Mckinseey 7s Model

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

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

To achieve optimum results as a leader, a leader must produce a clear and vigorous plan for to stimulate higher performances from a group. As well as incorporating humility and professional will to lead a team or an individual. One of the forms of leadership that achieves this level of compassion for an individual’s progress and the advancement towards a goal can be characterized a transformational leadership. A transformational leader also, “creates valuable and positive change in the followers with the end goal of developing followers into leaders.” (Transformational

Leadership development is a multi-billion-dollar industry in the United States and Europe. This essay discusses the difference in transformational and transactional leadership styles and provide examples. Transformational leadership is developmental and usually begins with a transactional approach. First, transactional leader's behavior approach is management- by-exception. This leader puts out fires by taking corrective actions to solve the problem. Additionally, he/she uses contingent reward behavior: rewards an employee for doing a good job. Both concepts have proven to be effective. Something as simple as a pat on the back brings about a greater

The transformational leadership theories first arose late in the past millennium when existential factors caused different organizations to re-invent and establish themselves. Many of such attempts deemed to result in widespread failure, however; those who actually succeeded in transforming these structures received great attention for their efforts. Transformational leaders are individuals who possess an innate ability to create changes in the audience’s thinking, thereby, creating a shift in their behavior as well. It is a process in which the leader attends to the needs of their followers so that the interaction raises each to high levels

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).

Leadership is a fundamental aspect of an organization. A good leadership approach that suits the organizational will determine and indicate how successful the company will be in dealing with challenges that the organization may encounter whether internal or external. One such type of leader is a transformative leader. Transformational leadership is distinguished by its capacity to promote the idea of “innovation and change. Transformational leadership is a manner that encourages subordinates to excel in performing their job and to move far beyond their personal goals and attain targets that benefit the organization as a whole. The literature has proposed that there is a solid correlation between transformational leadership and followers performances.

It is observed by many authors that transformational leadership enhances transactional leadership by which improving the performance of the organization (Bass & Avolio, 1994; Howell & Avolio, 1993; Lowe et al, 1996). While according to Weihrich (2008) transformational theory is a sub-division of transactional theory. The concept of transformational and transactional leadership behavior in recent years has received a lot of attention to social scientists. Several empirical studies on Transformational Leadership focuses on leader behavior described to inspire and motivate people to perform beyond expectation and in Transactional leadership, as described, plays a positive role on large organizations that reflects on a wide range of employee attitudes and behaviors (Bass & Bass, 2008; Bass & Riggio, 2006; Judge & Piccolo,

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

Transformational leaders are those individuals who communicate a vision and a sense of strategic methods to battle obstacles, are concerned with the qualities of services their organization can provide, and motivate members to buy into the idea (Swail, 2003). In contrast, transactional leaders specify that rewards are contingent on achievements, which may make individual task performance salient and thereby set followers apart from one another regarding their achievements (Lord, 1999). Hence, transactional leadership, emphasizing individual as

This essay details the different behaviors characterized by the contemporary transactional and transformational leadership models. The specific behaviors of each model are reviewed and their corresponding relation to motivation of individuals and teams are assessed. Both leadership techniques are distinct however neither is mutually exclusive and a balance of both models is generally needed for the success of a business.

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.

The theory of transformational leadership is compelling and exciting. In our text, Leadership: A Communication Perspective, we read that the idea of transformational leadership was developed into a theory in the 1970’s by James MacGregor Burns; Burns saw transformational leadership as a more “complex and potent” form of management than mere transactional leadership (Hackman & Johnson, 2013). Transactional leadership simply offers a traditional model of leading and following. Within this model, leaders offer to meet a follower’s basic needs, and provide reward in exchange for effort. Transactional leaders see a work day as a series of transactions between themselves and their followers, and a manager’s most important function is to “maintain the status quo” (Hackman & Johnson, 2013). On the other hand, transformational leaders offer their followers the opportunity to become leaders by inspiring, empowering, and nurturing them. In these pages, we will explore how transformational leadership theory could provide a dynamic roadmap for a century-old business as it evolves and transforms to meet new needs.

The report also discuss the leader who have transformational leadership skills and how he helped other leader to transform from transactional to transformational leadership. It also describes how transactional leader understand the importance of relationship capital in contemporary organisation and transformed himself into transformational leader.

While the transactional leadership can be seen as simple contract trade based on the interest of greed, which sometimes get confused with what we call the manager’s task. The transformational leadership seeks to satisfy high need of its subordinates, commit to aspiring human dimension to a process of stimulation and mutual development in which the selfish interests are transcended in favor of the common good.