Leadership Styles-Leadership Training From Mindtools

The three leadership practice of Dr. Cliff Roberts of Nebraska CHI delegated leadership, transformational leadership, and transactional leadership. Transformational leadership is a type of leadership where the leader does a lot of communication with the staff, they identify the change needed, create a plan to change through inspiration and executes the change while developing the follower into a leader. The leader is always generally energetic, enthusiastic and passion about their work. They are always inspiring positive changes into employees, focus on helping the staff succeed well, always challenging employees to take greater ownership in their work and understand the weakness and strength of each person and align each with the task that optimizes their performance.

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

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

Transactional leadership styles are more concerned with maintaining the normal flow of operations. Transactional leadership is described as making contact with others for the

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

Transformational leaders engage with other people and create a connection that raises the level of motivation and morality in both the leader and follower. A transformational leader can protect herself or himself from the temptation to rely on their own thoughts, ideas, and actions by being open minded and consider

Leaders can chose to use transformational leadership and transactional leadership independently or a combination of both to achieve defined

Transformational and transactional leadership are two leadership styles have been identified that offer profound influence on employee’ perceptions and behaviors toward management and determine followership (Mosely & Patrick, 2011). These styles are polar opposites and span cultural and organizational boundaries. At some point in their career a leader

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).

At first glance Transactional leadership seems superficial in that the relationship between leaders and followers does not endure, but rather only remains for the length of the exchange or transaction, however it does have a role to play in certain situations.

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 order to increase subordinate performance, leader who apply transformational leadership is engage in building commitment to organisation objectives and giving authority to his/her followers to achieve the defined objectives (Yukl, 1998). Transactional leadership is the other extreme of transformational leadership due to its lesser democratic authority given to followers, concern on task fulfilment and monitor performance

Leaders are effective if they can mobilize followers in the process of change, create a collective identity, and ultimately engage in a moral undertaking. They must embrace a moral dimension. Transformational leaders are effective because they are moral exemplars who works towards the benefit of the people and their followers. Transactional leadership, on the other hand, is based on “give and take” selfish needs. Further, the core idea for transforming leadership is the pursuit of happiness. A pursuit toward the ultimate destination of the journey (the goal). Even if a leader does not reach that goal, the journey and pursuit is still an important dynamic. A leader must have transforming values and empowering values. They must declare these

Even though there are a lot of similarities and differences between transactional and transformational leaders, I feel that each form can be used interchangeably to complete a task within an organization. According to Johnson (2012), “Transactional leaders appeal to lower-level needs” of employees by exchanging “money, benefits, recognition, and other rewards in return for” (pg. 190) their obedience and labor. This form of leadership promotes responsibility,