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Transformational Vs. Transactional Leadership

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While many different management styles in different organizations to provide in-depth over relating ranging form facilitative styles to autocratic, micromanaging and relatively hands-off styles. There are various theories about different styles, situation and effective on transformational and transactional leadership. The best way is evaluate of other superior on each theory before the discussion on transformational and transactional leadership. They are two opposites direction when it comes to the underlying theories of leader management. A good leadership has own profile that might include transformational, transactional and non-transactional behavior and motivation but the best leader will apply transformational leadership than transactional …show more content…

The transactional leadership emphasizes the transaction or exchange which among leaders, followers and subordinates what is required conditions and rewards to fulfill the requirements. The transformational leadership raise the moral maturity whom they lead, and convert their follower into leaders, motivate their associated, followers, subordinates, colleagues, clients to go beyond their individual self-interest for the good of the organization. There are two lines to define on leadership styles and situational contingencies styles which focused the difference between task-oriented and people-oriented leaders. Based on quantitative and qualitative leadership studies, we can found different theories such as trait theory, contingency theory, Charisma, leader-member exchange (LMX) theory which fits best for which different situation, and which style seem to be more effective such as Bass’ transformational leadership …show more content…

These theories were strongly influenced by James McGregor Burns (1978) but Bass (1985,1996) has more empirical research on this theory. Both of transactional and transformational leadership were defined to influence followers and the effects of the leader on followers. The transformation leadership can provide clear meaning and challenge with idealized and inspiring behaviors that could calculate potential risks, performing high standard of command. This leadership appeals to raise follower consciousness about ethical issues and begin their energy and resources to reform the organization. They enhance the team spirit, leaders using the inspiration, idealized influence to their follower, envision a range of possible future, make a clear direction to goal and commitment to the mission to their followers. They are a good leader that admired, respected, trusted and willingness to go above and beyond by followers. This kind of leaders can encourage their subordinates by intellectually supposition, they know how to frame and reframe those problems that occur from the task, peers with team on innovation and

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The followers have the least chance to question the leader, and their concern can easily be under valued. It is distinguish characteristics in the leader, which have potential to be abused. There is complexity in it. Transformational leadership is a conglomerate of various leadership characteristics which not be easy learn. Such transformational leadership weaknesses could improve the leader integrate more servant leadership elements.

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The Transformational Leadership theory states that this process is by which a person interacts with others and can create a solid relationship that results in a high percentage of trust, that will later result in an increase of motivation, both intrinsic and extrinsic, in both leaders and follower. Rules and regulations are flexible, guided by group norms. These attributes provide a sense of belonging for the followers as they can easily identify with the leader and its purpose. There are certain skills a leader must acquire to lead and delegate properly. Respect is one thing that must be displayed, just because one is a leader it does not mean they have all the power and authority over any individual.

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According to Burns, “transactional leaders approach followers with an eye to exchanging one thing for another…these transactions comprise the bulk of the relationships among leaders and followers” (p. 3) Transformational leadership, on the other hand, involves influence, of and by, both the leader and the follower. It is a process of mutual influence. Leaders not only lead, but also develop other leaders. Expanding on Burns’ distinctions, Bass (1995) asserts that “Transforming leaders convert followers to disciples…and provide followers with a cause around which they can rally” (p. 467).

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There is a clear difference between transaction, transformative and transformational leadership. Transformational leadership has the potential to satisfy the academics and the social justice to meet the complexity of diverse society and our education system by challenging inappropriate use of power in search to create equality and justice society rather than inequality and injustice, whereas transaction leadership foundations are based on a mutual agreement of exchange between leadership and other organisational members and transformational leadership focuses on improving process, organisational functions to improve effectiveness and outcomes (Gunter 2009 and Shields

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A good leader understands and is well versed in the objectives assigned to them making them the expert and the one you turn to for advice. They know which actions are necessary to drive behaviors. The most important is that they make you want to work for them through respect and leading by example (Munro, 2008). I am lucky enough to have experienced many different leadership styles. I’ve worked for dictators, yes men, leaders who are your best friend, detached leaders, by the book leaders and leaders who remember we are all human.

