Leadership Models – A Comparison
The study of leadership requires examining various leadership models and the alignment of the theory and practice. Leading and influencing others is a complex task. Leaders and managers can try to lead in a variety of different ways. For this paper, I will examine four models of interest to me, of which I will compare and contrast and where possible touch on the similarities and differences, as well as address some challenges of the different models. The four models / theories I will be specifically focusing on include: Transformational Leadership, Transactional Leadership, Contrarian Leadership and Strong Man Leadership.
Transformational leaders find ways to modify the way people think, see, and
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In this type of leadership style the leader’s power stems from his ability to provide rewards. Typical leader behaviors include interactive goal setting, contingent material reward, contingent personal reward and personal recognition (Manz & Sims, 1991).
Hater and Bass (1988) indicated that, by contrasting transformational and transactional leadership, it does not mean that the two models are unrelated. In fact, although the two are distinct concepts, they are interrelated, meaning that a leader can be both transactional and transformational. Although transformational leadership may be more effective in changing times, the transactional process of clarifying certain expectancies for a reward, is an essential component of the full range of effective leadership. Transformational leaders, unlike transactional leaders, are said to inspire their followers to such an extent that they work towards the good of the company, while, as pointed out by Avolio & Yammarino, (2002), transactional leaderships are constructive as they often tend to result in achieving defined performance requirements.
Yukl (2006) relates Transformational leadership as a type that appeals to the moral values of followers in an attempt to raise their consciousness about ethical issues and to mobilize their energy and resources to reform institutions as compared to
According to Sullivan and Decker (1997) transactional leadership is a traditional, goal oriented type of leadership based on the social exchange theory. Work is exchanged for rewards in
As Northouse (2015) explained, transformational leadership is a process that can change and transform the emotions, values, ethics, standard, and long term goals of the people. It also involves transforming followers to accomplish more than what is expected of them. The four factors that are closely associated with transformational leadership includes being an idealized influence or charisma leaders who act as strong role models, have a high standard of moral and ethical conduct, and deeply respected by his or her followers. A leader who can inspire and motivate their followers to be part of a shared vision of the organization. A leader who can also stimulate followers to become more creative and innovative, and provide the necessary coaches and advice to the followers (p.167).
Transformational leaders and transactional leaders differ from one another in the manner that they encourage and motivate those who follow them. Transactional leaders are defined as those who focus on monetary and tangible rewards as motivational tools for the daily operations (Marquis & Huston, 2015). Transactional leadership is associated with a clear organizational structure in which managers and subordinates understand their roles and know from whom to receive reward and feedback (Cherry, 2015). This type of leadership style focuses on motivation for the here and now to accomplish daily tasks at hand. This leadership does not focus on forward thinking or growth towards the future (Gellis, 2001).
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
Organizational leadership builds on traditional theories in order to form new and exciting directions. Transactional leadership is a traditional theory, which has been used as a platform to understand leadership and further develop techniques for higher organizational performance. The three components of transactional leadership help shape and define the style, but are not always strictly adhered to. There are many advantages and disadvantages of transformational leadership. Knowing how and when to apply this style will prove useful for most successful organizational leaders. President Dwight Eisenhower was a good example of how transactional leadership could be used successfully.
Two different leadership styles, which were first identified in 2004 by a noted scholar named Burns, are transactional and transformational leadership (Marquis & Hutson, 2009). Transactional leadership is a more traditional style of leadership and it is where the leader sets goals, gives directions, and uses a reward system to motivate employee’s behaviors related to
In my organization, Transformational and Transactional Leadership come together quite often. The text describes both as, “Transactional and transformational styles of leadership are sometimes interrelated; a trans¬formational leader, for example, can be and often is
Leaders can chose to use transformational leadership and transactional leadership independently or a combination of both to achieve defined
Additionally, transformational leadership theory looks at leadership differently. It sees a true leader as one who can distil the values, hopes, and needs of followers into a vision, and then encourage and empower followers to pursue that vision. A transactional leader thinks of improvement or development as doing the same thing better: an organization that reaches more people, a company that makes more money. A transformational leader thinks about changing the world, even if only on a small scale (Community Tool box, 2016).
Transformational leaders express a clear vision, inspire others and work together with their team to identify common values and goals (Marquis and Huston 2009). They also recognise followers’ potential, assist them to develop their strengths and identify individual differences (Bass 2008).
Transformational leadership is used by a leader to “appeal to the moral values of followers in an attempt to raise their consciousness about ethical issues and to mobilize their energy and resources to reform institutions” (Yukl “Charismatic” 261). Pseudotransformational leadership refers to transformational leadership, but when the leader is “self-consumed, exploitive, power-oriented, [and] possess[es] warped values” (Hinz). When a leader appeals to followers’ self-interest and offers an exchange of benefits, the leader is utilizing transactional leadership (Yukl “Charismatic” 261).
Transformational leadership is a theory of leadership that describes the process by which leaders transform a group of individuals into a cohesive team that is committed to the highest levels of success (Griffith, Dunham 2015). The difference between transactional leadership and transformational leadership is transformational leadership relies on the ability of leaders to inspire others to basically take on the roles of leaders by going above and beyond what is required to complete a task without being given to how too. These leaders have to be able to lead by example. Transformational leaders require members to take responsibility for their actions during the completion of the project whether good or bad. Transformational leaders are leaders who have a vision that they work to get other on board with by empowering them and giving them the confidence they can complete the challenge. Transactional leadership focuses on the management of tasks and is defined as the transaction between the manager and the employee (Griffith, Dunham 2015). If you are using the transactional style of leadership you must have structure, be accountable, and have a reward system in place to ensure that work is being done (Griffith, Dunham 2015). People who use this style of leadership also use punishment as a means of ensuring work is being done properly (Cherry 2017).
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
In today’s world, leaders are not defined by age, race or gender. They can be a high school basketball coach, the shift supervisor at the local coffee shop, or even the President of the United States of America. In as many ways that leaders can vary by appearance and responsibility, there is also a variance in the ways that they lead. This case study aims to compare three of the more popular theories of leadership. These leadership theories are situational leadership, trait theory and transformational leadership.
Transactional and transformational leadership differ. Ingram (2016) states “Different managers employ distinctly different management styles, ranging from relatively hands-off, facilitative styles to autocratic, micromanaging styles. Managers can also employ different motivational strategies and techniques to boost employee performance or accomplish internal change. Transformational and transactional leadership are polar opposites when it comes to the underlying theories of management and motivation. Understanding the difference between transformational and transactional leadership is crucial for anyone pursuing a career in management.” (Ingram, 2016). When I was a manager, I had to make sure my store operated properly and maintain sales. Sometimes I would hold contest for my workers to motivate them, Ingram (2016) states “Transactional leadership styles are more concerned with maintaining the normal flow of operations. Transactional leadership can be described as "keeping the ship afloat." Transactional leaders