- TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP STYLE
- Transformational Leadership
- Transformational Leadership sectors
- Strengths and Weaknesses of Transformational Leadership
- Application of Transformational Leadership
- Transactional Leadership
- Qualities of Transactional Leadership
- Components of Transactional Leadership
- Comparative analysis of both Transformation and Transactional leadership
2.Critically assess this leadership style and comment on which may be more superior.
3.Organizational leadership strategies in a developing economy.
4.Leadership effectiveness in Global Virtual Teams.
5.Transactional, transformational and laissez-faire leadership: A meta-analysis comparing women and men.
6.The relationship between charismatic leadership behaviors and organizational commitment.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP STYLE
Transformational Leadership sectors
Idealized Influence: The first and foremost sector of transformational leadership is an idealized influence. It mainly explains managers who are working as a role model for their associates. The managers with idealized influence are respected and honored by their associates due to their effective leadership style (Birasnav, 2014). On the other hand, it can also be said that managers in this sector are recognized for better decision making.
Inspirational Motivation: Another sector that makes the transformational leadership popular among leaders is inspirational motivation. This sector of transformational leadership describes the manager who has capability of motivating the individuals to fulfill their commitments towards organizational goals and objectives. Furthermore, it is also said that the managers with inspirational motivation encourage teams to use their full capability to increase revenue and earn market growth for belonging firms.
Intellectual Stimulation: This sector defines managers who encourage creativity and innovation through challenging views and beliefs of a group (Delegach, 2017). The managers with intellectual stimulation are considered relevant for the promotion of critical thinking and problem-solving attitude.
Strengths and Weaknesses of Transformational Leadership
Moreover, the transformational leadership also has some weaknesses that serve as a barrier for today's leaders (Engelen, 2015). The weakness of transformational leadership is that it may have a lot of components that focus superficially rather than evaluating the effective depth of engagement and treat leadership more as a personality trait than as a learned behavior. Therefore, this prevents a leader to lead the team in the desired direction. On the other hand, another weakness is that the transformation leadership has the potential for abusing power. Therefore, these weaknesses prevent its use and make the presence limited among leaders.
Application of Transformational Leadership
• Best listening skills and presence of patience to listen to views of others
• Develop a vision through utilizing human resources
• Strong role model with high set of values (F. Vito, 2014)
• Motivator to encourage associates to do what is best for the organization
• Behave as a change agent.
Therefore, it can be said that the transformational leadership is a good option for managers because they can determine the ultimate success by effective use of it. On the other hand, it can also be said that transformational leadership motivates managers to engage as effective leaders in the business world.
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Qualities of Transactional Leadership
Components of Transactional Leadership
Contingent Reward: This component is engaged in representing the degree to which leaders inform others what to do in order to be honored, recognized, and rewarded (Masa'deh, 2016). Apart from this, it also informs the information about expectations of others to recognize their accomplishments.
Management-by-Exception: The second component is management-by-exception. According to this component, it is evaluated that whether the leaders and managers inform others about job requirements, and standard for their performance evaluation.
Laissez-Faire Leadership: Another core component of transactional leadership is Laissez-Faire leadership. It mainly engaged in the evaluation of whether leaders need little of others, are content to let things ride, and let others do their own thing (Muenjohn, 2015). It is highly associated with freedom and autonomy.
Therefore, it can be said that the transactional leadership is also an important leadership style that can identify among leaders of today's generation. Transactional leaders always engaged in search of quality conscious aspects that will further prove helpful in the accomplishment of associated goals and objectives.
Comparative analysis of both Transformation and Transactional leadership
|Transformational Leadership||Transactional Leadership|
|It is proactive in nature.||It is responsive in nature.|
|Encourage associates through motivating them to put group interests first||Encourage employees by appealing to their self-interest (Smith, 2015)|
|The associates and employees attain objectives through moral values and high goals||Employees attain their aims through punishments and rewards determined by the leader|
|It is based on intellectual stimulation||It is based on management by exception|
Bealer, D., & Bhanugopan, R. (2014). Transactional and transformational leadership behaviour of expatriate and national managers in the UAE: a cross-cultural comparative analysis. The International Journal of Human Resource Management, 25(2), 293-316.
Birasnav, M. (2014). Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership. Journal of Business Research, 67(8), 1622-1629.
Delegach, M., Kark, R., Katz-Navon, T., & Van Dijk, D. (2017). A focus on commitment: the roles of transformational and transactional leadership and self-regulatory focus in fostering organizational and safety commitment. European Journal of Work and Organizational Psychology, 26(5), 724-740.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2015). The impact of Transformational Leadership.
Engelen, A., Gupta, V., Strenger, L., & Brettel, M. (2015). Entrepreneurial orientation, firm performance, and the moderating role of transformational leadership behaviors. Journal of Management, 41(4), 1069-1097.
F. Vito, G., E. Higgins, G., & S. Denney, A. (2014). Transactional and transformational leadership: An examination of the leadership challenge model. Policing: An International Journal of Police Strategies & Management, 37(4), 809-822.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.
Masa'deh, R. E., Obeidat, B. Y., & Tarhini, A. (2016). A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance: A structural equation modelling approach. Journal of Management Development, 35(5), 681-705.
Muenjohn, N., & Armstrong, A. (2015). Transformational leadership: The influence of culture on the leadership behaviours of expatriate managers. international Journal of Business and information, 2(2).
Rodrigues, A. D. O., & Ferreira, M. C. (2015). The impact of transactional and transformational leadership style on organizational citizenship behaviors. Psico-USF, 20(3), 493-504.
Roueche, P. E., Baker III, G. A., & Rose, R. R. (2014). Shared vision: Transformational leadership in American community colleges. Rowman & Littlefield.
Smith, P. O. (2015). Leadership in academic health centers: Transactional and transformational leadership. Journal of clinical psychology in medical settings, 22(4), 228-231.
Tyssen, A. K., Wald, A., & Spieth, P. (2014). The challenge of transactional and transformational leadership in projects. International Journal of Project Management, 32(3), 365-375.