More handpicked essays just for you.
Sullivan and Decker (1997) transactional leadership
Major dimensions of transformational leadership
Transformational leadership and the effect it may have on influencing policy change
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Transactional leadership is a relationship where both parties do things for each other with the expectation of reciprocation. The term "transactional" refers to the fact that this type of leader essentially motivates subordinates by exchanging rewards for performance. Transactional leaders handle all the details that come together to build a strong reputation in the marketplace, while keeping employees productive on the frontline. Transactional leaders shoot for ambitious goals. Therefore, achieving short-term goals quickly. They depend on self-motivated individuals who work well in a structured, directed environment. Transactional leaders are also leaders who value order and structure. They are not for places where creativity and innovation ideas are valued. …show more content…
Transformational leadership seeks to motivate and inspire workers through, choosing to influence rather than direct others. Being a role model for followers in order to inspire them and raise their confidence in the project; challenging followers to take greater ownership for their work, and understanding the strengths and weakness of followers, allowing the leader to align followers with tasks that enhance their performance. Transformational leaders work well in organizations where change is needed. Transformational leaders are not the right fit for new organizations where no structure exists. They have integrity and high emotional intelligence.
The difference between the two are also quite large. Transactional leaders are reactive; transformational leaders are proactive. Transactional leadership appeals the self-interest of individuals, while the transformational style prioritizes group progress. However, both leadership styles are needed for guiding organizations to
Transformational leaders exhibit personal and professional qualities that other want to emulate and follow. These leaders advance the mission in combative environments. Transformational leaders propel the growth of the team through communication. Finally, transformational leaders leave a legacy that instills pride, moral, and determination for future success.
Transformational leadership is defined as a “process whereby a person engages with others and creates a connection that raises
Transformational leadership describes a leader moving followers beyond immediate self-interests through idealized influence (charisma), inspiration motivation, intellectual stimulation, or individualized consideration. Transformational leaders are change agents. They influence the mission and objectives to make way for a brighter future for the organization. Followers are motivated to do more than is originally expected because of their feelings of trust and respect for the leader.
Borkowski (2015) distinguished between transactional leadership and transformational leadership by explaining that: transactional leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates throw consideration of performance and reward. And, Transformational leadership, contrasting transactional leadership, is directed toward the influence and management of institutional change and innovation through revitalization and
According to our text book there are two main classifications of leadership approaches, transformational leadership and transactional leadership (Yoder-Wise, 2011). Transformational leadership is centered on motivation and building relationships with staff through a shared vision and mission (Frandsen, 2013). Transactional leadership approach involves one superior with minimum or no input from the employees (Yoder-Wise, 2011).
Transformational leadership is an extension of transactional leadership. Organization should maintain base of transactional leadership while moving their organizational culture towards one of Transformational qualities.
This method implies that leaders and follower have combine motives that can be beneficial to both parties. When theses task are assigned, there is a designed reward or punishment for the followers. This method of leadership can also be associated with managing in a sense. Transactional leadership in a sense is like management in that it does not look to inspire or promote change, it is in fact more about ensuring a particular process, and procedure meets the desired results.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
A leader that uses this approach relies on their own knowledge to manage employees and situations using poer and control (Fradsen, 2014). These leaders are the ones who will use negative reinforcement and punishment to punish you for bad performance or to enforce the rules. McGuire and Kennery (2006) define the behaviors of a transactional leader as being punitive, giving contingent rewards, managing by active exception, or managing by passive
This section reviews and compares transactional, transformational, servant, ethical, and spiritual leadership to identify differences and overlaps in leadership styles.
Transformational leaders are building blocks for the job satisfaction and commitment. Transformational leaders develop extra mile partnership. Followers go extra mile for the leader and work beyond the expectations.
Based on Burns (1978) there are two types of basic leadership styles, transformational and transactional. Transactional leaders are in contact with an individual for an exchange that will occur between them while transformational leaders motivate and connect with their followers
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...
Transformational leaders are described by power fullness while transactional leaders are mainly related with their daily managerial duties. Transactional leaders are more dedicated and committed for supervising the administrative activities whereas the transformational leader leads the followers to another levels of possibilities for their potential
...ility for their work and understand the strengths and weaknesses of fellow followers. This results in a more cohesive unit. Understanding this, the leader can effectively link followers with tasks that enhance their job performance, motivation and ability thus benefiting the organization as a whole. However, transactional leadership tends to be most effective in situations where problems are simple and clearly-defined because it revolves around a reward or punishment system. For example, if you do something right you are rewarded. If you do something wrong, you are demoted or punished. However harsh it seems, transactional leadership is the leadership style that is more focused on accomplishing goals rather than employee satisfaction. When the outcome of a task is detrimental to an organization (i.e. military task), a more transactional approach is certainly needed.