Transactional Leadership: A Case Study
Transactional Leadership
Frequently referred to as a managerial approach to leadership, the transactional leadership style is centered on improving efficiencies within an organization or team (McShane & Von Glinow, 2015). Leaders practicing the transactional approach focus on the details of the step by step processes and workflows using a reward and punishment system to encourage workgroup production (Dartey-Baah, 2015). As errors and inconsistent results are part of the expected norm, transactional leaders succumb to the belief that employees require ongoing monitoring and supervision to ensure compliance with the expected work practices. When used with an experienced high performing staff, the constant supervision and punitive nature of the transactional leadership style can be counterproductive, causing a decrease in production and satisfaction among some groups. In contrast, when used with newly formed production units, the transactional style has been known to improve employee engagement and response (Breevaart et al., 2014).
Transformational Leadership
As described by McShane and Von Glinow (2015)
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K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational Psychology, 87, 138-157. http://dx.doi.org/10.1111/joop.12041
Dartey-Baah, K. (2015). Resilient leadership: A transformational-transactional leadership mix. Journal of Global Responsibility, 6(1), 99-112. Retrieved from http://search.proquest.com.library.capella.edu/docview/1675140305?pq-origsite=summon&http://library.capella.edu/login?url=accountid=27965
Marquis, B. L., & Hudson, C. J. (2015). Leadership roles and management functions in nursing (8th ed.). Philadelphia, PA: Lippincott Williams & Wilkins.
McShane, S. L., & Von Glinow, M. A. (2015). Organizational behavior: Emerging knowledge, global reality (7th ed.). New York, NY:
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