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Transformational Leadership: Dynamic, Matter-of-Fact, Charismatic.

transformational leadership;

 A monthly leadership blog focused on transformational business leadership, courtesy of and authored by Phil Henderson.

Regardless of industry or profession, every leader, to some degree, is dynamic, charismatic and matter-of-fact in their approach to leading others. How do you apply these approaches to leadership? Before answering, let me first define each and share perspective as a 35-year veteran leader and follower. Followership is important in one’s leadership development. Attentive followers learn leadership skills they can later develop and refine when presented with an opportunity to lead.



Dynamic: Positive in attitude, full of energy and new ideas. Energetic, spirited, active, lively, vigorous, aggressive, driving, bold, and enterprising.

“A force that stimulates change or progress within a system or process.”

Matter-of-factness: Unemotional, practical, sensible, realistic, rational, unsentimental, pragmatic, businesslike, levelheaded, no-nonsense, factual, literal, straightforward, unimaginative, dry, and often lifeless.

“Concerned mostly with factual content rather than style or expression.”

CharismaticCharming, fascinating, full of personality, appear confident helping others feel confidence thereby enhancing the communication process.

“An expressive and communicative personality that encourages and persuades.”

Effective, transformational leaders are of high character and build trusting relationships. They’re made of the substance that others want to regularly mix and engage with to both learn from and grow alongside. They are genuine and sincere with the best interests of others in mind; they’re ‘other’ focused.

These transformational leaders are dynamic and charismatic. They know how, and more importantly when to demonstrate credibility and competency through matter-of-factness. Remember that the intent of leadership is to inspire and motivate, and matter-of-factness doesn’t tend to draw people together. It’s largely nonrelational and hampers a substantive connection between leader and follower. It can literally shut people down. Too much matter-of-factness hinders creating a culture of shared contribution and shared leadership. Situational timing and frequency of this approach strengthens relationships and builds confidence, especially when you can also balance it with a dynamic and charismatic approach.

Take a personal inventory of how you embody these traits. Employ each approach when leading. Be introspective and ask yourself if others are responding to you. Even better, solicit feedback from team members – your supervisor, peers, and direct reports.

transformational; organization; leadership; Phil HendersonPhil Henderson is a former Regional VP of Manufacturing Operations at Harland Clarke Holdings. He is as a Designer of Self-Directed, Team-Based Work Systems in manufacturing environments over the course of 26 years. He served 8 years as an Air Traffic Controller and Officer in the US Army, and with distinction as a Captain in the First Gulf War. He currently provides leadership development and self-directed work team design assistance to Trenton Forging. For inquiries, Phil may be reached at (210) 316-3212 or at

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