Studio 52

Those that follow a transformational leadership framework believe that leaders possess many of the aforementioned qualities, but the focus is on one’s ability to inspire and empower others (Ross, Fitzpatrick, Click, Krouse, & Clavelle, 2014). These leaders literally ‘transform’ their followers by inspiring enthusiasm and performance towards a

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

Belle Nicolai of Bocconi University, writing in the Journal of Public Administration Research & Theory, identifies four characteristics of transformational leaders:

How would you describe the Studio 54 attitude toward its consumers? Were they valued as people to be fleeced of their money, as participants in a shared project? Something else? Why do you think that?

Transactional leadership is built on reciprocity, the ways in which leaders and followers influence one another, and the idea that the relationship between leader and their followers develops from the exchange of some reward, such as performance rating’s, pay, recognition, or praise (Marturano, 2004). This style of leadership does not promote a close relationship amongst the boss

In the show, “The Office” we can apply an economic lens. We can apply the economic lens through the workers and how they see and act towards one another. Michael Scott is the dictator of this show, he tells everyone what to do and when to do it. When the warehouse people were finishing up training people on safety in the workplace,Michael got offended when Darrell told him it was like playing nerf in the workplace, that basically it’s a joke and it tested Michaels authority at work. He then changed his attitude to make everyone think that it’s the best job ever. He tried to convince all the workers while acting depressed and tried to kill himself by jumping off the roof of the building and calling the workers “blue collared workers” while everyone was watching, even though he wasn’t actually going to jump off the building. He tried to explain through his actions that the workplace is a much more dangerous environment than they make think. This was made out to be really funny but could happen in real life to some companies.

There are four components of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Idealized influence describes leaders that appear as role models for followers (Northouse, 2010, p.177). David Maraniss says that while Lombardi expected his players to be early for everything and dressed in suits, but that Lombardi himself would always get there earlier than the players still and was dressed in nothing short of professional attire (1999, p.217). Lombardi was a great role model and only expected the best from his team because he gave the team his best. He led by example and embodied all the ideas he taught others in himself as well.

Transformational leadership. Burns (1978) is recognized as one of the earliest theorist on transformational leadership, who introduced transformational leadership over 30 years ago. Transformational leaders are perceived as leaders who uplift their employee morale, subsequently uplifting the entire organizational. Transformational leaders are known by their capacity to inspire followers to forgo self-interests in achieving superior results for the organization (Clawson, 2006). Avolio and Yammarino (2002) shared Bass’s explanation of transformational leadership as leaders who act as agents of change that stimulate, and transform followers’ attitudes, beliefs, and motivate from lower to higher level of arousal.

D' Alessio portrays characteristics of a transformational leader because, it is mentioned that she liked partying also, which meant that she led by example as she got involved to work with members.

Bass, B. M. (1990, Winter). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, pp. 19-31.

Transformational leadership taps into the motives of followers in order to reach their goals, while transactional focuses on the exchanges that occur between leaders and followers (Northouse, 2013). The branches of the military in general would be considered transactional leadership organizations. This type of leadership encourages followers to perform tasks at a high level in order to achieve advancement or increase in pay or rank. Conversely, transformational leadership would be focused on creating a connection between the leader and the followers, in order to perform tasks in such a way as to increase the feeling of morality in both the leader and the follower (Northouse, 2013). Panorama did not exhibit any behavior that tried to motivate Bailey to feel a connection to him. Instead, Panorama tried to intimidate, coerce, and punish Bailey to execute the tasks he was required to perform.

For this paper, we were asked if we saw ourselves as a transactional leader or a transformational leader. This was a tough question. When I held managerial positions, I would not have my worker do anything I would not do. I would work beside my workers and encourage them along with overseeing their work. Overall I feel I am a mixture of both leader styles. I will discuss why below.

As an example of transactional leadership, a leader that could be an example of this is Hitler. Hitler shows multiple traits of a transactional leader, furthermore, according to Kendra Cherry, a transactional leader likes procedure and rules. Additionally, Kendra states, “ They do not, however, act as catalysts for growth and change within an organization. Instead, they are focused on maintaining this as they are and enforcing current rules and expectations.” Summarizing this, transactional leaders don’t want to change the people, they don’t want to transform them for the better, their goal is to keep the rules and expectations maintained. According to McDougal Littell World History: Patterns of Interaction

According to Reichheld, loyalty is the hallmark of great leaders. Regardless of a leader’s moral imperatives, a leader’s ability to put the welfare of their employees, their customers, and their suppliers ahead of their own self-interests is a hallmark of the most profitable and sustainable companies (Williams). Reichheld introduced his theory in the mid-1980’s and hasn’t had much opposition towards it. Loyalty in

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.