Article Critique on

“Seven Transformations of Leadership”

By David Rooke and William R. Torbert

Introduction:
In the article "Seven Transformations of Leadership" by David Rooke and William R. Torbert, published
in the Harvard Business Review in April 2005, the authors present a comprehensive framework that
outlines seven distinct stages of leadership development. These stages range from Opportunist to
Alchemist and provide valuable insights into the different ways of thinking and acting as a leader.
Understanding these stages, according to Rooke and Torbert, is essential for individuals to enhance their
leadership skills and become more effective in their roles within the workplace.
The main point emphasized by the authors is that leadership development is a progressive process that
involves moving through these seven stages. Each stage represents a unique mindset and set of
behaviors, offering both strengths and weaknesses. By comprehending these stages, individuals can gain
a deeper understanding of their own leadership capabilities and areas for improvement. Moreover, the
authors argue that recognizing and adapting to these stages can significantly enhance one's effectiveness
as a leader.

Thesis Statement:
In "Seven Transformations of Leadership," Rooke and Torbert assert that leadership development is a
transformative journey characterized by distinct stages, each with its own strengths and weaknesses.
Their framework provides a valuable roadmap for individuals seeking to develop their leadership skills.
By analyzing and internalizing the characteristics of each stage, individuals can identify their current
position in the leadership development process and proactively work towards advancing to the next
stage. Understanding the seven transformations of leadership allows individuals to assess their strengths
and weaknesses, tailor their leadership approach accordingly, and ultimately become more effective in
driving organizational change.

Summary of the Article:

In the article "Seven Transformations of Leadership" by David Rooke and William R. Torbert, the main
points revolve around the concept of leadership development through seven distinct stages. The authors
argue that understanding and progressing through these stages can greatly enhance individuals'
leadership skills and effectiveness in the workplace.
The article outlines the seven stages of leadership development: Opportunist, Diplomat, Expert,
Achiever, Individualist, Strategist, and Alchemist. Each stage represents a unique mindset and set of
behaviors exhibited by leaders. The authors emphasize that these stages are not fixed or linear, but rather
a developmental progression that individuals can move through as their abilities grow.
1. Opportunist: Leaders at this stage are primarily concerned with their own survival and success,
and they tend to be manipulative and opportunistic. They are focused on short-term gains and
are willing to take risks to achieve them.
2. Diplomat: Leaders at this stage are focused on maintaining relationships and avoiding conflict.
They tend to be diplomatic and tactful, but they may also be indecisive and avoid taking risks.
 3. Expert: Leaders at this stage are focused on developing their own expertise and becoming the
best in their field. They tend to be perfectionists and may struggle with delegation and
collaboration.
4. Achiever: Leaders at this stage are focused on achieving results and making a difference. They
tend to be action-oriented and may be competitive and driven.
5. Individualist: Leaders at this stage are focused on their own vision and values, and they may be
willing to challenge the status quo. They tend to be creative and independent, but they may also
be seen as eccentric or difficult to work with.
6. Strategist: Leaders at this stage are focused on developing a strategic vision and aligning their
team around it. They tend to be analytical and systems-oriented, and they may be skilled at
managing complexity.
7. Alchemist: Leaders at this stage are focused on transforming themselves and their organizations.
They tend to be visionary and inspiring, and they may be able to create a sense of purpose and
meaning that motivates their team.
The arguments presented in the article highlight the characteristics, strengths, and weaknesses of each
stage. For example, leaders at the Opportunist stage are primarily concerned with personal gain and can
be manipulative, while leaders at the Alchemist stage are focused on transforming themselves and their
organizations, inspiring others with a sense of purpose and vision. The authors suggest that by
understanding these stages, individuals can gain insights into their own leadership style and identify
areas for growth.

The findings of the article suggest that leadership development is a dynamic process. Leaders can evolve
and progress through the stages, and self-awareness plays a crucial role in this journey. The authors
highlight the importance of regularly assessing one's leadership approach through tools like the
Leadership Development Profile, which can reveal the evolution of a leader's action logic over time.

Overall, the article emphasizes that leadership development is not a one-size-fits-all process. Individuals
may progress through the stages at different rates or in different orders, depending on their experiences
and circumstances. By understanding and leveraging the seven transformations of leadership,
individuals can cultivate their strengths, address their weaknesses, and become more effective leaders
capable of driving organizational change.

