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Journal article about the compare and contrast of transformational leadership and transactional leadership
Relationship between transactional and transformation leadership styles
Journal article about the compare and contrast of transformational leadership and transactional leadership
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No. 1: Transactional/Transformational Leadership From the dawn of the industrialization era, businesses and organizations have emerged. Many have succeeded and continue to be leaders in their respective business sectors such as Johnson & Johnson, yet others have failed for a number of reasons. What is it then that separates the winners from the losers? Innovative technology, effective strategies, plans, superior customer service among other factors plays a significant role in the success and sustainability of any company or organization. However, at the core of a successful organization there is human resources. Human resources are the most valuable resources an organization possess. After all, it is the people who are manning the technologies, …show more content…
These leaders are indeed forward-thinking with an emphasis on implementing new ideas and enthusiasm for the future of the organization. They bring about new perspectives and helps others buy into and meet the vision through positive changes. Transformational leaders motivate followers by fostering and encouraging group interest, nevertheless, individual creativity is highly encouraged. These leaders coach and mentor others into developing individual potential. They seek ways in which to resolve conflicts and solve problems, even if it requires challenging status quo. One key distinction between transactional and transformational leaders is that transformational leaders place a high importance on ethics and moral value and are usually emulated based on these traits. These leaders use integrity and fairness to motivate followers to meet their high expectations rather than directing as transactional leaders do. For these reasons, transformational leadership is more likely to lead to employee’s affective commitment. They inspire, motivate, support and encourage their followers both individually and corporately in an effective manner. Loyalty to organization and leader is almost inevitable with this leadership style if carried out properly. Though both leadership types are considered necessary depending on the situation, transformational leadership is typically regarded as the better way of managing employees because of the results it tends to achieve and the level of employee commitment and trust that arise under such leadership
...selbein and Cohen, “organizations that take the time to teach leadership are far ahead of the competition. By becoming familiar with the transformational leadership approach and combining the four I's, managers can become effective leaders in the business world.” (1999, p. 263). Transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are “transformed” to enhance job performance and help the organization be more productive and successful. All of these leaders have the attributes mentioned here. History will decide the greater impact they had on society as it is being written every day. Therefore, the qualities of transformational leadership make the essence of transformational management and the key to successful management of transformational organizational changes.
As jobs are becoming more technical every year and innovations are arising with new job opportunities, finding employees that meet a business’ requirement is becoming more difficult (Nickels (290-346). This is why it is important to have a career that arises and evolves that meets this innovating world: Human Resources. Human resources plays a big part into a business’ success from hiring new employees, to employee retainment, and ensuring employees are trained to meet the evolving businesses requirements (Nickels (290-346). Human Resources is quickly evolving to become one of firm’s most critical professions in the industries market business.
In ‘Leader-Member Exchange, Transformational Leadership, and Value System’ Krishnan (2005) noted that according to Burns, ‘the result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and convert leaders into moral agent’, which means that both leaders and team members offer one another. In this case, leaders serve their followers, create conditions for their further development, and make them feel free and independent in their work. Burns also claimed that ‘leaders and followers raise one another to higher levels of morality and motivation’, i.e. the transformational leadership is possible because of both, the team members and leaders, become better and improve each other (Gupta & Krishnan 2004, p. 14). Bass further expanded the theory proposed by Burns and introduced it into the organizational context. He defined transformational leaders as leaders who motivate followers to do more than they expected to do initially. Transformational leaders are attentive to the team members needs; however, it takes time to develop strong emotional bonds between them. Nevertheless, leaders always encourage their followers to give their best. The leaders help people to look beyond their self-interest for the good of the whole group, organization, or society. They also help followers understand the need of emotional and intellectual change; commit to greatness that lies down in aspiration for business effectiveness ‘such as profits and high stock value, as well as impeccable ethics’(Dubrin et al 2006, p. 107). Owing to leaders, the team members know the goals and the ways to achieve them.
There are many leadership theories that play an important role in the every day workforce. Some of the theories are successful in producing a strong and productive leader, while others lack the qualities required for the job. Out of the multitude of available theories out there, I feel that the Transformational Leadership Theory is the one that stands out as being the most successful. This theory is far from coercive and instead focuses on making a satisfied team that collaborates to form a productive work environment. An environment like this, ran by a top-notch leader, is needed for success.
Transformational leadership is the optimal style for a leader in an organization to have due mainly to its prominent characteristics such as being influential, innovative, motivating, proactive, and having the ability to both responsibly and reasonably delegate tasks. These aspects specific to the style of transformational leadership are essential to positive organizational function, environment, and advancement because they are characteristics that all hold power and constructive properties individually. When combined they are significantly capable of producing progress, change, and a healthy organizational environment.
The variety of spectrums that are included in transformational leadership means that is difficult to define the limits, also the transformational leadership theory can not be applied to every situation or even every field (Lynch, 2015; Northouse, 2013). The measuring factors of transformational leadership have also been questions (Northouse, 2013). While the model focuses on the roles of both the leader and the subordinate, it has also been criticized as being more focused on praise of leader and less on the input of subordinates (Northouse, 2013; Yang, 2014). There are also very few studies that approaches to transformational leadership that study it from the point of view of the followers need (Kovjanic et al., 2013). It has also been thought that transformational leadership regards leadership as something that cannot be learned, which makes it an approach that is more difficult to actually apply and teach (Northouse, 2013). Also, although the style has been highly regarded as effective, there are still questions in regard to if it can transform people and businesses (Northouse,
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Doody and Doody (2012) posit that transformational leadership encourages leaders to motivate employees by adhering to higher moral standards. This appeal to inspire employees to behave in such a way that advances the overall mission of the organization results in employees gaining more self-actualization than they would likely see from a more transactional style of leadership. Transactional styles of leadership, which promote adherence to rules based on a reward system, tend to accomplish only the specific goals set forth by the organization (Vaismoradi et al., 2016). Transformational leadership on the other hand, encourages employees to exceed current standards and motivates them to fully adopt the deeper purpose of the organization (Lievens & Vlerick, 2013). Transformational leaders are compelling and dynamic, motivating employees by making the goal so stimulating that this vision is embraced by the team (Weiss & Tappen, 2015). Viasmoradi et al. assert that transformational leaders create a supportive environment where employees are encouraged to come up with creative solutions to challenges, resulting in an improvement in patient outcomes
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
There was a study conducted by researchers to understand the contextual relationship of transformational leadership such as the impact on socialization, the leader’s impressions on both subordinates and their organizations, as well as operative collaborative setting along with bearing of particular characteristics of behavior in regards to performance. Some transformational leaders are asked to display certain behaviors while conducting all task. Being committed to change is an absolute requirement combined with the ability to recognize ground-breaking change while maintaining substantial power while enacting on change. This type of leader including managers have an incredible hindsight about their employees conduct in which this provides a greater benefit to the organization as it relates to leadership ability. As a result there is a certain level of behavioral integrity that can be gathered by this contact with other staff members. It has been proven that if you have great leaders combined with exceptional administration practices and finally employee
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s goals and objectives. Besides, idealised influence, inspirational motivation, intellectual stimulatio...
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
Organizational success or failure is dependent on a myriad of variables that can be challenging to measure and interpret. Success or failure can simply be luck and timing or an orchestrated and deliberate effort. As new technologies allow organizations the ability to rapidly measure and assess its internal and external environmental factors, more efficient strategies can be quickly implemented. The focus of this literature review is specifically on one of these mentioned variables. The paper will detail the relationship that Human Resources (HR) practices have with an organization’s strategic goals and vision.