For Leaders to be Transformational, They Must Think Imaginatively

Abstract

In the current article, it is argued that individual differences in imaginative thinking may predict transformational leadership. Transformational leaders create a vision for the future, which they must imagine. Moreover, being able to imagine differences in thinking and behavior may aid in the development of more transformation leaders via guided reflection on their leadership practices. Ultimately, assessment of individual differences in imaginative thinking may be useful in recruitment of leaders.

Reexamining the Relationship Between Thinking Styles and Transformational Leadership: What Is the Contribution of Imagination and Emotionality?

“…In addition, the results replicate Cerni et al’s () finding that rational thinking is positively correlated with transformational leadership in a sample of school leaders. Importantly, these results go beyond the previous studies by also finding the CELM’s predicted relationship between a preference for imaginative thinking and transformational leadership (Cerni et al, ; Curtis & Cerni, ).…”

“…The REIm has allowed a more nuanced examination of the connections between experiential thinking and transformational leadership than has been possible in previous studies. In particular, the REIm has allowed a test the CELM’s predictions that a preference for imaginative thinking would be related to transformational leadership (Cerni et al, ; Curtis & Cerni, ), and that emotional components of experiential thinking (i.e., emotionality) would be related to transformational leadership (Cerni et al, ).…”

“…The REIm’s subscales of experiential thinking that assess intuition, emotionality, and imagination were derived from factor analysis of a broader pool of test items, and these subscales were validated against other performance and self‐report measures of related concepts (Norris & Epstein, ). Because emotionality and imagination differ conceptually from rational thinking and behavioral coping, but still have theoretical connections to transformational leadership, it is possible for these two dimensions of thinking to contribute to the explanation of transformational leadership beyond what is explained by leaders’ preferences for rational thinking and behavioral coping (Curtis & Cerni, ).…”

“…In addition, the imagination scale correlated with aesthetic judgment, humor, self‐esteem, and measures of intuitive reasoning. A key aspect of transformational leadership is identifying the need for change and articulating a vision for the future that followers are inspired to pursue (Curtis & Cerni, ). Therefore, imagination is likely to play a key role in leaders’ capacity to conceptualize alternative futures for their organization, which is critical to transformational leadership.…”

“…Therefore, imagination is likely to play a key role in leaders’ capacity to conceptualize alternative futures for their organization, which is critical to transformational leadership. In addition, Curtis and Cerni () argued that imagination was necessary for leaders to self‐examine and become better leaders (e.g., by thinking about alternative and improved ways to lead). Thus, through envisioning better futures for themselves and for their organizations, leaders with a preference for imaginative thinking are likely to be more transformational.…”