Introduction
Two of the most common and popular leadership approaches are transformational and transactional. Although transactional is more commonly used in business, it has fallen out of favor for the more holistic technique of transformational leadership. Leadership styles can change with time and knowledge, a leader could have started their career using one style and by the end that same leader could be utilizing a completely different style. This means that we as leaders have choices and we can learn from our experiences and help others to grow along with us.
“Transformational and transactional leadership will only bring about specific outcomes, if leaders deem these outcomes important in the first place, because otherwise they may not
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Johnson and Dipboye (2008) proclaimed, “Transformational leadership style mainly focuses on transformation of values and beliefs of followers by inspiring them” (As cite by Zareen, Razzaq, & Mujtaba, 2015). Connectedness, mutual respect, and collaboration on goals and responsibilities are what I see as the hallmarks that transformational leadership affords …show more content…
As a result, they foster inspiration and anticipation to put extra labor to achieve common goals” (Zareen, Razzaq, & Mujtaba, 2015, p 535). Transactional leadership does not offer many opportunities to help bring along or promote others, but still has a meaningful place in certain situations. More transformational leadership is needed in my organization, my colleagues and I are seeing more of our leadership, saying many transformational taglines, but their actions are incongruent with their words. “Transformational leaders are not afraid to take personal risks; they emphasize progress, change, and innovation” (Hamstra, et al, 2014, p 644). I am hopeful that what I am learning and my gaining passion to become a more influential leader using transformational leadership techniques. Knowing where my strengths and preferences lie, will allow me show what can be accomplished with mutual respected and shared expectations rather treating people like they are unthinking unfeeling robots. Mixing multiple leadership styles depending on the situation the leader is encountering appears to be the most well rounded option, yet a leader still must have a base preference where they start and return, mine is clearly in the transformational leadership
Transformational leadership accomplishes many of the same results among followers or subordinates. This style of leadership was first introduced in 1978 by James McGregor Burns. Transformational leadership is about inspiring others to go above and beyond expectations. There are four components of transformational leadership. Idealized influence refers to leaders as role models for followers displaying positive behaviors, including setting ethical standards and considering the
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.
Additionally, " Transformational Leadership inspires wholeness of being, so your thoughts, feelings and actions are consistent. It is about leading with an integrity and authenticity that resonates with others, and inspires them to follow. Not only does it inspire others to follow, but to become leaders themselves" (Cox, 2007, p. 10).
Transformation leadership fixates on the group's mission and gets employees to see beyond their own needs and self-intrigues for the good of the group. In other words, this gets the group to work in unison instead of everyone only worrying about themselves. Unlike this leadership, transactional leadership is when followers are rewarded if they had a good performance or punished when they do a bad performance. One difference is that with transformational the group works as one; therefore, the companies' success is essentially also the followers success. This approach is efficient to improve the company's performance. On the other hand , transactional leadership is not as efficient, since it puts to much focus on threats and discipline that it does not improve performance. Furthermore, transformation has four components which include charismatic leadership, inspirational leadership, intellectual stimulation, and individualized consideration. These components help followers to look up to the leaders as role models, to encourage creativity and motivation, and for leaders to pay attention toward the followers' individual needs. These components help the company be successful in the long run. On the other hand transactional does not work for the long run, it is better for short
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.
Those that follow a transformational leadership framework believe that leaders possess many of the aforementioned qualities, but the focus is on one’s ability to inspire and empower others (Ross, Fitzpatrick, Click, Krouse, & Clavelle, 2014). These leaders literally ‘transform’ their followers by inspiring enthusiasm and performance towards a
In order to increase subordinate performance, leader who apply transformational leadership is engage in building commitment to organisation objectives and giving authority to his/her followers to achieve the defined objectives (Yukl, 1998). Transactional leadership is the other extreme of transformational leadership due to its lesser democratic authority given to followers, concern on task fulfilment and monitor performance
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 change-oriented leadership literature distinguishes transformational and transactional leadership styles. Transactional leaders influence followers by controlling their behaviors, rewarding agreed-upon
Additionally, transformational leadership theory looks at leadership differently. It sees a true leader as one who can distil the values, hopes, and needs of followers into a vision, and then encourage and empower followers to pursue that vision. A transactional leader thinks of improvement or development as doing the same thing better: an organization that reaches more people, a company that makes more money. A transformational leader thinks about changing the world, even if only on a small scale (Community Tool box, 2016).
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 can play a role in creating a successful team. It can also be the process that changes and transforms people dealing with emotions, values, ethics, and standards. Transformational Leadership is the process whereby a person engages others and creates a connection that raises the level of motivation and morality in both the leader and the follower (Northhouse , 186). This applies to a team because you always have to be able to connect and motivate others
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
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
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 deepen his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional, but not opposing to each other. Followed by Bass and Avolio (1994), they provide the idea of these two leaderships and generalize them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and