The architecture of transformative leadership theory

The emergence of a volatile, unpredictable, complex and ambiguous (VUCA) environment in the 21st century challenged the efficacy of traditional leadership theory to ensure business success in turbulent times. This new reality prompted a scholarly search for new transformative leadership theory (TLT) to find ways to help leaders navigate turbulent conditions and equip managers to shepherd institutions to accomplish corporate goals in VUCA contexts. The study explored scholarly literature, business models, professional best practices and case study examples to identify suitable architecture to manage transformative change as a strategy to ensure institutional survival and success in turbulent environments. The results identified the five levels at which institutions can drive transformative change as; thematic focus, business transformation modelling, leading transformative change, values driven transformation and subterranean context. The study identifies five strategies to lead change, highlights twelve elements of TLT and casts the four roles of a transformative change leader as; chairman, strategos, manager and follower. According to the study, the transformative leader must; be courageous and confront the status quo, convince stakeholders and build consensus for change, chart a navigable path through turbulence to corporate goal horizons, and collaboratively share responsibility with followers to embed a desired transformative culture transformation in the institution. The author notes that such change disrupts redundant systems and may be resisted by its intended beneficiaries.     Key words: Leadership theory, Ubuntu, VUCA, transformative change, values, systems, followers, strategy.