Transactional and Transformational Leadership

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

The transactional leadership was firstly talked and elaborated in 1947 by Max Weber and described more in 1981 by Bernard M. Bass. It is a style of leadership that leaders provides their subordinates with rewards or punishments. It can be called management theories. This style mainly encourages and directs subordinates or followers by providing incentives. The power of this leadership derives from the control, rules and regulation of companies. Particularly, managers use the transactional style. (Odumeru & Ifeanyi, 2013)

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.

1.2 Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour

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 is defined by different components: contingent reward, management by exception, and laissez-faire leadership. These components help define, but are not always prominent. Contingent reward describes the transaction

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.

Transactional leadership is a style that lays out clear goals and objectives. To encourage staff members to act in accordance with these goals, punishments and rewards are utilised (Business Dictionary, n.d.).

For this paper, we were asked if we saw ourselves as a transactional leader or a transformational leader. This was a tough question. When I held managerial positions, I would not have my worker do anything I would not do. I would work beside my workers and encourage them along with overseeing their work. Overall I feel I am a mixture of both leader styles. I will discuss why below.

Transactional leadership is a style that maintains business operations by helping the business to continue the flow of business activities and operations. The leaders at Ford follow the same style to motivate the employees in day to day activities in order to enhance the business (Lecture 2,

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.