Bernard Bass's Model Of Transactional Leadership

Over in recent time attitudes toward leadership have changed alot, In the wider sense the word, a "leader" is who have the ability to influence others towards vision and its achievement or setting of comman goals. Telling other what do to can be done by anyone, but leadership needed very much more than that skills to giving task resposibility to others. However techincal skill and IQ are not irrelevant they do matters, but emotional intelligence is an essential element of leadership. No one can become a great leader without it.

The emotional intelligence refer to the ability to recognize and control emotions and understand others. It consisted of five factors which are self awarness, self regulation, motivation, empathy, social skill (Goleman,

These type of leaders are so minded to work within the present systems and work out to accomplish goals of the organization. While sovling problems transactional leadership particularly dont think from the outside of the box. In 1947 Max Weber and later on in 1981 Bernard Bass described first time about this type of leadership. Controlling, organizing, and planning are the basic management process this leadership style focuses on them. In critical situation and emergency situations, this leadership style works very effctively as well as also handel tasks that need to be execute in precise manner. In this model of leadership, they are concern to their followers task in line to identify faults and inconsistency. The authority and accountability, of transactional leaders become their power. The system of rewards and punishment is the motivation factor, this is what transactional leadership believes

It involves clear direction and vision for an organization. A weak leader generally will be unsuccessful to gain victory over staff and will have difficulty in corresponding and organizing workers effectively this is why transactional leadership style is weak because it motivates at a foundation level only or in other words the basic need like food and shelter. Transactional leadership support compliance of followers through both penalties and rewards which do not motivate at the higher level of human development. Transactional leadership works better with employees who know their jobs, it is where the status qou of an organization is maintained which is not good for utilizing the skill for higher level. Hence, creativity is limited as the goals and objective are already set and does not reward personal initiative. For example a team is brought in for appraisal , to make them improve and redefine a task this requires creativity, innovation which is not easily defined in this style as this limits its followers to who wish to participate in a professional environment at a higher rank. These followers are being motivated individually in different unique ways such as money or perks on a practical level only. Transactional leadership is not the right choice where initiative is not