This framework developed from my research into transformational leadership over the last few years to support the establishment of a tertiary level course on transformational leadership in 2014. Since concluding that work, everywhere I go I keep seeing the need for transformation within people and organisations and the fundamental importance of transforming leadership to enable this to happen.
It doesn’t matter what the presenting issue is; I see an opportunity for leadership for transformation. In my work with a number of organisations over the last 12 months I have reframed various requests for my involvement through the lens of leadership for transformation and used this as the reference point to develop a process for working with the organisation.
I have started to call this process ‘Guiding Transformational Journeys’(Quinn 2015). This describes a process that takes place over time, has a number of inter-related components, is capable of adapting to changing circumstances, but has a continued central focus on transformation and the leadership that supports this required change. Leadership for Transformation (Quinn 2015) is always at the heart but the entry, or starting point, can be from a number of other places depending on the organisation’s presenting or identified needs.
These might include one or more areas such as Leading and Managing Change , Strategic Planning, Project Management, Team Development as well as Clinical and Corporate Governance, Quality and Safety, Service Development, Economic or Legislative Reform and Organisational Restructure.
