Transactional Leadership

When analyzing leadership characteristics and styles, there are considerable differences in gender characteristics that are identified. Men are considered to have “masculine” traits, such as being

Transformational and transactional leadership are two leadership styles have been identified that offer profound influence on employee’ perceptions and behaviors toward management and determine followership (Mosely & Patrick, 2011). These styles are polar opposites and span cultural and organizational boundaries. At some point in their career a leader

In my opinion, the leadership at North River Middle School is a primary example of the transactional leadership style. The principal, Mr. Jameson, school has not attained adequate yearly progress and test scores were down. In his defense, Mr. Jameson had professional development workshops, increased classroom walk through, and talked to departments about the problem. Nevertheless, Mr. Jameson failed to listen to his staff concerning the obstacles that teachers were facing in the classroom. Mr. Jameson practically ignored comments and feedback that did not align with his thinking. As a result, he is facing probable termination of employment if, the school does not show improvement.

Transformational leadership is used by a leader to “appeal to the moral values of followers in an attempt to raise their consciousness about ethical issues and to mobilize their energy and resources to reform institutions” (Yukl “Charismatic” 261). Pseudotransformational leadership refers to transformational leadership, but when the leader is “self-consumed, exploitive, power-oriented, [and] possess[es] warped values” (Hinz). When a leader appeals to followers’ self-interest and offers an exchange of benefits, the leader is utilizing transactional leadership (Yukl “Charismatic” 261).

The transformational leader, according to Burns (1978), is one who” raises the followers level of consciousness about the importance and value of designated outcomes and ways of reaching them; gets the followers to transcend their own self-interests for the sake of the team, organization, or larger polity; and raises the follower’s level of need on Maslow’s (1954) hierarchy from lower-end concerns for safety and security to higher-level needs for achievement and self-actualization.” The transactional leader use rights a reward/punishment paradigm to entice meeting the agreements and standards. Transactional leaders emphasize the exchange between leader and follower (Bass) where reaching objectives are rewarded and failing to reach objectives are punished, which is then reinforced by the leaders. The two factors which emerged reflecting the punishment/reward is contingent reward and management by exception. This type of leadership was the core of leadership theory up until 1970’s when transformational leadership theory was introduced as different from transactional (Downton, 1973). In 1978, James MacGregor Burns wrote Leadership which contrasted these styles which was followed by Bass’s work in 1985 in which he empirically demonstrated the positively correlated dimensions which represented a shift in the study of Leadership. (Bass).

Throughout history, there have been many great leaders. Each of them had/has their own leadership style, which made them a prominent leader. According to Smith (2008), “not all good leaders are the same because they each possess a different characteristic, which makes them the great leader that they are/were. We might say that each is an excellent leader with certain characteristics that make them so, however, when we compare those characteristics with the characteristics of other good leaders; we might discover that instead of a set pattern there is a wide range of characteristics—in both nature and intensity.” Some leaders are considered either transactional leaders or transformational leaders. Transactional leaders, according to Weiss (2011), “perform more routine, but essential leadership and managerial tasks. Transactional leader’s schedule, control, plan, and work with subordinates on detailed tasks.” Transformational leaders inspire, influence, move, and literally transform followers to achieve organizational goals beyond their self-interests (Burns, 1978), thus initiating and bringing about positive change (Weiss, 2011). In this paper, I will be discussing Martin Luther King and explain what style of leadership Martin Luther King, Jr. had, whether transformational or transactional, what type of leadership characteristics Martin Luther King, Jr. demonstrates, and what aspects of servant leadership Martin Luther King, Jr. exhibits.

Half of the categories are broken down into questions detailing how a leader views his/her effectiveness towards subordinates. The other half of the categories focus on the leader themselves and his/her ability to be effective in their daily life. It is in my opinion that leaders’ effectiveness in the workplace begins with their effectiveness in their own life in being able to maintain a healthy balance of work and life.

When I first read about Transactional Leadership Behaviors it immediately grabbed my attention. More specifically, I found the Management by Exception-Active concept to be most important to me. Being in the Security Forces career field, I have seen very good leadership practices and some that can make you want to cringe. As a Defender, you can be labeled as a proactive or reactive Airman. There are factors such as existing leadership styles or policies and each member’s personal desires when wearing the badge and beret that contribute to a proactive or reactive approach. I would say that there is no true right or wrong however my belief is that every Airman should be proactive as it enhances mission effectiveness and community relations.

After reading the required text I realized I have a lot of traits similar to a transactional leader. Under this leadership I lean more towards a constructive leader than a corrective leader. With the stated facts would mean that I would fall under contingent reward leadership style. I try to be a leader who empowers rather than micromanages. I also believe that members should own a portion of the goal so they are aware of the value of their contribution. My goal is to equip others with the knowledge to confidently complete their job. I also understand that being one type of leader doesn’t mean that you can’t cross into other types of leadership styles. My style is setting a goal and expressing my expectations. If the goal isn’t met I try to

Thank you for your informative post regarding transactional leadership. “Transactional leadership may be more effective in hierarchical organizations where followers are subordinates and there are clear task objectives” (DaCosta, 2012, p.577). Kornusky and Heering (2017) stated that transactional leaders use face-to-face communication when difficult issues occur, and usually communicate regarding disappointments and negative outcomes. Do you agree with this statement? If no, please elaborate. I also concur with you that communication is an important process that each one of us needs to develop and learn. According to Curtis and O’Connell (2011), a leader can motivate and encourage employees’ creativity and innovation through communication.

Transformation leadership is the ones that make choices by their abilities to help to improve and bring changes. They also identify the needs and concerns that followers have and help them see old difficult obstacles in a different way that can benefits them. Lastly help to question the status quo too. An example of a Transactional Leadership has to be Bill Gates during 1970’s until modern day, he has ambition intelligence and competitive spirit that helped him reach the top and making him a well know person since he was the inventor of Microsoft. Bill Gates was responsible for Microsoft transforming the industry resulting in him becoming a modern visionary. He envisioned changing the world and indeed his inventions revolutionized modern

According to McCleskey (2014), transformational leadership has been the most studied and debated theory (as cited for Diaz-Saenz,2011, p. 299). Also, many have defined a transformational leader as someone that increase their followers consciousness about how important it is to reach desired outcomes and the methods used to reach those outcomes. Four factors emerged overtime. First, followers attribute the leader with certain qualities that followers wish to emulate. Second, leaders impress followers through their behaviors, such as inspirational motivation behavior that motivate and inspire followers by providing a shared meaning and a challenge to those followers. Third, individualized consideration involves acting as a coach or mentor to assist followers with reaching their full potential, and fourth, Bass

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.

4. Willfulness - striving to impose order and control on an otherwise chaotic and uncontrollable environment is a driving force behind transactional leadership

In assessing leadership skills, the idea portrayed on the Selfish gene is that people are more attracted to each other especially those that are blood related. The selflessness in individual behaviour is as related to the leadership skills requirement in human behaviour. Being selfless is set in the mind. A leader ought to be a person who is courageous, one who feels everyone he leads in his mind. The fact is that human beings general have a set unique mindset. Even those greatest leaders always feel anxiety when they are faced by tough decisions to make in their line of duty. There is always the sense of fear among every person’s life. (Robbins, et al 2005).