Twenty-first century researchers believe that leaders need to focus on talent acquisition, creativity and innovation, and leading effective change in order to generate new products, improve services, discover unconventional revenue streams, and coach others in order to maintain a competitive advantage (Boneau & Thompson, 2013). However, for the past 30 years, the leadership styles that have been dominant in research are transactional and transformational leadership (Keskes, 2014). Transactional leadership. Transactional leadership is described as managerial leadership because it emphasizes the supervisory role, as well as the organization and group’s performance (Odumeru & Ifeanyi, 2013). Transactional leadership is also described as an exchange of the leader’s interest and followers’ expectations involving commitment, respect, and trust (Paracha, Qamar, Mirza, Hassan, & Waqas,
Agreeing to this theory, a leader with this style of leadership is the efficient leader as the leader can concentrate along the task hand, communicate clear expectation to their followers in order to make decisions effectively (Eberlin & Tatum, 2008; Tatum et al., 2003). Consistently, as pointed out by Muhammad Naveed and Muhammad Tahir (2014), leader with this trend of leadership also tend to use rationality and very systematic in participating decision making as the leader will give attention to detail, focus on solid information as well as adopting step-by-step approach in decision making process. In the context of empirical perspective, finding of this hypothesis also got supported by the research conducted by several researchers (see Abdullah et al., 2014; Mosley, 2014; Syagga, 2012) that revealed transactional leadership style have a relationship towards decision making participation even though the target population is totally different. As a conclusion, since the finding of this hypothesis got supports from theoretical perspectives as well as empirical perspective, it’s revealed that the transactional leadership style has a relationship with decision making
In fact, leadership is a "complex phenomenon that operates across multiple levels of analysis" (Dinh et al., 2014, p. 37), and as such, a leadership philosophy generated from one theoretical perspective would lack dimensional and methodical depth. Thus, this leadership philosophy is heavily influenced by transformational and diversity leadership theories. On the one hand, transformational leadership highly emphasizes on relationships and personal attributes, such as leader-follower dyads (Backman, Sjögren, Lindkvist, Lövheim, & Edvardsson, 2017). Accordingly, much of the transformational leadership research focuses on the personal attributes of effective charismatic leaders. On the other hand, diversity leadership brings light to the contextual influences of diversity and leadership in organizations where the leader is also perceived as a linguistic and/or visible
Transformational Leadership: Transformational Leadership creates and sustains a context that maximizes the human and organizational capabilities, they facilitate multiple levels of transformation and align them with the core values and for a unified purpose. It is used to respond to a dynamic situation. It can make change happen in self, others group and organizations. Charisma is a special leadership style commonly associated with transformational leadership that is extremely powerful, extremely hard to teach and learn. 2.
Transactional leadership focuses on tasks, and the positive relationship between the leader and follower. Transformational leadership seeks to satisfy higher emotional needs and provide intellectual stimulation (Baldwin 322). The Situational Leadership Style self-assessment explores the relationship between the leader and follower. The situational assessment indicated that I score high on in the “participating/facilitating” spectrum. This style has a greater focus on the relationship between the leader and follower, and is less task oriented.
As a nurse manager, it is important to show support for an impaired colleague. Transformational leadership goes beyond inspiring and motivating followers and instead emphasizes the importance of interpersonal relationship (Sullivan, 2017, p. 46). Transformational leaders appeal to individuals’ better selves by inspiring and using power to instill a belief that followers also have the ability to do exceptional things (Sullivan, 2017, p.
However some people may feel out of their depth and will have a little hesitation in referring difficulties to a leader higher in demand. One of the biggest drawbacks of this kind of leadership is that if this style of leadership is used inappropriately then it can cause negative consequences, causing a lack of flexibility and work throughout the team. The transformational leadershipstyles depend on high levels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. As “a leadership style focused on effecting revolutionary change in organizations through a commitment to the organization’s vision.” It redefines people’s missions and visions, renews their commitment, and restructures their systems for goal accomplishment through a relationship of mutual stimulation and elevation that converts followers into leaders and leaders into moral
This type of leadership is effective when it comes to increasing organization productivity but it is also effective when it comes to high employee turnover. 3. Middle of the Road (5.5) - With this leadership style, a manager tries to balance both employee objectives and employee satisfaction. Boundaries are not forced, this results in average organizational performance and unfortunately this leaves both production and employees dissatisfied as requirements for both are not
The influence of the leader is based on the communication style with his/her followers and his/her capability of prediction, control, and planning. The behavioral approach has been criticized since it ignores the environment and the conditions, although it contributed significantly to the understanding of the leadership process. The biggest weakness is that the role of situational factors in determining the leader's effectiveness is ignored (Mullins, 1999) The biggest weakness is that the role of situational factors in determining the leader's effectiveness is ignored (Mullins, 1999).12 The weaknesses of the traits approach and behavioral approach and the critics lead to the creation of situational approach, which argues that the behavior of the leader depends on the circumstances and conditions (Ogbonna & Harris, 2000)2, thus there is not only one type of leadership adaptable to every circumstance and condition. The situational approach prioritizes the importance of the conditions and examining which type of leadership would adapt to the given
Transformational leadership consists of different dimensions identified by Avolio, Bass and Jung (1997) as idealized influence, inspirational motivation, intellectual stimulation and individual consideration. Idealised influence is associated with the creation of vision and goals. Further, in the inspirational motivation dimension, transformational leaders are depicted as risk bearers and role models with high ethical standards, admired, revered and trusted by their