Index_T

T

Transformational strategy, 145

Transformation dimension, 120

abusive behavior, 145–147

channeling leader’s frustration, 131–132

creating supportive environment, 140–142

dedication to cause, 134–135

denial/justification of behavior, 132–134

empathy and, 143–146

facilitators, 139–140

follower as catalyst, 130–131

follower’s role, 128–130

identifying transformation resources, 137–139

modeling change for leader, 142–143

modeling empathy, 143–145

outside facilitator, 139–140

paradox of, 129

persistence and, 150–152

positive reinforcement and, 147–148

process of personal transformation, 126–128

reactions to confrontation, 135–137

realistic expectations, 149–150

recurring behavior and, 148–149

resources identification, 13–139

validation and, 152–153

when possible, 125–126

See also Personal transformation

Trust, 29–30, 84