Philosophy Of Transactional Leadership

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 types of learning strategies were focused on teacher-directed, teacher-facilitated, and learner-directed strategies. Both traditional and active learning principles were incorporated in the plan as well. The Traditional learning principle is focused primarily on teaching the student through a lecture or presentation, which is correlated as a teacher-directed strategy. This strategy is focused primarily on teaching the student through a lecture or

In the introductory lesson, I build my students’ knowledge about nonfiction text and text features by identifying the different text features then defining them (instructional material 1.1) in lesson 2, I review the previous days lesson, learning task, and academic language, and vocabulary terms before I introduce the learning target and learning task of the days lesson building new knowledge to their prior knowledge (instructional material 2.1). Each lesson segment build on each other to support students’ development of the literacy strategy. The support and instructional strategy included in the learning segments are applicable to all of my all of my students learning needs, including my student on an IEP and my struggling readers because of my knowledge of my students’ assets which I used to inform my choices when planning my instructional

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

In my opinion, the leadership at North River Middle School is a primary example of the transactional leadership style. The principal, Mr. Jameson, school has not attained adequate yearly progress and test scores were down. In his defense, Mr. Jameson had professional development workshops, increased classroom walk through, and talked to departments about the problem. Nevertheless, Mr. Jameson failed to listen to his staff concerning the obstacles that teachers were facing in the classroom. Mr. Jameson practically ignored comments and feedback that did not align with his thinking. As a result, he is facing probable termination of employment if, the school does not show improvement.

Transactional leadership is a relationship based on exchanged between the leader and the follower. The leader presents the follower with clearly defined goals and expectations, while focusing on performance only (Pieterse, Knippenberg, Schippers, & Stam, 2010). In countless instances, the perception of transactional leadership is one of debilitation and control. A few examples of transactional leadership would be that of a teacher giving grades to their students based on their progress in class or assignments, or a manager who promises promotions or raises to employees based on performance (Northouse, 2016). Transformational leadership is also considered to enable the followers to change their own personal interests and goals to align closely with those of the organization (Northington, 2015). This type of leadership is a process in which the leader engages the followers, creating a connection in which the followers are constantly encouraged to reach their full potential. Motivation and morality are the key factors in transformational leadership, and both play key roles in the anticipated changes of both the followers and their leader (Northouse, 2016). A prodigious example of transformational leadership would be Nelson Mandela. He was a master at persuading people to follow him, and to feel better about themselves for having done so. His ability to discover

Chapters 6 through 9 discuss strategies that aid in comprehension. These chapters dive deeper into strategies that will help a reader’s comprehension while thoroughly explaining strategies that should be implemented in a classroom. One main point is that readers should follow their thinking tracks and explore their thinking and be able to notice when they are straying away from the meaning of the reading. It’s important that students are able to make connections while they’re reading. Another main point would be that questions help clarify and unlock a deeper meaning while reading. Visualizing and inferring is an important aspect for reading because it helps aid in understanding. Comprehension strategies allow readers to know a variety of tools that are beneficial.

Throughout history, there have been many great leaders. Each of them had/has their own leadership style, which made them a prominent leader. According to Smith (2008), “not all good leaders are the same because they each possess a different characteristic, which makes them the great leader that they are/were. We might say that each is an excellent leader with certain characteristics that make them so, however, when we compare those characteristics with the characteristics of other good leaders; we might discover that instead of a set pattern there is a wide range of characteristics—in both nature and intensity.” Some leaders are considered either transactional leaders or transformational leaders. Transactional leaders, according to Weiss (2011), “perform more routine, but essential leadership and managerial tasks. Transactional leader’s schedule, control, plan, and work with subordinates on detailed tasks.” Transformational leaders inspire, influence, move, and literally transform followers to achieve organizational goals beyond their self-interests (Burns, 1978), thus initiating and bringing about positive change (Weiss, 2011). In this paper, I will be discussing Martin Luther King and explain what style of leadership Martin Luther King, Jr. had, whether transformational or transactional, what type of leadership characteristics Martin Luther King, Jr. demonstrates, and what aspects of servant leadership Martin Luther King, Jr. exhibits.

Nicholas explained that Sarah’s ability to transition from transactional leadership to transformation leadership reflected her value of taking care of and inspiring her employees. In addition to the essential open communication that Nicholas cited, one study found that effective transformational leaders are also able to integrate different methods for leading individuals and groups (Jiang, Gu, & Wang, 2015). In other words, leaders need to foster common goals in the leader-employee relationship and employee-employee, or group/team, relationships, resulting in increased team performance and innovation (2015). Evidence that Sarah possessed this capability was described in the introductory anecdote when all of the employees made the individual,

My first leadership strength is my commitment / loyalty to the organization I work for. I

Half of the categories are broken down into questions detailing how a leader views his/her effectiveness towards subordinates. The other half of the categories focus on the leader themselves and his/her ability to be effective in their daily life. It is in my opinion that leaders’ effectiveness in the workplace begins with their effectiveness in their own life in being able to maintain a healthy balance of work and life.

When I first read about Transactional Leadership Behaviors it immediately grabbed my attention. More specifically, I found the Management by Exception-Active concept to be most important to me. Being in the Security Forces career field, I have seen very good leadership practices and some that can make you want to cringe. As a Defender, you can be labeled as a proactive or reactive Airman. There are factors such as existing leadership styles or policies and each member’s personal desires when wearing the badge and beret that contribute to a proactive or reactive approach. I would say that there is no true right or wrong however my belief is that every Airman should be proactive as it enhances mission effectiveness and community relations.

The focus on transformational (and transactional) leadership was also identified in a systematic review performed by Gilmartin and D’Aunno (2007) examining health care leadership research from 1989 to 2005. They concluded that studies in health care provide strong support for transformational leadership theory and identified links with staff satisfaction, unit or team performance, organisational climate and turnover intentions. They suggest these effects are stronger when assessed among more junior than senior staff. Positive effects of transformational leadership have also been demonstrated in relation to work-life balance, staff well-being, positive nursing outcomes, patient safety, openness about errors, and patient and staff satisfaction

Adaptive leadership is very important for any organization. Khan (2017) notes how adaptive leadership can enable leaders operate smoothly in a complex environment. According to Khan (2017), various changes necessitate the adoption of this leadership in higher education institutions. They include: rapid technological changes, student demographics changes, and globalization. In most cases, adaptive leaders examine both the internal and external factors in the environment they operate. Even though adaptive leadership is effective during change, it is not effective in managing the status quo (Khan, 2017). The author also highlights various aspects of the transactional leadership as they apply to educational institutions.

As a leader, I have constantly maintained the belief that a leader develops a team based upon the knowledge of the people and situations in which one works. Through the studies into leadership theories, the situational leadership classified my personal leadership style. Knowing that my approach to leadership mimics many of those that I have worked within the ministry, I sought to interview a dear friend that maintains a supervisory role in the secular sector. In addition, they lead a small team of co-volunteers within the local church. Furthermore, the objective was to glean insight to the leadership they possessed within the secular world compared to the ministry leadership I worked closely with for several years.