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Transactional Leadership is based on the principles of the social exchange theory, in which an individual would expect to give and receive benefits or rewards when engaging in a social interaction (Sullivan, 2012). The interaction will cease if one or both person decides that the exchange of benefits and rewards are no longer worthwhile. Transactional Leadership theory also focus on the task that need to be carried out and makes sure they are done the right way as compared to Transformational Leadership theory which focus on staff empowerment (Marquis and Huston, 2015). A nurse manger in a department or ward is a good example of Transactional Leadership theory.

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1618 Words | 7 Pages

“The study of history has been a study of leaders – what they did and why they did it” (Bass, 2008: 4). New contemporary styles of leadership have emerged that arguably are more successful in the long term (Dawson & Andriopoulos, 2014). This report critically evaluates different styles of leadership to determine if a transformational style will have a more decisive effect on employee motivation and organisational culture culminating in long term prosperity of the business. Fresh perspectives to leadership are required if organisations are to be successful in times of change while at the same time increasing employee morale (Conger, 1999). Studies done by Burns (1978) differentiates between transactional leaders and transformational leaders.

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The Philosophy of Transformational Leadership According to Grant (2012) transformational leadership is a philosophy that conveys a vision and creates action for change that focuses followers’ awareness on their contributions and mission accomplishment. Transformational leaders are known to be passionate and are able to articulate their vison to motivate followers. Roueche, Baker III, and Rose, (2014) suggest that a transformational leader is able to engage the follower in a manner that allows communication of needs to be reciprocal in nature. The process involved in the philosophy of transformational leadership, allows for the superior to coach or mentor followers.

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TRANSFORMATIONAL LEADERSHIP Transformational Leadership is defined as leadership style focused on effecting revolutionary change in organizations through a commitment to the organization’s vision. (Sullivan & Decker, 2001) Transformational leaders are usually given higher position and are known for their charismatic sense and ability to develop high visions and regards in the work they do. They often give their best performances due to the low morale or self esteem Example: Steve Job, Bill Gates and Ratan Tata. As the existentialist rightly said, we always have a choice, in doing what we already have done or doing that which we have never done.

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571 Words | 3 Pages

It is telling that Wong and Davey (2007) opined that today’s leadership should not be one based on what is described by Wong and Davey (2007) as process and outcome. In essence, one might argue that relationship oriented leadership practices should be the way forward in leadership. Thus, even though, this particular learner is tempted to choose transformational leadership (a relationship oriented leadership practice) to be one’s preferred leadership style. Based on the premise that the transformational leadership model appears to be described as the contemporary approach to leadership that tends to look at where at a particular organization needs to be going, and it tends to determine how to manage what is described as the external and internal changes that a particular employee needs to make in order to achieve organizational goals. More so, in today’s globalized and changeable business environment, several organizations are now shifting away from the transactional style of leadership to the transformational style of leadership in order to execute business strategies and accomplish

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Transformational Approach Transformational leadership style work towards high levels of communication from a management to meet goals. Leaders are meant to motivate employees and augment productivity and efficiency through communication and high visibility. This style of leadership really does need the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals. Transformational leadership proves to be efficient not only in business, but in all other sectors where it is used.

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Criticism of transformational leadership whereby conceptual clarity are lacked . This is due to it had a broad range of activities and characteristics including vision creating , trust building and so on . Research shown that the components of transformational leadership are overlapping and undefined dimensions . Secondly , transformational leadership are measured whereby there are distinct factors with one another . Some of the transformational factors are not interrelated with transactional and laissez-faire factors .

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Great leaders are genuine and authentic: These leaders know who they are and they are not afraid to let others see their core values, their strengths, and their weaknesses. They are transparent and let everyone know in a way that is seen as “real” and genuine. 4. Effective leaders have a professional presence: Great leaders have a way of being “in the moment”, both in a group setting (on stage) and in individual interactions. They pay attention, listen, ask great questions, and make everyone feel like there are being heard and valued.

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In developing a theoretical framework of transformational leadership the study focuses on Leithwood and Jantzi (1994) “Effects of transformational leadership on

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Transactional Leadership: Emphasizes on getting things done within the shade of the status quo, In opposition to the transformational leadership. “By the book" approach the person who works within the rules. It is commonly seen in large and bureaucratic organisations. 3. Creative Leadership: It is the ability to uniquely inspire the people and subordinates.

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