Critique:
While the article presents a valuable framework for understanding leadership development, it could be
strengthened by providing more specific guidance on applying the model in practice, addressing the
limitations of the approach, and exploring the relationship between leadership development and
organizational performance. Nonetheless, it serves as a useful starting point for individuals and
organizations interested in exploring the complexities of leadership development and fostering more
effective leadership practices. Here are some strengths and weakness about the article:
Strengths:
 The article provides a clear and concise overview of the seven stages of leadership development,
making it accessible to a wide range of readers. The framework presented is easy to understand
and can be applied in various organizational contexts.
  The authors use real-world examples to illustrate each stage of leadership development. This
helps readers visualize the characteristics and behaviors associated with each stage, enhancing
the practicality of the framework.
 The emphasis on self-awareness as a key component of leadership development is a strength of
the article. By encouraging individuals to reflect on their own leadership style and strengths, the
article promotes a more introspective approach to growth and improvement.
 The inclusion of the Leadership Development Profile as a tool for self-assessment is a valuable
contribution. It offers a practical means for individuals to evaluate their own progress and
identify areas for further development.
 The article serves as a starting point for further exploration and research on leadership
development. It introduces readers to the concept of action logic and provides a foundation for
individuals and organizations to delve deeper into the topic.
Weaknesses:
 The article falls short in providing detailed guidance on how individuals can move from one
stage of leadership development to another. While the authors mention that growth occurs as
abilities expand, they do not offer specific strategies or interventions that can facilitate this
progression.
 The role of external factors, such as organizational culture and industry trends, is not adequately
addressed. Leadership development is not solely an individual endeavor, and understanding how
contextual factors influence growth is crucial for a comprehensive understanding of leadership
effectiveness.
 The article could benefit from a more critical examination of the limitations of the seven-stage
model. While the authors acknowledge that it is not a one-size-fits-all approach, they do not
delve into potential drawbacks or alternative frameworks that may provide complementary
perspectives.
 The connection between leadership development and organizational performance could be
explored in greater depth. While the authors imply that effective leadership drives organizational
change, they do not explicitly examine the specific ways in which leadership development
impacts organizational outcomes.
 The article lacks practical guidance on how to apply the seven-stage model in practice. While it
provides a valuable conceptual framework, readers may be left wanting more tangible
recommendations on how to translate the stages into actionable steps for leadership
development.

In my informed opinion, the article "Seven Transformations of Leadership" by David Rooke and
William R. Torbert is generally clear, relevant, and accurate. The authors provide a clear and concise
overview of the seven stages of leadership development, and their arguments are supported by a range
of sources. However, there are some areas where the article could be improved. In terms of clarity, the
article is generally well-written and easy to understand. The authors provide clear definitions of each
stage of leadership development, and their arguments are supported by real-world examples. However,
the article could be improved by providing more specific guidance on how individuals can progress
through the stages of leadership development. While the authors suggest that individuals can progress
through the stages as their abilities grow, they do not provide specific guidance on how to do so. In
terms of relevancy, the article is highly relevant to individuals and organizations seeking to develop
their leadership skills. The authors argue that understanding the seven transformations of leadership can
help individuals identify their own strengths and weaknesses as leaders, and work to develop the skills
and abilities needed to progress to the next stage. This is highly relevant to individuals seeking to
develop their leadership skills, as well as organizations seeking to develop their leadership pipeline. In
terms of accuracy, the article is well-researched and draws on a range of sources to support the authors'
arguments. The authors provide real-world examples of each stage of leadership development, which
helps to illustrate the strengths and weaknesses of each stage. However, the article could be improved
by considering the role of external factors, such as organizational culture or industry trends, in shaping
an individual's leadership development. While the article focuses on individual development, it does not
consider the broader context in which leadership occurs. Overall, while the article is generally clear,
relevant, and accurate, it could be improved by providing more specific guidance on how to progress
through the stages of leadership development and by considering the role of external factors in shaping
leadership development.

Conclusion
In conclusion, "Seven Transformations of Leadership" by David Rooke and William R. Torbert outlines
seven stages of leadership development and argues that understanding these stages can help individuals
become more effective leaders. The article provides a clear and concise overview of each stage of
leadership development, and the authors provide real-world examples to illustrate the strengths and
weaknesses of each stage. While the article could be improved by providing more specific guidance on
how individuals can progress through the stages of leadership development, it provides a useful
framework for understanding leadership development and can help individuals identify their own
strengths and weaknesses as leaders. In my analysis, I noted that the article is generally clear, relevant,
and accurate, but that it could be improved by considering the role of external factors in shaping
leadership development. I also noted that the article provides a useful framework for understanding
leadership development, but that it should be supplemented with additional research and guidance for
individuals seeking to develop their leadership skills. Overall, the research presented in "Seven
Transformations of Leadership" is significant because it provides a framework for understanding
leadership development that can be applied in a range of organizational contexts.

However, future research is needed to explore how individuals can progress through the stages of
leadership development and to consider the role of external factors in shaping leadership development.
While the authors suggest that individuals can progress through the stages as their abilities grow, they
do not provide specific guidance on how to do so. Additionally, while the article focuses on individual
development, it does not consider the broader context in which leadership occurs, such as organizational
culture or industry trends. Future research could explore how individuals can move from one stage of
leadership development to another, and how external factors can impact leadership development. This
could help individuals and organizations develop more effective approaches to leadership development
that take into account the unique needs and challenges of different contexts. By building on the insights
presented in this article, researchers and practitioners can continue to develop new approaches to
leadership development that can help individuals become more effective leaders and drive
organizational change.