Future Search, a model founded by Weisbord and Janoff, has experienced incredible
success in the realm of organizational and social change. Prior researchers have indicated
that organizational and social change from Future Search is lasting and impactful across
industries, governments, and cultures. However, there is an important gap in the literature
regarding the behaviors of leaders who successfully implement this model. To help
address this gap, this study constituted an exploration of differences in transformational
leadership behaviors of leaders of Future Search efforts compared to leaders who have
not implemented Future Search. The study used a quasi-experimental design, using Bass
and Avolio’s Multifactor Leadership Questionnaire to identify critical transformational
leadership behaviors. Fifty four Future Search leaders were compared to a group of 82
leaders who did not implement a Future Search program. Independent sample ttests and
correlation analyses found that Future Search leaders display more transformational
leadership behaviors. This study also included an investigation of relationships between
transformational leadership and goal accomplishment, where the findings did not indicate
a significant correlation. An additional qualitative anecdotal component, (using critical
incident interview techniques) added meaning to the results and supported these findings.
These results have implications for using the Future Search model to accomplish
community or organizational vision and goals by applying transformational leadership.
The findings make a distinct contribution to the existing literature and contribute to
positive social change by understanding potential causes for Future Search’s impressive
ability to improve worldwide health through health care and education initiatives. Transformational Leadership Behaviors Among Future Search Leaders