Transformational Leadership, Volume 1:
In today’s ever-changing and unpredictable business landscape, transformational leadership has become increasingly important. Organisations and individuals must be able to respond to sudden and unexpected changes in their working environment. This requires a focus on inspiring and encouraging employees to be innovative, think outside of the box and achieve exceptional outcomes. Transformational leadership encourages positive change supplementing organisational growth and innovation (1). Cognitive diversity, however, is the unobservable attribute that can elevate transformational leadership.
In this blog, we will explore the impact of cognitive diversity on transformational leadership, its benefits, and practical ways to foster it within your leadership team.
Understanding Cognitive Diversity
Cognitive diversity refers to the alternative cognitive approaches, perspectives and thinking styles within a team or organisation. There is a continuous effort to promote inclusivity surrounding demographic diversity encompassing aspects such as ethnicity, age, gender, disability etc., as it is essential to ensure representation of the wider population. However, they only represent the first layer of diversity. Cognitive diversity is often overlooked by businesses and organisations. It is this diversity of thought processes that can significantly impact an organisation’s ability to attain outstanding growth and success.
Evolution of Transformational Leadership
Transformational leadership evolved from the traditional transactional leadership style in which leaders solely managed task completion. However, as the business landscape has become increasingly complex and multi-dimensional, strictly managing employees’ tasks, goals, and deadlines, and relying on a strong emphasis on performance management to deliver objectives, is one of many methodologies for creating and developing a successful organisation.
In comparison to transactional leadership, transformational leadership fosters a leader who encourages, inspires, and motivates their employees. They aim to create a positive work environment that focuses on innovation and creative thinking, alongside supporting individuals to reach their full potential. Subsequently, this creates an environment which boosts productivity, employee engagement, organisational growth, and overall success (2).
The Link Between Cognitive Diversity and Transformational Leadership
Transformational leadership and cognitive diversity go hand in hand. Without cognitive diversity, the strength of a transformational leader is limited. Transformational leadership encapsulates four main factors: idealised influence, inspirational motivation, intellectual stimulation, individual consideration; all of which can be enriched by cognitive diversity.
Cognitive diversity embraces diverse ideas, resulting in innovative solutions to problems, and it also fosters a collaborative environment in which teamwork thrives. This has been demonstrated by Steve Jobs, the CEO and co-founder of Apple who revolutionised the tech industry. He embraced cognitive diversity by working with a team of individuals with alternative thinking styles, approaches, and expertise which uplifted collective intelligence, as illustrated by his iconic slogan ‘think different’ (3).
The Benefits of Cognitive Diversity in Leadership
Leaders who embrace cognitive diversity and actively seek the unique perspectives and thought processes of diverse individuals show signs of better decision-making ability. Which in turn, generates more well-rounded solutions, scenario planning and a fuller mitigation assessment of options and risks.
Additionally, when individuals with distinct backgrounds, experiences, and cognitive approaches collaborate, they bring fresh perspectives to the table which foster effective problem-solving solutions to tackle organisational challenges (4).
Cognitive diversity can also heighten a leaders and organisations adaptability and resilience. Leaders that embrace cognitive diversity are more equipped to manage unexpected problems and to successfully guide their organisation through uncertainty (5).
Fostering Cognitive Diversity in Your Leadership Team
To begin fostering cognitive diversity in your leadership team, you should build a team which encompasses different types of people, perspectives, and backgrounds. This can be achieved through an open and goal-oriented recruitment strategy. Organisations must actively seek a diverse range of individuals to help create a culture of diversity (5).
Alternatively, focusing on improving the attraction and retainment of diverse talent is equally as important. Organisations can encourage cognitive diversity by supporting individuals of alternative backgrounds to ensure they feel motivated and valued. A common way of accomplishing this is by enforcing equal pay and skill-based compensation (6).
Working in a cognitively diverse team can be challenging due to the range of alternative perspectives and opinions. To ensure an integrated and efficient team, education and training on how to work and utilise a cognitively diverse work environment should be introduced. Offering an onboarding program that informs employees about unconscious bias, the influence it can have on decision making and tips and strategies to deal with these circumstances can ensure all employees acknowledge, accept, and celebrate diversity. Overall, this contributes to an innovative team with an exceptional ability to exceed organisational expectations (6).
Challenges and Overcoming Obstacles
A significant challenge of implementing cognitive diversity is the unconscious bias and predisposition to select and recruit individuals that are similar to us. However, creating a team of like-minded individuals reduces a team’s collective intelligence and the ability to deal with and solve complex issues (7).
To overcome this challenge, you can implement structured interviews focusing on skills and qualifications, include a diverse hiring panel, utilise a blind recruitment strategy or conduct skill evaluations to learn more about your prospect and their talents.
Another prominent challenge in a cognitively diverse team is the ability to navigate decision-making efficiently and effectively. While cognitive diversity brings a broad range of knowledge and alternative perspectives, it can raise disagreements and even disputes when attempting to make the ‘correct’ decision.
To mitigate this, leaders should consider implementing a mediator to reduce conflict, encourage acceptance and celebrate diverse ideas (5). Alongside this, prioritising continuous awareness and engagement of learning about diversity can in turn alleviate the impact of both unconscious bias and inefficient decision-making, generating a more inclusive, diverse, innovative, and successful organisation (8).
Within an organisation it is important to track diversity overtime to ensure representation and ultimately that the organisation is working optimally. This may include:
Setting clear objectives and key performance indicators (KPIs): What do you want to achieve? What are the measurable steps you can use?
Maintaining key metrics: Each organisation should have a range of metrics that they follow and how they track them.
Collecting and analysing data: This could be from staff surveys and assessments as well as looking at trends, correlations, and monitoring employee profiles.
Lastly, the main takeaways are that cognitive diversity is a necessity for transformational leadership and organisation advancement. By embracing cognitive diversity, it empowers a team to make better decisions, while enhancing problem solving, adaptability and resilience. Alternatively, an organisations recruitment, attraction and retainment strategies need to be goal-oriented towards employing a cognitively diverse workforce. Employing learning and training programs on cognitive diversity can provide a fuller perspective for every member within an organisation and further better their ability to work within a diverse working environment. Overall, embracing cognitive diversity promotes opportunities to build, connect, and strengthen an organisation.