Transactional And Transformational Leadership From The Dawn Of The Industrialization Era

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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, making plans, implementing strategies and delivering superior customer service, which when combined, delivers success. If human resources are the most important component of an organization, then leadership naturally becomes the single most important aspect of an organization. Leadership has a myriad of varying definitions depending on persons asked. Most people tend to define leadership along the lines of possessing the ability to motivate others to deliver expected performance. The Search Inside Yourself Leadership Institute (2013) offers a concise but profound definition of leadership: “Leadership is the art of leading others to deliberately create a result that wouldn’t have happened otherwise.” There are many different types of leadership with distinctive and sometimes overlapping characteristics. The text mentioned two particular types of leadership: transactional and transformational. Odumeru & Ifeanyi (2013) perfectly stated that, “Transactional Leadership, also known as manager... ... middle of paper ... ...thin acceptable range. Once hired, this person may focus on power and influence as oppose to focusing strictly on serving the needs of the customers. Conscientiousness and openness may the two that are most difficult to detect in an interview. As Zara (2002) rightly suggested, “If you 're looking for someone who 's extroverted and agreeable, you 'd probably do better meeting him or her. But if it 's conscientiousness and openness you want, take the [their] bedroom” (Office Betray Personality, para. 2). It is critical as the hiring manager to know the personality type that is required and what information is needed about the potential employee. Hiring people with any of the five personalities is risky, but the risk can be minimized if we create strategies that can identify individual personalities in an interview context and hone in on the best match for the job.

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