders’. 

Moreover, the ‘self-leader’ must also know how to transmit this learning to others. It is nearly impossible to have success in any project if one’s associates are still operating from the old mentality of passivity, reaction, denial and avoidance of discomfort and uncertainty. Leadership is not limited to professional life only, but includes families and friends, as well as social and spiritual networks.