Collective Transformation: Fostering Peer-Driven Transformational Leadership in Communities of Practice

Abstract

While transformational leadership (TL) thrives in uncertain environments through knowledge exploration, research often focuses on the top-down dynamics between managers and employees. This study analyzes peer-driven TL within communities of practice (CoPs). Effective TL involves personal changes that trigger similar transformations in others. With their emphasis on knowledge creation and innovation, CoPs facilitate TL development, community growth, and reliable environments that engender transformative responses among members. Through a comprehensive literature review, detailed analyses, and semi-structured interviews, this study examines the conditions that foster CoPs as facilitators for mutual TL among peers. A novel perspective on TL within CoPs is revealed, shifting focus from unidirectional manager–employee dynamics to peer-to-peer leadership emergence. By nurturing the conditions of role equality and shared narratives, organizations can pursue collective growth, empower employees, and propel organizational transformation through a network of decentralized leadership.