The Theory Of Human Motivation Essay

The leader demonstrates to the followers loyalty, trust, respect and admiration, with these the qualities of the transformational leader, they tend to work harder than originally expected that tends to have a link between effort and reward. These outcomes occur because the transformational leader offers followers something more than just working for self-gain; they provide followers with an inspiring mission and vision and gives them an identity. They believe in the organizational culture they find and specific methods of performing tasks. Transactional leaders are effective in getting specific tasks completed by managing each portion individually. According to Maslow’s hierarchy of needs, transactional leaders focus on the lower levels of the hierarchy that is the very basic levels of need satisfaction. One way that transactional leadership focuses on lower level needs is by stressing specific task performance (Hargis et al, 2001). They are more concerned with processes rather than revolutionary ideas hence under their leadership change is least expected. Unlike them, transformational leaders end up changing existing organizational cultures by implementing new ideas.

According to Sullivan and Decker (1997) transactional leadership is a traditional, goal oriented type of leadership based on the social exchange theory. Work is exchanged for rewards in

Maslow’s theory of motivation is called the “hierarchy of needs”. Maslow believes that people have five main needs in the following order of importance;

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).

5. Transactional leadership includes a deal between the leader and his/her followers. The workers are basically doing tasks for the organization, in order to receive some kind of benefits, money, etc.

Abraham Maslow is a psychologist who had developed the Hierarchy of needs model in 1940-50s, and the Hierarchy needs theory is still being used to day and for understanding the human motivation. In his hierarchy he believes that people are motivated to achieve certain needs. And when a human had fulfilled a person would seek to fulfil the next one. Maslow’s hierarchy needs is concerning the responsibility of service providers to provide a

As it was mentioned before, the key idea of Maslow’s Hierarchy of Needs theory relates to the existence of several sets of motivation and needs that govern human behavior. Hence, the major concepts of this theory include certain needs that are grouped into sets based on their place within the hierarchy of all the needs. The first version of the theory has five needs, which are divided into

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

Transactional leadership on the other hand was first described in 1947 by Max Weber; he first coined "rational-legal leadership — the style that would come to be known as transactional leadership — as the exercise of control on the basis of knowledge” (Spahr, 2014). According to Spahr (2014), characteristics of transactional leaders include: focus on short-term goals, favor structured policies and procedures, thrive on rule following and doing things correctly, revel in efficiency, left-brained, inflexible, and opposed to change.

“Transactional leadership is a style of leadership focused on contingent rewards of followers” (McGuire & Kennerly, 2006, p.180). Goals are set, directions are given, and rewards are used to reinforce employee behaviors associated with meeting or exceeding established goals. Followers are manipulated and controlled with rewards of praise and recognition, merit raises, and promotions, which can be given or withheld according to the employee’s performance. The outcome of such behavior is enhanced role clarity, job satisfaction and improved performance (McGuire & Kennerly, 2006).

Abraham Maslow was an American psychologist who introduced the concept of the motivational needs in his paper “A Theory of Human Motivation” written in 1943. He explains that humans have certain needs that need to be fulfilled and when

Organizational leadership builds on traditional theories in order to form new and exciting directions. Transactional leadership is a traditional theory, which has been used as a platform to understand leadership and further develop techniques for higher organizational performance. The three components of transactional leadership help shape and define the style, but are not always strictly adhered to. There are many advantages and disadvantages of transformational leadership. Knowing how and when to apply this style will prove useful for most successful organizational leaders. President Dwight Eisenhower was a good example of how transactional leadership could be used successfully.

Transactional leaders, through their transactions, make use of "modal values such as honesty, trustworthiness, reliability, reciprocity, [and] accountability". They do not possess these leader characteristics, nor are they able to develop strong emotional bonds with followers or inspire followers to do more than they thought

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.

PHYSIOLOGICAL NEEDS: The physiological needs are at the top of the hierarchy because they tend to have the highest strength until these are reasonably satisfied.