Transformational Vs. Transactional Leadership

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.

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.

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

Transformational leaders are able to motivate their followers by propagating higher ideals and values. Unlike transactional leadership which highlights tasks, standards and outcomes, Transformational Leader creates and communicates an alluring vision for their organizations, society or country which inspires their followers to higher performance levels. Transformational leaders inspire and motivate followers to go beyond expectations by giving significance and rationale to their work (Shamir, 1991). Previous researchers (Bass, 1985, 1990; Bennis and Nanus, 1985; Bass and Avolio, 1989; Podsakoffetal., 1996) have identified the four characteristics of Transformational Leadership as

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.

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.

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.

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.

This is not the only component that transforms an organization from poor or average to great, transactional and transformational traits on a leader and organization mind-set can be an addition and the right combination to level 5 hierarchy. The goal of this critique is to highlight the possibility of coexistence between Transactional, Transformational and Level 5 theories and determine their interactions using a comparative and quantitative approach in the attempt to create a tool for personal leadership development. Description of Leadership Theories Transactional Leadership In transactional leadership, “followers are motivated by the leaders ' promises, praise, and rewards.

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.

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

However, Participative leadership styles are difficult to make decisions in the short-term as it needs to consider many opinions (Huang, Iun, Liu & Goung, 2010). 2.5 Transactional leadership Transactional leadership styles can obtain more influence and power from followers. Transactional leaders set up a goal for the followers, when the followers achieve the goal, they will get a job reward. Transactional leaders enhance work ability, performance and effectiveness of followers through job reward or penalty (Bass, 1990). 3.0 Development of leadership theory over

“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.

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.

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.