Question 1: What score did you receive for transformational and transactional leadership, and why?

I am glad to pause and reflect that my leadership style is a gift. My scores were 19 for transformational leadership and 15 for transactional leadership. Both are above the benchmark of 12, and that surprised me in the best way.

Now, transformational leadership—where we inspire, uplift, and ignite the vision in others—scored a little higher. And that tells me something deeply important: that I'm naturally inclined to lead with meaning, with purpose, with heart. But the transactional score is strong too. It means I can deliver results and hold people accountable with structure and clarity. The balance of both styles is necessary. Because good leadership isn't one-dimensional, it's about knowing when to inspire and when to guide with discipline.

Question 2: What did you learn about yourself because of taking this survey?

What I've learned is that I am more prepared for leadership than I thought. Isn't that something? Often, we don't take the time to honor the strengths we carry. Seeing both scores above the threshold opened my eyes. It reminded me that leadership isn't just about having authority—it's about having influence. And the kind of influence that comes from integrity, clarity, and purpose.

I learned that I naturally lean into transformational leadership—meaning I am most powerful when I'm lifting others, painting the vision, and living by example. That was affirming. But even more, I saw that I've got the structure and practicality of transactional leadership in my toolkit too. That combination? That's where real leadership lives.

Question 3: What modifications or enhancements will you make to be a better transformational leader in the workplace?

Growth. Here's what I'll be working on to step even more fully into transformational leadership:

• Listen Deeply and Speak Life: I will make space to truly listen—not just with my ears, but with my heart. One of the biggest improvements for me in this new role is my ability to listen wholeheartedly.
• Live the Vision Every Day: A transformational leader doesn't just talk about the mission—they embody it. I'll challenge myself to align every decision, every interaction, with the values and vision I hold dear. I want people to see purpose in motion.
• Develop and Elevate Others: Leadership is not about having followers—it's about creating other leaders. I will intentionally mentor and uplift those around me, not only helping them see what they can do, but who they can become.

This journey isn't about perfection—it's about progress. And I'm walking it with open eyes, open arms, and an open heart to grow together.

@jollychialichien-com Chia-Li. Although this may be a surprise to you, it is not to me. I think going through and reflecting on coaching others also enhances our ability to be a transformational leader since we can see the possibilities in other leaders, why not us?! In this leadership environment where adaptability is so important, we must see ways the organization can exist into the future. Although it happened over time, retail stores and companies like Kodak, are not the powerful organizations of the past because they missed the transition to better ways of doing business. Businesses have less time to react to these changes than they did in the past and transformational leaders will overcome their transactional contemporaries.

Jim

Transformational Score: 17
Transactional Score: 13

Taking this survey gave me a moment to pause and reflect on how I naturally lead and interact with others. My transformational score was higher, which didn’t surprise me, I’ve always leaned toward inspiring people with a clear vision and encouraging them to grow. I tend to focus on the bigger picture and try to create an environment where people feel motivated and valued. Whether it’s recognizing someone’s effort or painting a compelling future for the team, I find energy in helping others see what’s possible.

That said, my transactional score wasn’t low either. I do believe in rewarding performance and setting clear expectations. Structure matters, especially when people need clarity and consistency. But I’ve learned that relying too heavily on transactional methods can limit creativity and ownership.

What I Learned About Myself

This survey reminded me that leadership isn’t just about having a vision, it’s about making sure people feel connected to it. I realized that while I’m good at setting direction, I sometimes assume others are on the same page without checking in enough. I also noticed that I could be more intentional about recognizing contributions in real time, not just during formal reviews or milestones.

What I’ll Do to Improve

To become a stronger transformational leader, I want to:

• Listen more actively and create space for others to share ideas and concerns.
• Celebrate small wins more consistently, not just the big ones.
• Clarify the “why” behind decisions so people feel more connected to the purpose.
• Balance vision with empathy, making sure people feel seen and heard along the way.

Leadership is a journey, and this exercise helped me see where I’m strong and where I can grow. I’m committed to leading with purpose, clarity, and heart, and to making sure the people around me feel empowered to do the same.

@keithryniakgmail-com Keith, I agree that your scores are very good for a leader. Your transformational side is why you moved up the ladder in jobs. Those who you work for, notice those who are able to transform the organization. Your assessment of the transactional side is based in providing rewards. I found that my team helped me in rewarding our members and one of the reasons we move to and stayed at the top. By the way, the 'top' was defined by me since some naysayers would say that there were things that we didn't do as well as others. We acknowledged these but in the long run, we didn't see them as significant. In fact, their focus would hold us back on the key components of a growing sales organization: recruiting and sales.

