The Relationship Between Transactional And Transformational Leadership Styles

The three leadership practice of Dr. Cliff Roberts 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.

Transformational leaders encourage group work, as they connect each follower’s identity and self to the project and collective identity of the corporation. They are role models for other staff and this inspires them and makes them

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).

Transactional leadership styles are more concerned with maintaining the normal flow of operations. Transactional leadership is described as making contact with others for the

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

 The transactional style of leadership is pretty straight forward but it uses rewards and punishments to motivate the team. This is a style of leadership that is similar but not as extreme as the autocratic style. The transactional styles are direct and dominant and spend a great amount of time saying what is expected from the team as a whole. The leaders monitor the work and each and everyone’s individual performance, there is also a clear chain of command.  Transactional leaders are very commonly found within businesses where people are given rewards such as bonuses, training or time off if they show a good demonstration.

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

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

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

The Transformational Leadership style is my approach to be an outstanding and effective supervisor/ leader. My leader style reflects values that support transformation within a team or work environment. Transformational leadership style is a high level of communication from management to staff that drives an organizations goals such as Mission, Vision, and Values. The transformational leadership approach fosters a positive approach that let each member of a team give his/her opinion prior to a decision is made by a supervisor or organization leadership. As a VHA aspiring leader, I have found that leaders must motivate employees to enhance productivity and efficiency through communication, trust, and high visibility.

Transactional leadership is a style that lays out clear goals and objectives. To encourage staff members to act in accordance with these goals, punishments and rewards are utilised (Business Dictionary, n.d.).

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.

When I think about the type of leader I would like to be, there is one supervisor that always comes to mind because of the positive environment she cultivated. In researching the different leadership styles for this assignment, I believe that this is the style that she used with her staff. I was interested in learning more about transformational leadership and how I can cultivate this style in the way that I lead my current team as well as the way in which I lead future teams.

Transactional and transformational leadership differ. Ingram (2016) states “Different managers employ distinctly different management styles, ranging from relatively hands-off, facilitative styles to autocratic, micromanaging styles. Managers can also employ different motivational strategies and techniques to boost employee performance or accomplish internal change. Transformational and transactional leadership are polar opposites when it comes to the underlying theories of management and motivation. Understanding the difference between transformational and transactional leadership is crucial for anyone pursuing a career in management.” (Ingram, 2016). When I was a manager, I had to make sure my store operated properly and maintain sales. Sometimes I would hold contest for my workers to motivate them, Ingram (2016) states “Transactional leadership styles are more concerned with maintaining the normal flow of operations. Transactional leadership can be described as "keeping the ship afloat." Transactional leaders

Transformational leaders are proactive, inspire, provide individualized consideration, intellectual stimulation and idealized influence to their staff. Learning opportunities are created, encouragement to solve problems and development of strong emotional bonds are tools transformational leaders provide. Finally transformational leaders possess integrity, vision, rhetorical and management skills, and motivate staff to aspire to goals beyond self-interest. Transactional leaders focus on setting objectives or goals and creating a reward system upon attainment of the goals. Google exhibits the transformational style of leadership that comes in part from their servant leadership style. Smith (2004) defines six components of servant leadership: valuing people, developing people, building community, displaying authenticity, providing leadership, sharing leadership the style adopted by Google leadership