Transactional leadership

2 Transactional Leadership theory 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

A Transactional leader is focused on working to achieve a goal by accomplishing tasks, maintaining a good relationship with followers, and providing rewards for good performance; also, this leadership type is more inhere to rules, expectancy of clarity and achieving a fair deal with their followers (Borkowski, 2016). The transactional leaders when in pursuing of achieving a goal, in return forms a mutual relationship with its followers in offering something of value upon accomplishing a task.

The Philosophy of Transactional Leadership According to Avolio, Bass, and Jung, (1999) transactional leaders motivate to perform by using positive or negative feedback. Employees work is determined by the reward or punishment that the leader prescribes to achieve mission accomplishment. The leader’s effectiveness is determined by task completion. Breevaart, Bakker, Hetland, Demerouti, Olsen, and Espevik, (2014) suggest that the transactional leader is involved in sustaining operational flow.

Transformational and Transactional leadership Mark Johnson American Public University Dr. Xiaodong Wu BUSN698 April 30, 2017 Abstract Proper management of institutions is the key to the success of such a firm. The kind of leadership being dispensed directly affects the motivation of employees and their productivity. The two most prominent kinds of leadership are transformational and transactional leadership. This article seeks to discuss the two kinds of leadership and eventually propose

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.

setting, the transactional leadership commonly used to continue a pleasant relationship among the managers and the subordinates while keeping promises of rewards for performance. The expectations of performance and the resulting rewards remain clearly identified and delivered upon completion of the agreement. The employees are rewarded with values according to the accomplishment of the performance of the employee to the mission and objectives of the program. The effectiveness of the transactional allows

Transformational leadership has been presented in the literature as different from transactional leadership. While transactional leadership was defined on the basis of the influence process underlying it, as an exchange of rewards for compliance, transformational leadership was defined on the basis of its effects, as transforming the values and priorities of followers and motivating them to perform beyond their expectations (Yukl, 1998). Bass and Avolio (1994) proposed that the behaviors transformational

from a transactional approach; employees perform a job and are rewarded based on how or what they do. Leadership has been hindered by this approach. While transactional leadership has a place within certain organizations, there is definitely a need to broaden organizational leadership approaches to attend to different organizations. My organization led and operated on a strictly transactional basis. Employees were expected to write tickets and respond to collisions and based on the number of tickets

Theories have been researched and proven to provide correct guidance for responsible decision making. Transactional leadership is traditional, intended to meet basic needs: food, shelter, etc… Transformational leaders intend to elevate the group to meet a higher-level of needs: esteem, competence, self-fulfillment, and self-actualization. Empirical studies have

In contrast, to laissez-faire leadership, transactional leadership includes clear directions or processes that employees are required to follow. In addition, transactional leadership holds the employees accountable for their actions despite the fact that the directions were provided to them. (Odumeru, & Ifeanyi, 2013) While this leadership style has its advantages, it also has some disadvantages. There have been many studies on transactional leadership and the style has displayed many positive