Mark W. McCloskey
Sergio Caredda
Mccloskey, M. W. (2014). The 4R Model of Leadership. In M. W. McCloskey, Learning Leadership in a Changing World (pp. 79–87). Palgrave Macmillan US. https://doi.org/10.1057/9781137476371_8
Description:
A complex holistic model developed by prof. McCloskey and then adapted by consulting firm Work Effect. The model depicts “the interplay of critical variables in the process of transformational leadership”. It also focuses on showing some of the key characteristics of Transactional and Transformational Leadership.
While both styles of leadership are useful in certain environments, Transformational Leadership is necessary when addressing dilemmas. The Transformational leader gains the trust of their followers and clients based on shared interest in the future of the organization. They create and communicate a unifying vision and mission for a better future, empower and engage followers in the attainment of that vision.
Such leaders serve as a catalyst, helping followers recognize their innate assets and apply them to enhance the success of the organization. Transformational leaders embody the values and vision they promote, and sustain healthy organizations as they inspire and motivate others to achieve the desired results.
The 4R model highlights the 4 critical variables in transformational leadership: Relationships, Roles, Responsibilities, and Results. The 4R model is not linear; each variable is vital in developing and sustaining transformational leadership. Transformational leaders set in motion a pattern of expected outcomes aligned with the organization’s vision, mission, and strategy.
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