The 's Transformational And Transactional Theory

In followership there needs to be a leader that inspires and bonds followers together as a unit moving in one direction. Today’s leader has to be more than someone that was placed in a position of authority, a person with a title and a higher salary level. A real leader is found when the behaviors and attitudes of their

“The Power that comes from being a leader can also be used for evil as well as good. When we assume the benefits of leadership, we also assume ethical

The majority of people will decide to change their health behavior throughout their lifetime. The reasons for the change might be quite different from individual to individual. Some may be motivated to take action after experiencing a life threatening illness, while others are proactive and change their health behavior to decrease the risks of developing a potential disease. However, even if the reasons for the change are valid and well understood, there is a great possibility that one will not follow set goals long term. Stacy Carter, an assistant of professor and an author of the Social Validity Manual, expresses her opinion about people implementing a scientifically proven health behavior change treatment in their routine, “if it's something that is going to cause them a lot of effort, or is difficult to implement, then they probably are not going to use it for long” (Cranford, 2011). Use number superscript 1

L: The leaders, by serving others and setting themselves as models for the followers could change the attitude of people, empower them to reach their maximum potential to be successful in life (Carroll & Patterson, 2014).

Leaders need to recognize that certain motivators may not always be the best motivators. Considering that some motives may be complex, they are usually a result of some initiative that an individual may have brought about based on their personality or experience. One way to persuade followers or employees is to offer them financial incentives to increase output and profits. However, the consideration of financial incentives should also consider the leaders behavior on the employees which may have influenced the employees to increase output and profits. A transactional leader focuses on tasks and behaviors rather than relationships. Traits and behaviors influence effectiveness of the followers not necessarily the motivating factors associated with the task, such as financial (Derue, 2011). Values of the individual need to be considered when considering which motivators should be used.

A leader must exemplify the ideals they demand in order for their follows to truly want to follow their lead.

The importance of “appealing to shared aspirations” (2007, p. 26) instead of forcing the vision of the leader on the followers is paramount to enlisting them in this endeavor. Intrinsic motivation is achieved when leaders capture the collective imagination of their followers.

1. This chapter suggests that leadership has a moral dimension and that leaders have a responsibility to use their authority for the common good. Do you agree? Discuss

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 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.

Leaders, and essentially all people, have a set of values. Values can be defined as an

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

Description of theory: Include four subtopics regarding selected theory 's Purpose, Concepts and Definitions, Relationships and Structure, and Assumptions.

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.

Reason – the leader should first has clarity and know the purpose of the outcome. Only then is he able to communicate this to his followers and offer them a cause or objective that is interesting, attractive or satisfying enough for them to wish to follow. This is the first step to motivate and inspire their commitment.