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Are You a Transformational Leader?

  • Writer: Deborah (Ellen) Wildish
    Deborah (Ellen) Wildish
  • Apr 25, 2023
  • 3 min read

Updated: Apr 6


Are You a Transformational Leader

Humans (like me) are attracted to trends, such as popular word usage. Derivatives of “transform” and “innovation” occur with high frequency in business and strategic plans. Are these simply words or are they welded to a solid strategy for implementation? We will focus on transformational leaders and how they drive solutions to big challenges through major innovation.


I was the principal investigator for a two-phase national (dietetic) survey research project to develop a definition, description and framework for advanced practice (a term used in health care). Professional leaders in four countries were engaged and this resulted in a panel presentation at an international conference in Japan. The Canadian survey research project captured the diversity of (dietetic) practice roles and settings. This yielded a high-level framework that can be applied across professions. Advanced practice concepts overlap with those of transformational leadership.


Based upon survey research data, I created a framework for advanced practice with four dimensions: depth, breadth, enablers and outcomes. Various themes are categorized under each dimension and tied to supporting, professional practice literature.


Advanced practice is readily associated with depth of expertise (or specialization), based on a set of competencies that encompass knowledge, skills, attitudes and behaviours. The advantages are obvious but there is an inherent weakness associated with depth. It narrows the perspective or field of vision and may miss or ignore important factors. This may limit effectiveness, inadvertently result in negative impacts and disregard opportunities for innovation.


Breadth (described as reaching beyond) must be combined with depth for advanced practice and transformational leadership. It harnesses systems thinking, captures broad and diverse perspectives and seeks linkages across fields of expertise. Breadth strives for expansive collaboration and networking, moving from regional to national, and international levels.


Advanced practice draws upon enablers that fit with a transformational leader’s motivational mindset such as curiosity, questioning and challenging the status quo. Studies describe transformational leaders as being constantly dissatisfied with current successful strategies and fixated on the far future. They are described as being humble, yet fierce. While transformational leaders understand that they cannot hold all the answers, they continually push beyond the margins of acceptability.


Transformational leaders never settle into a comfort zone, they are courageous risk takers who enter into unknown territory. (Consider how this contrasts with leaders who enforce policies, procedures and protocols.) They foster a supportive environment that embraces divergent thinking and creativity, cultivating ideas so that they may grow into innovative solutions.


Outcomes are the critical fourth dimension of the advanced practice framework. Similar to transformational leadership, the focus is on purpose and measurable results. Today, we face colossal challenges such as access to health services and affordable safe housing and food security. Solutions to system and societal challenges cannot (and were never intended to) be addressed with continuous quality (process) improvement.

Major innovation is required to effect significant and system-wide change that shapes the future direction of government legislation, policy and funding. This entails a paradigm shift in thinking and action, coupled with more radical and disruptive change.


Our research identified environmental barriers and enablers for advanced practice (or transformational leadership). The top barrier was an “inflexible organizational structure” and among the top three enablers was a “progressive organizational culture”.


Cinder to Flame helps Corporations solve complex challenges with strategic services that energize people, fuel a healthy corporate culture and ignite major innovation.


Transformational leadership is one facet of a healthy corporate culture for major innovation. Reflect upon this description of advanced practitioners and the relevance to transformational leadership (published in our peer reviewed journal article):


“Advanced practitioners draw upon a common set of enablers and approach issues with a broad perspective. Advanced practitioners are innovative leaders and agents of change who engage in interaction at the provincial, national, or international level.”

Transformational leadership is a core concept at Cinder to Flame and is integrated into the services provided to Corporations.


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© Deborah (Ellen) Wildish, Cinder to Flame 2022-Present. All Rights Reserved.


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