What Is Transformational Leadership And Who Is A Transformational Manager?

Transformational leadership is a style of leadership where the leader works with their team to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of the group. It is characterized by the ability of the leader to inspire and motivate team members to exceed their expected performance, to innovate and embrace change, and to collectively advance towards a shared vision or goal. Transformational leaders focus on the development and transformation of team members to improve performance and personal satisfaction, fostering an environment of trust, collaboration, and engagement. They are known for their ability to challenge the status quo, encourage creativity, and support their team in achieving high levels of personal and professional growth.

In the ever-evolving landscape of the IT industry, the role of leadership is pivotal to the success of an organization. A recurring debate within this sector centers around the most effective leadership style: should a leader in an IT organization primarily be a manager or a coach? This blog post will delve into the advantages and disadvantages of each approach, encouraging readers to reflect on what they believe should epitomize the true essence of their leader.

The Manager: Steering the Ship with Precision


  1. Structure and Direction: Managers excel at providing clear structure and direction to their teams. In the fast-paced IT environment, this can ensure projects stay on track, deadlines are met, and organizational goals are achieved efficiently.
  2. Decision-Making: Managers often take on the role of decision-makers. This can be particularly advantageous in high-stakes situations where quick, decisive action is needed to resolve issues or capitalize on opportunities.
  3. Resource Allocation: Effective management includes the optimal allocation of resources. Managers have the ability to assess the needs of their projects and distribute resources in a way that maximizes productivity and minimizes waste.


  1. Risk of Micromanagement: The managerial focus on structure and control can sometimes lead to micromanagement, stifling creativity and innovation within the team.
  2. Employee Engagement: A purely managerial approach may overlook the importance of employee engagement and motivation, potentially leading to a lack of team cohesion and satisfaction.

The Coach: Cultivating a Team of Champions


  1. Personal Development: Coaches focus on the personal and professional development of their team members. This can lead to a more skilled, confident, and autonomous workforce that is better equipped to tackle complex challenges.
  2. Enhanced Team Dynamics: Coaching promotes open communication and feedback, fostering a positive team environment where members feel valued and supported. This can enhance collaboration and innovation.
  3. Adaptability: By encouraging continuous learning and development, coaches prepare their teams to be more adaptable and resilient in the face of change—a common occurrence in the IT sector.


  1. Lack of Immediate Direction: The coaching style’s emphasis on autonomy and personal growth may sometimes result in a lack of immediate direction for the team, potentially impacting project timelines and efficiency.
  2. Time-Consuming: Effective coaching requires a significant investment of time in each team member, which might detract from focusing on strategic planning and decision-making.

The Debate: Manager or Coach?

The crux of the debate lies in balancing the need for structure and efficiency with the need for personal growth and team dynamics. On one hand, the managerial approach ensures that projects are completed efficiently and organizational goals are met. On the other, the coaching approach builds a resilient and innovative team that can sustain long-term success.

The best leadership style in an IT organization might not be a choice between being a manager or a coach but rather a blend of both. The dynamic nature of IT projects and the diverse needs of team members may require leaders to adapt their style according to the situation.

However, the question remains: which characteristic do you believe should dominate the leadership style in an IT organization? Should leaders prioritize management skills to ensure efficiency and structure, or should they focus on coaching to foster personal development and innovation?

We invite you to share your thoughts and experiences in the comments section below. Which approach do you think is more beneficial for an IT organization, and why? Comment below:


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