Leadership Annotated Bibliography

Over the past twenty years, an abundant body of researches have been done to review transformational leadership and transactional leadership. Burn (1978) was the first person to introduce and conceptualize the concept of transformational leadership and transactional leadership. Bass (1985) based on Burn’s concept and deepen his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional, but not opposing to each other. Followed by Bass and Avolio (1994), they provide the idea of these two leaderships and generalize them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and

Leadership has been an important topic in the social sciences for many years. Recently, renewed interest in the concept of leadership has been aroused. “The resurgence of interest in studying the topic of leadership appears to be accompanied by an acceptance of the distinction between transactional and transformational leadership.” (Den Hartog, Van Muijen and Koopman, 1997, P.41)

The three articles used for this comparison matrix looked at transformational leadership and how it affects those in relation to each study. The three articles were all written with a different purpose in mind, with all three correlating to the same hypothesis, “How does transformational leadership affect employees/individuals in different settings?” With similarities found in topic, it was also evident that there were several contrasting variables within each article. The three empirical articles that were utilized for this comparison were as follows: Transformational Leadership in

One of the strengths of this approach is that it highlights that leaders and followers mutually affect each other, making leadership an interactive activity that is not restricted to only a formal leader. At the same time this approach lacks wide empirical research, specificity and conceptual

In the article, Curtis and O’Connell discuss the difference between transactional and transformational leadership. Transactional leadership is based on

The organization that I am apart of requires both transactional and transformational leadership skills and traits. Throughout the paper I have explained the effectiveness of leadership for the purpose of organizing and influencing followers in order to achieve organizational goal. The theories of transactional and transformational leadership expounds on the aforementioned by further “ explaining the

Bass, B. M. (1990). Bass & Stogdill's handbook of leadership. Theory, research & managerial applications, 3rd edition.

Transformational leadership has been presented in the literature as different from transactional leadership. While transactional leadership was defined on the basis of the influence process underlying it, as an exchange of rewards for compliance, transformational leadership was defined on the basis of its effects, as transforming the values and priorities of followers and motivating them to perform beyond their expectations (Yukl, 1998). Bass and Avolio (1994) proposed that the behaviors transformational leaders’ exhibit include four components: individualized consideration, inspirational motivation, idealized influence and intellectual stimulation.

Bass, B. M. (1990, Winter). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, pp. 19-31.

As a result, transformational leadership distinguishes between managerial and leadership roles (as previously discussed) and two distinct approaches to leadership—transactional versus transformational leadership. Firstly, transactional leadership is aligned with more classical, managerial views of leadership, involving exchanges between leaders and employees in which the former sets goals and expectations and compensates and rewards the latter for fulfilling those expectations (Mumby, 2013, p. 265). On the other hand, transformational leadership is considered a new approach to leadership theory where leaders recognize and raise the aspirations of organizational members so that they think and act beyond their own self-interests (Burns, 1978). Therefore, transformational

Over the past twenty years, an abundant body of researches have been done to review transformational leadership and transactional leadership. Burn (1978) was the first person to introduce and conceptualize the concept of transformational leadership and transactional leadership. Bass (1985) based on Burn’s concept and deepened his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional. Following Bass and Avolio (1994, p. 4) provided the idea of these two leaderships and generalized them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and transactional leadership as

Due to the leadership challenges there is a widespread call not just for leadership, but a new kind of leadership. A transformational leadership. For half a century leadership studies have focused on leadership as an "exchange process," a transactional relationship which promises rewards to followers in exchange for performance.

The 1970s brought a number of emerging leadership theories, these theories focused on the importance of a leader 's charisma to leadership effectiveness. Many of these theories and models were the same. Transformational leadership theory separated itself between the transactional and the transformational leader. This leadership theory focuses on role and task requirements and utilizes rewards contingent on performance. Research shows that in contrast, transformational leadership focuses on developing mutual trust, fostering the leadership abilities of others, and setting goals that go beyond the short-term needs of the work group.

Bass, B. M. & Avolio, B. (1990). _Transformational leadership development: Manual for the Multifactor Leadership Questionnaire_. Palo Alto, CA: Consulting Psychologist Press.

Since charismatic leadership is linked with personal traits and the transformation of subordinates, the current conversation around the model often links it with transformational leadership theory. Both of these theories seek radical changes around the organisational structure they operate in, yet there are certain important differences between the two.