Abstract

Transformation leaders are the relationship builders and change champions in their organizations. To succeed in these roles, such leaders require reskilling and upskilling on specific key performance indicators and techniques to determine issues and corrective actions, the use of data gathering, analysis, as well as data-based decision making. Moreover, as strategists, transformation leaders improve organizational learning; however, to accomplish this, they need to create a shared vision, team leading and systems thinking approach, as well as promoting action learning through problem solving and build a learning culture in the organization. The goal of this chapter is to examine these roles and propose an approach to solve the overarching theme of the study – the need for the establishment of a Chief Transformation Officer at the C-Suit level who would be involved in facilitating change initiatives, which emerge from the factors explored in the literature review.

Book chapter available here.