In the managerial review of Dead Poets Society, Modiran Media introduce one of the most popular transformational leaders in the history of cinema.
Dead Poets Society tells the story of a charismatic teacher named John Keating who instructs his students on how to think out of the box, using deliberation, evaluation and variation! He is a teacher who believes that his students need something beyond memorization and academic instruction, in other words ‘the power of independent and creative thinking and skills such as analysis and decision making’. John Keating empowers his students to critically challenge what is considered to be the current and by understanding themselves to reach their goals. This makes the man a “Transformational Leader”!
Such a leader is immensely enthusiastic, inspirational and can easily motivate his team members so they can persevere. The transformational leader is not only popular with his team but also their role model. Perhaps the most important achievement of such a leader is his ability to create a “Transformational Team”. A hopeful and determined team who are very self-confident and have a high sense of commitment to themselves and the team. Such leaders define the vision, commitment, and performance indicators for the individuals involved. They help their team realize their potentials, learn to expect high performance from themselves and as they grow go beyond their present experience and capacity.
The models introduced for leadership have different levels; Some of the most well-known of these models are Daniel Goldman’s 6 Leadership Levels, John C. Maxwell’s 5 Leadership Levels, or Bernard Maurice Bass’s 3 Levels.
The models introduced for leadership have different levels; Some of the most well-known of these models are Daniel Goldman’s 6th Level Leadership, John C. Maxwell’s 5th Level Leadership, or Bernard Maurice Bass’s 3rd Level.
The first level is called the Laissez-faire meaning “Let It Happen”, The main feature of this level is unresponsiveness. In fact, this level of reality is without specific leadership, and the team moves itself forward.
The next level is transactional. At this level, leaders control team loyalty through rewards and punishment. Transactional leaders control the work of the team to find faults and deviation. This transaction is the specific exchange between the performance of team members and the response given by the manager or team leader. The leader identifies requirements, goals and rewards achievements. Often, these leaders do not possess a far-sighted and futuristic outlook and try to keep the status quo (fixed and unchanging conditions).
The final and highest level of this model is transformational leadership. At this level, short-term and selfish goals and priorities are replaced by longer-term, higher-valued ideals. Transformational leaders generally have four characteristics, known as the 4i’s.
Inspirational Motivation
These leaders are inspiring and motivating and paint a clear vision for the team to achieve the goals.
Idealized Influence
They are an ideal role model for the team. Team members tend to identify with the leader.
Intellectual Stimulation
They create intellectual motivation. They are creative , innovative and welcome new ideas. They also encourage their team to think freely and creatively.
Individualized Consideration
Transformational leaders have an interpersonal relationship with the team. They play the role of a supporter and coach for each individual and are interested in empowering their team members.
What does Keating, as a transformational leader tell us in conclusion?
– Build trust
If the team does not trust you enough, they will never accept the method and path you show them and they will not follow your example.
– Create Awareness
Inform the team of the goals, prospects, and difficulties of achieving it. Assure the members that they will always have the support and backing of the whole team.
– Promote Cooperation And Attention To Group Interests
Create team Coordination and demonstrate preference for group interests over individual interests by justification and practical application.
– Act Like A Mentor And Coach
Everyone on your team has unique potentials and actual potentials. Identify and reinforce them.
– Extend Responsibility
Ask your team to take responsibility for their ideas and decisions without worrying about consequence and announce them. This line of reasoning will eventually lead to improved individual and team performance.
