Transformational leaders encourage follower to go beyond their own interest, do more than it’s required and attain the unexpected goals. They are proactive by nature and focuses on social values and always there in time of stress and change (B.M B. , 1999) (B.M B. , 1985). They are models of integrity and don’t deal with biasness, set clear goals, have high expectations, provide support and recognition, blend the emotions and passions of (Pierce & Newstorm, 2008) (B.M B. , 1985)). Transformational leadership is comprised of five elements which are idealized influence (attribute and behavior), inspirational motivation, intellectual stimulation, and individualized consideration. Idealized influence defines the degree in which leaders are observed as an inspiring role model.
Transactional leadership differs from transformational leadership in structure and method where transactional leadership uses approaches that include positive and negative reinforcement while transformational leadership is based on motivation and inspiration. Some characteristics of transactional leaders are: Focus on short term achievements Strive on structured policies and procedures Efficient Are opposed to change Inflexible Transactional leaders fare well in organizations where structure and order are pertinent to its operation and the employee composition is diversified. This type of leadership does not require much training and is easy to understand and
There is complexity in it. Transformational leadership is a conglomerate of various leadership characteristics which not be easy learn. Such transformational leadership weaknesses could improve the leader integrate more servant leadership elements. Those can give the followers greater ownership, responsibilities, formulation of collective vision that will serve both the followers and organization stakeholders. Establishing the methodologies to have measurable indicators will help to learn the complexities of transformational leadership.
Virgin is an association that is centered around development and consistent change, in this manner reasonable for transformational style. All in all, transformational initiative is viewed as more benevolent and adaptable approach to sort out an organization, while Transactional leadership is viewed as more intense and productive. It is difficult to state which one is better. All the great leaders everywhere throughout the world (incorporate the two above) have the qualities of the both leadership styles, for example, Steve Jobs' alluring attributes and spiritual motivating speech abilities (Transformational), and Richard Branson' strict management ways on the lower level position in the business (Transactional). Transformational leadership does not replace transactional leadership but rather enhances the viability of Transactional leadership from an alternate edge.
Two of the theories of leadership are transactional and transformational. Transactional leadership is setting clear expectations of an individual and using rewards or punishment to achieve results, while transformational leadership is identifying the need for change and trying to achieve the change. Two Canadian public administrative leaders who show these leadership skills were Tommy Douglas and Sir George Arthur French. Tommy Douglas was able to show transformational leadership through creating healthcare, Canada-wide pension plan and bargaining rights for civil servants; while Sir George Arthur French was able to show transactional leadership by leading his men across western |Canada, and he showed transformation leadership by challenging the Canadian government. Tommy Douglas would have been seen as a great leader in the Behavioural Era due to his ability to identify the need for change and the betterment of society; however, he would have not been seen as a great leader in the Personality Era due to him alienating the Saskatchewan doctors in his healthcare implementation.
Through emphasis on the context of a leader, there is a desire for a leader to be able to be flexible and adapt to their circumstances. The effect of a particular situation can affect the perspective of ones leadership skills, as demonstrated in the aftermath of the 9/11 terrorist attacks by New York Mayor Giuliani. Prior to the attacks his popularity as a leader was questionable, however Dutton notes that his ‘public display of grief’ allowed for anguish, but also ‘ strengthened people's resolve to rebuild and restore confidence in the city’ and thus Giuliani’s own leadership ability. This style of leadership is recognized as transformational leadership, which is ideal in times of great change. In cohesion with post-bureaucratic ideals, transformational leadership involves a visionary component that can inspire and motivate people to work towards change, leading to increased performance.
With this employers find difficult to adjust to those conditions and this results in the limitation of the work. As from above all it is concluded that the different management accepts different style of leadership according to their requirements only. As for example transactional leadership is implied in the restaurants for shifting the supervisors for effective results. On the other side CEO of the company always think of the best innovative idea to make their product more popular among people these are considered under the transformational leadership. According to them new ideas are best to put up in their projects to make the value of the product rise to the highest peak of achievement.
Transformational Leadership is responsive Leadership is proactive Works within the organizational culture Works to change the organizational culture by implementing new ideas Employees achieve objectives through rewards and punishments set by leader Employees achieve objectives through higher ideals and moral values Motivates followers by appealing to their own self-interest Motivates followers by encouraging them to put group interests first Management-by-exception: maintain the status quo; stress correct actions to improve performance. Individualized consideration: Each behavior is directed to each individual to express consideration and support. Intellectual stimulation: Promote creative and innovative ideas to solve problems. 4. Strategic Leadership is the ability of influencing others to voluntarily make decisions that enhance the prospects for the organization’s long-term success while maintaining long-term financial stability.
In a study conducted by Jae (2014), there is enough evidence to suggest that transformational leadership is the focal point and is an effective tool for bringing about the best team behaviour and improvements in the teamwork environment. Rendering to the situational theory, diverse team conditions require a different quality of leadership behaviour from the frontrunners. As a consequence, the condition of a team may impact the quality of the leadership style and in this instance, transformational leadership, of the leader. Moreover, worthwhile behaviour and remarkable work outcomes from team members are always looked for, but in most instances, they do not always occur. Individuals normally reply well only to proper leadership styles and behavior.
Transformational leadership, which comprises inspirational leadership, can lead to multiple outcomes in technology environments and have an extraordinary impact on the employees, thereby impacting quality. Another related study by Laohavichien et al. (2009) tested the influence of both transactional and transformational leadership on a firm’s quality improvement. Through a study of quality managers in the United States, the study found that although transformational leadership affects infrastructure and core quality management, transactional leadership does not affect either. To date, no studies have used leadership theories to determine the impact on quality management practices; hence, Laohavichien et al.’s study is significant.