Jim

What score did you receive for transformational and transactional leadership and why?
I scored a 13 on transformational and a 17 on transactional. I have to admit that as I was answering the questions I was feeling like I wasn't answering the transformational questions high enough. I barely scraped by into a high transformational ranking, but I think that's pretty accurate given where I am on my journey. Until recently I've always had some sort of vision for my teams that would bring them to level that was superior to the current state, but I don't know that I've always been excellent at sharing that vision. Instead it has been more along the lines of "If you do this following this procedure, it'll be more efficient and it will free you up to do other great things that will move the needle." That gets to a place of improvement but definitely not to a place of inspiration. My transactional score was much higher, but I do take issue with the description, "promising or delivering rewards to followers contingent on their performance." The "rewards" in the questions were acknowledgement and acknowledgement seems more positive than the way the book describes Transactional leadership.

What did you learn about yourself because of taking this survey?

Mostly that I'm still growing in my leadership. I believe I need to practice spending more time in strategic planning and sharing my vision than I spend creating some sort of work product.  

What modifications or enhancements will you make to be a better transformational leader in the workplace?

A few things that I can do to grow my abilities as a transformational leader are:

• Set aside time during the week to do strategic planning
• Set aside time during the week to consider how I will share that strategic planning with my team and other stakeholders.
• Work on assigning my "doer" tasks to others so that I have more time to think about the future.

@jollychialichien-com

Posted by: @jollychialichien-com

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Leadership is not about having followers—it's about creating other leaders.

Love this quote from your post, Chia-Li. What a worthy and meaningful goal for all leaders. Also, thanks for your interpretation of Transactional leadership. The way that I read the description cast it in a very negative light, but I think your framing it as an opportunity to hold people accountable makes a lot of sense.

Posted by: @keithryniakgmail-com

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But I’ve learned that relying too heavily on transactional methods can limit creativity and ownership.

Keith I think this is an interesting insight for transactional leadership. Acknowledgement or rewards given too freely can certainly lead to worse performance even if they are given with good intentions.

I also think you make a great point about a vision without connecting it to others. As a leader, that is the tricky part: helping a group of people with different values and goals to connect with a unified vision!

@rob-hughes Rob, the job you are in tends to be more Transactional versus Transformational on the surface. You deal with students who need help and that is a transactional process so your results are not surprising. The problem in Academia is that some can get in a rut as they respond to constituents and not much changes. The people who stand out are those who do strategic planning to make things better as you mention. It is not easy in a transactional environment because things move slowly as everyone tries to get their job done. It won't be easy but you will be a standout should you execute on your evaluation of where you are and where you need to be.

Jim

@Jim Good point, Jim and I hadn't considered that. The departments that I oversee have mostly been transactional, but I'll continue to seek out ways to flex my transformational leadership abilities. I have plenty of opportunities through the various ad hoc duties I have

Transformational and Transactional Leadership Scores

What score did you receive for transformational and transactional leadership and why?

I scored a 15 on Transformational Leadership and a 16 on Transactional Leadership. These scores suggest that I have a balanced approach to leadership, with a slight inclination towards transactional methods. This indicates that I am effective at setting clear goals and rewarding achievements, which helps in maintaining a structured and efficient work environment. However, my transformational leadership score reflects my ability to inspire and motivate others by creating a vision and fostering an environment of growth and innovation.

Personal Insights from the Survey

What did you learn about yourself because of taking this survey?

Taking this survey was an eye-opening experience. It highlighted my strengths in maintaining order and achieving results through transactional leadership. However, it also made me realize the importance of integrating more transformational elements into my leadership style. I learned that while I am good at managing tasks and ensuring accountability, there is room for me to enhance my ability to inspire and encourage creativity among my team members.

Enhancements for Transformational Leadership

What modifications or enhancements will you make to be a better transformational leader in the workplace?

To become a more effective transformational leader, I plan to focus on a few key areas:

1. Vision and Inspiration: I will work on articulating a clear and compelling vision for my team. By sharing this vision passionately, I aim to inspire and motivate them to strive for excellence.

2. Encouraging Innovation: I want to create a culture where new ideas are welcomed and valued. By encouraging my team to think outside the box and take calculated risks, I hope to foster an environment of innovation.

3. Personal Development: I will invest time in understanding the individual aspirations of my team members and provide opportunities for their personal and professional growth. This could involve mentoring, training programs, or simply offering constructive feedback.

4. Emotional Intelligence: Building stronger emotional connections with my team is essential. By being more empathetic and understanding, I can better support their needs and build trust within the team.

By making these enhancements, I aim to not only improve my leadership skills but also create a more dynamic and motivated workplace.

@infoprestiziainsurance-com John, these are impressive scores and what most leaders should strive to get. The challenge for growth leaders to to move from transactional leadership which got them to where they are in most cases and move to transformational so that the business survives future unknown challenges. Our industry has not changed significantly over the years although there are disrupters on the horizon that could change the landscape. Keep an eye on how Artificial Intelligence is adopted in the business.

@jim Thank you for the feedback.

@jollychialichien-com Jolly, I really like your quote about leadership.  It about creating leaders.  I also the admire steps you will be taking to be even more of a transformational leader.

@keithryniakgmail-com Keith I do agree with you on how to improve to be a better transformational leader.