Author: Roshantha Jayatunge
Chief Manager – Vice President – Human Capital Strategy, HNB | Professional Certified Coach (ICF) | Certified Executive Coach | NLP Business Practitioner
“I start with the premise that the function of leadership is to produce more leaders, not more followers.”[1]
The leader. The one you respect and trust. The one with the compelling vision you follow willingly. That person who challenges you to think differently. They support your development whilst watching as you move forward. These leaders look beyond the transaction, the task. To them, leadership has a deeper meaning. They realize that within them, they hold the ability to be the catalyst for change. The are the “Change Agents”, the “Transformational Leaders”. They understand that change is not an event or a tag line. It happens all the time, every day. Jim Hemmerling in his 2016 TED Talk “5 ways to lead in an era of constant change” said “Organizations experience transformation every day”.
Transformational Leadership is an area that has been discussed in literature through many empirical studies. In 1991, Bruce J. Avolio, David A. Waldman, & Francis J. Yammarino, published an article “Leading in the 1990s: The Four I’s of Transformational Leadership” in the Journal of European Industrial Training. They introduced a foundational concept of leadership theory: key concepts on how leaders can transform and inspire their followers. Business organizations have a requirement to groom the right type of leader that will drive the growth objectives and goals of the organization. There is hope that during this process, they will look after those in their charge as well.
Yet many leaders find themselves at crossroads. They wish to be the catalysts for change and yet, they face resistance – within and without. Resistance to change may hamper that process of transformative growth and inhibit the growth of the person and the organization. Transformational leaders can positively impact resistance to change yet, can that process be enhanced?
The Four I’s of Transformational Leadership, namely, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration, are the enablers. There is a force that seeks to support the leader, to help enhance these four enablers. That force is “Transformational Coaching”.
As coaches, we learn to pay attention to what is said and not said. We cultivate the skill of active listening. We are empathetic and supportive and yet, we don’t dwell in the past, rather focusing on a “future state”. Shifting our client from the problem to the solution, which we “nudge” them to find out for themselves. John Whitmore, offers this description: “Coaching is unlocking people’s potential to maximize their own performance. It is helping them to learn rather than teaching them.” Focusing on what is positive and possible or as one of my friends (who happens to be a World Champion in Public Speaking) said “Start with what you can with what you have”.
Hence, this intersection is of significance for all leaders. Transformational Coaching has a strong foundation in the Core Competencies as defined by the International Coaching Federation. From the Foundation of Ethical practice and Embodying a Coaching Mindset, to the 3 “C’s”: Co-creating the Relationship, Communicating Effectively and Cultivating Learning & Growth, the coach heightens awareness and deepens the understanding the client has around their challenge/problem/concern.
Developing leaders to be transformational change agents means not only developing them into better persons, but to help them develop others in their charge as well. This would make leadership transformational and sustainable.
What can you do?
Start by building a strong foundation. Whilst honoring the ethics of coaching and maintaining the highest standards, be client centered. Have a mind that is curious, flexible and open to change. I prefer to call this a “mind-shift” rather than a “mindset”. We envision a shift in perspective for our client; shouldn’t we too experience a shift?
“The noblest pleasure, is the joy of understanding” (Leonardo Da Vinci – Polymath 1452-1519).
As we cultivate trust and safety in the relationship with the client, I also wish to emphasize the importance of being the master of the process, not the content. As such, we must demonstrate confidence, being fully present in the moment. Flexible but grounded. Curiously inquisitive and compassionate as we listen. Maintaining the space that allows the client to experience the shift that comes from heightened awareness and deeper understanding. This is the transformation we seek to support the leaders in our charge.
The intersection between coaching and leadership is truly a transformative space. A place where growth happens and the joy of understanding abounds. The leader becomes the coach as self-awareness develops. In this era of always on transformation, as Jim Hemmerling says, “go all in”. Lead well, Lead right!
[1] Ralph Nader, (2017)
