Leadership: Transactional versus Transformational

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Weber (1920/1947, p. 358-359) described charisma, as a personality characteristic possessed by extraordinary, god-like exemplars. Robbins and Langton (2003, p. 395) asserted that the two most popular approaches to leadership are contingency models and the study of charisma. Burns (1978, p. 4) who built upon the work of Weber categorized two types of leaders, transactional and transformational. Kuhnert and Lewis (1987, p. 650) argued that constructive/development theory can be utilized to uniquely identify the different levels of transactional leadership by ferreting out the key personality characteristics associated with each level. Transactional leaders induce their followers to carry out tasks by cutting deals with them (Northouse, 2013, p. 195). For example, by offering complimentary time-off or triple pay for overtime instead of double pay for meeting a critical deadline.
On the other hand, transactional leaders provide strong moral examples and create a compelling vision for their followers, which gravitated them away from lower level survival needs towards higher-level needs such as self-actualization. Burns (1978, p. 36) suggested that the universal applicability of transformational and transactional leadership is rooted in the economic principle of bounded rationality (Simon, 1982, p. 291). Concisely, the power of choice lies with the followers; therefore, followers must exercise wisdom in their choice of exemplars.
Transactional and Transformational Exemplars
President Barack Hussein Obama has traversed the continuum from transformational to transactional leadership (Bass & Riggio, 2006, p. 235). He is an exemplar and motivating force to the minority population in the United States (US), especially the African A...

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...ment through changes. International Journal for Quality Research, 6(3), 285-296. Retrieved from http://www.ijqr.net/063.php
Northouse, P. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Robbins, S. P., & Langton, N. (2003). Organizational behavior: Concepts, controversies, applications (3rd ed.). Toronto, ON: Pearson Prentice Hall.
Simon, H. A. (1982). Models of bounded rationality. Cambridge, MA: MIT Press.
Weber, M. (1947). The theory of social and economic organization. (A. M. Henderson & T. Parsons, Trans.). Glencoe, IL: The Free Press. (Original work published 1920).
Whittington, J. L., Coker, R. H., Goodwin, V. L., Ickes, W., & Murray, B. (2009). Transactional leadership revisited: self–other agreement and its consequences. Journal of Applied Social Psychology, 39(8), 1860-1886. doi:10.1111/j.1559-1816.2009.00507.x

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