TRANSFORMATIONAL LEADERSHIP SERIES (TLS 60)

Solomon Appiah

ISA 58:12 JULY 2, 2018

Welcome to the Transformational Leadership Series (TLS).

Three weeks ago, we discussed leadership from the perspective of influence using
a definition of leadership from the U.S. Army Leadership Field Manual. We
followed up the following week (two weeks ago) by breaking down influence into:

TRANSFORMATIONAL LEADERSHIP SERIES

• influence by instilling purpose
• influence by providing direction
• influence by motivating

Purpose has to do with giving followers an aim, end in view, or a consequence.

Direction involves showing followers how to reach that goal, or how to fulfil that
purpose. Direction involves instructions on how to get somewhere. Purpose has to
do with the end but direction has to do with the means to the end. Giving purpose
inspires and so does giving direction—showing followers how to get from point A to
point B. Leaders inspire followers by giving them goals and showing them how to
attain them.

INFLUENCE BY MOTIVATING

It is not enough to give followers an aim (PURPOSE) and show them how to arrive
at it (DIRECTION). Leaders must also MOTIVATE followers so they can follow the
directions (the means) to attain that aim (the end). This is why the definition of
leadership adopted is as follows:

Leadership involves “influencing people—by providing purpose, direction,

and motivation—while operating to accomplish the mission and improving
the organization”.

What does it mean to motivate?

motivate (v.)
1863, "to stimulate toward action," from motive + -ate.1

motivation (n.)
1873; see motivate + -ion. Perhaps borrowed from German, where
motivation is attested by 1854. Psychological use, "inner or social stimulus
for an action," is from 1904.2

MO'TIVE, a. [See the Noun.] Causing motion; having power to move or

tending to move; as a motive argument; motive power.

1 https://www.etymonline.com/word/motivate
2 https://www.etymonline.com/word/motivation!
 MO'TIVE, n.
1. That which incites to action; that which determines the choice, or moves the will.

2. That which may or ought to incite to action; reason; cause.

3. A mover—Webster’s 1828 Dictionary

From the above definitions we see that to motivate followers involves stimulating them
toward a particular end or goal. It involves inner or social stimulus for an action. One of the
rarely used definitions of motive is “a mover” or “to cause motion” of the human will of

TRANSFORMATIONAL LEADERSHIP SERIES

followers—stimulating or encouraging them towards a particular action.

CAUTION

Because motivation tends towards stimulating the will, leaders must be circumspect about
‘why’ and ‘how’ they do this. There is a fine line between motivating followers versus
manipulating their will against their will. Be careful not to cross the line.

The will is the preserve of its creator. Pointing it in a way that does not agree with the will
of the creator and his plan for the follower will result in eventual retribution from the
creator. Leaders will be judged by a higher standard and with greater severity. Teachers are
influencers because they influence and shape the minds and wills of people. This is what the
scripture has to say:

James 3:1 (AMPC) NOT MANY [of you] should become teachers (self-constituted
censors and reprovers of others), my brethren, for you know that we [teachers] will
be judged by a higher standard and with greater severity [than other people; thus we
assume the greater accountability and the more condemnation].

Case in point is an example we used last week. Adolf Hitler was able to lead Germany into
war. He influenced by giving them purpose and direction. He also motivated them towards
attaining that goal by shaping their minds and wills with his ideologies.

HOW TO MOTIVATE3

To motivate your people:

1. Challenge them within reasonable limits with assignments. To do this you must…
2. Get to know your people and their capabilities; that way you can tell just how far to
push each one.
3. Give them as much responsibility as they can handle; then let them do the work
without looking over their shoulders and nagging them.
4. When they succeed, praise them. When they fall short, give them credit for what they
have done and coach or counsel them on how to do better next time.

3 U.S. Army Leadership Field Manual