Transactional Leadership Styles Paper

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

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.

There are four main leadership styles, the first being Autocratic style which the manager retains as much control and decision making authority as possible, the manager does not give employees any input or consultation. The next is Bureaucratic which is where the manager manages ‘by the book’ which is where everything must be completed according to procedure and protocol. Mangers using this style will only consult with those above them in the chain of command. They simple enforce the rules of the workplace. The next style of leadership is Laissez-Faire which is also known as the ‘hands off’ approach to management. The manager usually provides little or no direction and give employees as much freedom as possible. All power is given to employees and they are to dictate their own work ethics. The last leadership style is the Democratic style which is also known as the participative style and this is where employees are encouraged to be a part of the decision making process. The democratic manager keeps their employees informed about everything that affects

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

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).

Transactional Leadership was first described by Max Weber in 1947 and re-described by Bernard Bass in 1981. Recognized a traditional leadership, it focuses on the role of supervision, organization and group performance. Transactional leaders use an exchange model; they promote compliance of followers through both rewards and punishments. Not looking to change the future, transactional leaders are trying to keep everything the same (Odumeru & Ogbonna, 2013).

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

This leadership style is more concerned with maintaining the normal flow and keeping the ship running smoothly (Ingram, 2015). Without the broader context of a shared vision and the higher-level perspective of what an organization is trying to accomplish, people will maintain a narrow focus. Employees will tend to concentrate on the individual transactions at hand such as processing forms and interacting with callers, rather than how those transactions fit into and contribute to higher goals (Tucci, 2008). This style is effective in addressing small operational issues quickly but does not address strategic growth (Ingram,

According to Burns, a transactional leader was someone “who approaches followers with an eye to exchange one thing for another: jobs for votes, or subsidies to include for campaign contributions” (Klinsontorn, 2007, p.35). An example using Burns definition, it would be like a boss paying extra incentive for its employee who does the most sales. Thus, followers obtain rewards for job performance, while leaders benefit from the completion of tasks. Transactional leaders are good at traditional management functions such as planning and budgeting and generally focus on the impersonal aspects of job performance. The definition of Burns was expanded by Bass (1985). He said that a transactional leader must also

Transactional leaders set clear roles for subordinates. They understand roles and responsibilities and are able to give clear direction to subordinates. Transactional leaders recognize their subordinates for their performance and appropriately reward them for achievements. Transactional leaders also have a concern for people. They care about creating an emotional balance. They get to know

Conversely, being a reward based theory; failures both perceived and actual would have detracting qualities. Timid and weary workers, fearful of repercussions and ungrateful of a particular or any reward, the perception of unequal application, evaluation and reward that has little allowance for emotion and mental conditions of individuals along with that it simply is an demeaning form of leadership and an insult to human competences are some very real negative realities of this sort of theory based styled leadership.