Leadership Theories

Transformational leadership are clarified into four dimensions which are pointed out by Bass (1990, p. 28), ‘charisma, idealized influence, inspirational motivation, intellectual stimulation and individualized consideration’. Apart from these basic roles, charisma leadership has its own role of literature since it has similarity with transformational leadership and they are contribution to each other (Judge & Piccolo, 2004, p. 755). On the other hand, there are three dimensions of transactional leadership which includes contingent reward, active and passive. The difference between active and passive which are the exceptions of management is the timing of leaders’ interference. It is also the advantage

Transformational leadership, also known as charismatic leadership, is based upon transforming the followers into independent and confident workers. These leaders not only want the best for their followers, but they also portray themselves in a positive selfless way. Transformational leadership is one of the most popular approaches to leadership (Northouse, 2013). Throughout this informative research paper, I am going to explain what transformational leadership is, the different theories behind it, the goals, factors, strengths, and weaknesses.

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

The scholarly theory of transformational leadership was defined by Bernard Bass as a style of leadership that inspires employees to make extraordinary efforts (Bass 1985). This is accomplished through “idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration” (Deschamps 2016). This leadership theory closely represents my personal management style. Transformational leadership transforms the attitudes of employees to create an emotional attachment to the company (Pradhan & Pradhan, 2015).

A CEO position includes a variety of roles and high level of responsibility. This will require them to have well-rounded set of personality traits to be able to manage all aspects of their job. Unlike a middle-tier manager that oversees employees, a CEO is the most senior member of organization. Ideally, the CEO will follow the behavioral theory of leadership identified by the University of Michigan as employee oriented, placing a value on building an atmosphere of interpersonal relationships and employee satisfaction (Robbins & Coulter, 2012, p. 462). Leadership trait theories identify seven characteristics; six are desirable in the CEO, but prioritized as followed: Self-confidence, Intelligence, job-relevant knowledge, drive and desire

In the 1980s, Burns' ideas of transformational and transactional leadership were operationalized and further refined by Bass (1985), whose Multifactor Leadership Theory encompasses both charismatic and transformational leadership. It is perhaps the most widely cited comprehensive theory of leadership that encompasses a range of leader behaviors (Bass, 1985; Bass & Avolio, 1993a; Yukl, 1994).

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

Transformational Leadership Theory was introduced in 1978 by political sociologist James Mac Gregor Burns and expanded by industrial psychologist Dr. Bernard Bass. In this theory, Burns differentiated two styles of leadership: transformational leadership and transactional leadership. In transformational leadership, it is a process where both the leaders and the followers elevate motivation and morality. The transformational leaders pay attention to the needs and motives of followers and help them achieve their fullest potential. They influence their followers’ behaviors by appealing to the ideas and values and enhance the followers’ commitment to their vision. transformational leaders exhibit behaviors which include idealized influence wherein the leader serves as the role model for followers; inspirational motivation – leader inspires and motivates followers representing the leader’s charisma; individualized consideration- leader displays concerns for the needs and feelings of others which brings out the bringing out the follower’s best efforts and; and intellectual stimulation – the leader challenges followers to be creative and innovative. In transactional leadership, leader focuses on reward and punishment to achieve compliance from followers.

There are many different leadership theories that have been proposed, tested, and studied over the years. Many organizations utilize these theories and practices to collect and analyze data within their own organizations which may allow them to find ways of increasing the effectiveness of their company. Although there are not any theories deemed completely perfect in leadership, many have been given lots of validity based on the and studies done involving them. This paper will analyze and discuss different leadership theories including; the contingency theory, the transformational theory, and the leader-member exchange theory. This paper will also discuss the most effective leadership theory in a current organization.

Transformational leadership is an influential model of leadership style that includes four key behaviors: (1) influence through a vision, (2) motivating through inspiration, (3) stimulating the intellect of subordinates, and (4) individualized consideration. Transactional leadership is built on reciprocity and includes four behavioral elements: (1) making rewards contingent on performance, (2) correcting problems actively when performance goes wrong, (3) refraining from interruptions of performance if it meets standards, and (4) a laissez-fair (let alone) approach to organizational change. (Burns, Bradley, & Weiner, 2012, pp. 38-39) Both models are considered contemporary styles and are designed to address today’s need for leadership to

Leadership is the process of “communicating, motivating, encouraging and involving.” (PowerPoint 2) A leader who combines these vital characteristics will “inspire and motivate” subordinates to “help achieve group and organizational goals” (textbook) and are key ingredients to a successful organisation. Transformational leadership is one of the three main leadership styles adopted by managers. The book, Contemporary Management specifies the three main characteristics of transformational leadership are “Charisma, the ability to intellectually stimulate subordinates and the ability to engage in developmental consideration.” These thee characteristics will be further explained throughout with examples relating to Oprah Winfrey and Mark

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.

In this report I will discuss the four leadership theories that include leader-member exchange theory, path-goal theory, transactional-transformational theory and the full- range leadership theory.

The transformational leadership is superior leadership performance, ‘occurs when leaders broaden and elevate the interests of their employees, then they generate awareness and acceptance of the purposes and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group’. By the reason of personal styles, transformational leaders vary widely. It can be characterised into four styles: charisma, inspiration, intellectual stimulation and individualised consideration. In the paper motioned in this paragraph, there is an utmost important sentence ‘Transformational leadership can be learned and it can-and should-be the subject of management training and development. Research has shown that leaders at all levels can be trained to be charismatic in both verbal and nonverbal performance. The idea that transformational leadership can be increased through training was verified in an experiment. The experiment used the Multifactor Leadership Questionnaire scores obtained on shop supervisors from their trainees, who inmates in different security positions. The result shows that the performances of both trained groups improved, ‘but in comparison to the three other groups of supervisors, those who were trained in transformational leadership did as well or better at improving productivity, absenteeism an “citizenship”

This writing is a critique of two seminal leadership theories, transactional leadership and transformational leadership. I will attempt to look at the history and development of each of these leadership theories and make a comparison of the underlying principles of both, and then try to relate them to my past and present professional experiences.