McManus et al., (2018) highlight the importance of vision articulation in Table 15.1 where they provide the major components of each transformational model. Communication of and inspiring others to achieve a shared vision is fundamental. Leaders seeking to make positive change should challenge themselves to communicate their/organizational vision in a way that is clear to all followers. A clearly stated vision can be motivating and inspiring, bringing team members together for a common purpose.

I really appreciate this statement. Power is wielded not as a compliance tool, but as a end to achieving the common purpose of both leader and follower. Leaders who demonstrate this may achieve a higher level of support from followers who see this executed on "their" behalf to achieve what both want to accomplish.

Finding the right motivation for followers is a key aspect of transformational leadership. According to Bass, as stated in McManus et al., (2018, p. 321) transformational leaders generate inspirational motivation by expressing high expectations of followers, instilling in others a desire to exert greater efforts, and giving meaning to work that seeks higher goals or standards". For leaders to create positive change, they must understand human behavior and know that motivation can be very individualized. Not all motivation techniques will work on or appeal to all followers, so understanding and operationalizing this is vital.

Identifying people with leadership potential is easy...everyone has the ability to lead to their current capacity within their sphere of influence given the right timing, circumstances, environment and culture. What leaders can do create positive change is to set the expectation of leadership within every follower; develop leadership training and opportunity to exercise/grow as a leader; provide promotion opportunity; and constantly strive for their own leadership journey success.

The essence of transformational leadership according to McManus et al., (2018, p. 341) in that "transformational leaders readily inspire, motivate, and stimulate others towards higher goals". Inspiration, motivation and stimulation provide a rewarding, challenging and supported work environment for those that desire one. However, does this work well for the follower/employee who simply wants to come to work, do their job, get paid and go home?

This reminds me of 'getting on the balcony' in Adaptive Leadership. If we haven't been able to answer the question how can we see it from a different angle, and asking a different question fits this narrative