The Relationship Between The Healthcare Leaders Style Of Leadership Behaviors And Its Effect On The Followers ' S

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).

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

M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.

Effective followership is an essential component of effective leadership in that, without good followers, the leader’s work is difficult and cumbersome. The role of the follower is many times understated. As illustrated by Kelley (1998), “effective followers are thinkers; energetic and assertive, self-starters, independent problem solvers, and carry out their tasks with these characteristics (p. 143). Effective followers also are characterized by their ability to perform tasks with little supervision, their intelligence, and ability to think for themselves. We are all followers, even those who consider themselves leaders; so to encourage this effectiveness in others; we must be role models for those under us, so that they may also be effective at following. Chaleff (2009) observed that “all important social accomplishments require complex

Within this thought process, a look into transformational and transactional leadership provides further clarification and understanding. When a business or industry faces a new direction, creativity and vision from a leader provide motivated followers with a leadership style that will promote exponential growth and change. “Transformational leaders can influence followers to change their priorities, set new goals...inspiring them to do their best…(432 ). Conversely when an industry needs needs to stimulate performance transactional leadership would be preferred to transformational leadership. Transactional leadership would stimulate “desired employee behaviors.” (Phillips 433). Transactional leadership provides tangible benefits and rewards to motivate followers to achieve desired outcomes. Transactional and transformational leadership can complement each other according to Phillip and Gulley ( ). Depending on what the desired outcomes are, to include what part of the overall process the project is at, effective leaders can shift from one to the other. It does come to mind that some of the most experienced leaders in our society, parents, are situational experts at combining transformational

Additionally, leadership and followers share objectives pertaining to attending to immediate needs of organizational fluency. “Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a belief in themselves rather than a belief in others” (Bass). Transitional leaders also impact changes within organizational structure. Utilizing this approach renders greater levels of extrinsic motivation, trust, commitment and produces devoted followers. "However, it is important to note that transactional leadership is an essential prerequisite to effective leadership and that the best leaders learn to display both transactional and transformational leadership, which, leads to superior performance when it “augments’’ or adds to transactional leadership" (Kinicki & Kreitner, 358).

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 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

Transactional Leadership also known as conventional leadership or simply “management” is a concept that was first explored in the socio-economic context by Weber (1947) and subsequently adopted by other researchers. This leadership style focuses on the principles of exchange between the managers and employees who take

The three leadership practice of Dr. Cliff Robertson 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.

A transformational leadership style differs from a transactional style in that the latter tends to focus on the use of rewards and punishments in order to extract desired behaviors from subordinates (Sunindijo, 2012). When enacted, a transformational leadership style focuses more heavily on employee autonomy, team relations, team cohesiveness, and individual employee development (Sunindijo, 2012). A higher level of emotional intelligence is what predisposes a manager to enact a transformational leadership style. While the majority of leaders find that they must also utilize some aspects of transactional leadership in order to be effective, transformational leadership is advantageous when it comes to an organization’s long-term success.

Leadership cannot be universally defined or measured, which makes it challenging to completely understand. Bad leadership is even harder to grasp, because most individuals see the aftermath of their actions, but fail to see that the leader must have possessed some good leadership traits. The topic of leader is interesting because even though more information is needed in this area of study, the topic has been studied for thousands of years. Where once only a few studies were conducted, thousands are present now. They cross examine each other and analyze different aspects of leading. The most interesting feature of leadership studies is learning about a leader’s followers. This has just become more universally studied, but has proved to be useful in understanding the success of leaders. It is also interesting because it helps explain why certain people are drawn to others and gives some reasons why a single individual can create so much change and effect large masses of people. The purpose of this paper is to research and answer the thesis question of why bad leaders can seize and stay in power, not solely in one time period, but throughout all of history. By the end of the paper the readers should be inspired to think about the leaders they follow, access why they are drawn to that leader, and decide if their leader is using their power for good.

According to Patiar and Mia, 2009 (as cited in Dai, Dai, Chen & Wu, 2013), there are a few disadvantages of having transactional leadership as a leader because the leader only offers a limited or none involvement in any decisions making in any tasks given. Therefore, there is not much exposure given to the followers in how to manage and overcome such situations. However, the voluntary actions made by the employees are highly encouraged as the actions may turn into rewards. Effective leaders built the interest of the employees by providing contingent incentives, promises and trusts that had succeed in achieving the goals of the organization (Bass, 2000). Many researchers have been studied the way of transactional leadership for many years and different ways with different variable. However, there are none of the researchers knows exactly and how to define the term transactional leadership style. There is a study made by Howell & Merenda (1999) stated that the researchers have been studied the relationship of leader-member exchange between transformational and transactional leadership style in workers‟ performances and found that compared to

Transformational leaders seek to change those they lead. In doing so, they can represent sustainable, self-replicating leadership. Transformational leaders use knowledge, expertise and vision to change those around them in a way that leaves them (followers) with a buy-in that remains even when the leader that created it is no longer on the scene. Transformational leadership style depends on high levels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. This style of leadership requires the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish

The primary focus of my research will deal with both transactional and authentic leadership and how they are viewed in the workplace. Transactional leadership is most often compared to transformational leadership. Transactional leadership depends on self-motivated people who work well in a structured, directed environment. By contrast, transformational leadership is used to motivate and inspire workers by influence rather than direct the individual. Authentic leadership is an approach to leadership that emphasizes building the leader's legitimacy through honest relationships with followers whose input are valued and are built linked to an ethical foundation. Authentic leaders are usually positive people with truthful