Transformation leaders are the relationship builders and change champions in their organizations. To succeed in these roles, such leaders require reskilling and upskilling on specific key performance indicators and techniques to determine issues and corrective actions, the use of data gathering, analysis, as well as data-based decision making. Moreover, as strategists, transformation leaders improve organizational learning; however, to accomplish this, they need to create a shared vision, team leading and systems thinking approach, as well as promoting action learning through problem solving and build a learning culture in the organization. The goal of this chapter is to examine these roles and propose an approach to solve the overarching theme of the study – the need for the establishment of a Chief Transformation Officer at the C-Suit level who would be involved in facilitating change initiatives, which emerge from the factors explored in the literature review.
TopIntroduction
The need to remain competitive in the marketplace drives organizations to constant evolution, which is driven by changes introduced through projects that support the strategic organizational objectives (Cleveland, 2022). During this process, organizations are faced with change, often due to the introduction of innovation (Holbeche, 2005). This change creates conflict and impacts the organizational atmosphere in a variety of ways.
Garg and Garg (2008) referred to organizational atmosphere as the factors focused on improving the work culture, the organizational operating results and overall performance. An atmosphere where everyone is informed and aware about the organizational goals, the methods to address change are communicated and the productivity for all stakeholders, leads to increased employee satisfaction and highly performing organization. Garg and Talwar (2017) proposed that the organizational atmosphere typically improves as the decision-making process of senior leadership influences employees’ overall perceptions of the company’s performance and direction. Moreover, the authors argued that senior leadership quality and recognition of employees’ contributions increases the corporate atmosphere. Finally, Msc (2013) noted that the organizational atmosphere improves where employees feel more responsible for their roles and contribution to the overall company performance, which ultimately increases their positive attitude toward the company’s direction.
TopLiterature Review
Transformational leaders recognize when the organizational atmosphere is in peril and in these situations become relationship builders and change champions in their organizations (Pasovska & Miceski, 2017). In these roles, transformational leaders communicate the urgency of change required to build momentum, hold focus groups or use external consultants to identify causes and make critical decisions on recommended improvements (Wadhawan et al., 2022).
Additionally, as change champions, transformational leaders provide direction for the change, which incorporates knowledge on how to build commitment, shared vision with everyone and to build coalitions (McKnight, 2013). They create ownership and support for the change, which includes strong communication, knowledge about rewarding deserving employees and encouragement of active involvement from everyone (Agbaeze & Eyisi, 2010). They implement and manage the change, integrate the change and measure, and monitor the impact of the change (Yaslioglu & Erden, 2018). To do so, reskilling and upskilling for transformational leaders should focus on acquiring knowledge of specific key performance indicators and techniques to determine issues and corrective actions, the knowledge on data gathering, analysis, as well as data-based decision making (Yadav & Agrawal, 2017).