Transformational Leadership The book describes transformational leadership involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives. Transformational leadership is the way leaders get lead their followers to do something and have them want to do it. This is achieved by putting personal self- interests aside in order to do those things (Colquitt, J. A., LePine, J. A., & Wesson, M. J. 2017). Transformational leadership normally requires a sense of motivation, motivation to move the followers to actually go through with these actions; this approach is used more than any other approaches.
Transactional Leadership
The book describes
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A., LePine, J. A., & Wesson, M. J. 2017). This way is incorrect simply because a leader should show how things are done before waiting for mistakes to happen.
Active management-by-exception the leader arranges to monitor mistakes and errors actively and again takes corrective action when required (Colquitt, J. A., LePine, J. A., & Wesson, M. J. 2017). This way is incorrect simply because an employee should feel comfortable in their own work environment without feeling afraid of making mistakes.
Contingent reward represents a more active and effective brand of transactional leadership, in which the leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance (Colquitt, J. A., LePine, J. A., & Wesson, M. J. 2017). This is probably the lesser of all the other transactional leadership but still has its faults. An employee should want to achieve its goals without incentives. Although, it is okay to receive incentives one should want to achieve a goal because they truly