Transactional leaders is one in which leader-follower relationships are exchange based, that is both followers and leaders perceive each other as a means to their ends, that is they perceive each other as potential instruments to each other’s goals and needs in the accomplishment of asks and goals (Bass, 1990). Another theory which follows an almost similar perspective to that of the Transactional leadership style is the Transformational Leadership theory, this theory seeks to explain the extraordinary influence and effects leaders may have on their followers. Unlike transactional leadership which is mostly based on materialistic rewards from the leader for the accomplishment of tasks by the followers. For transformational leadership to exist, there should be first personal identification of the goals of the leader which motivates followers to exert high levels of commitment and
The transformational leadership approach has a focal point in making sure the follower achieves the prime interest of the vision of the leader. Whereas servant leadership, the principle element is that of the interest of the follower and their well-being. Servant leadership is not based on getting results, however, the main focus is serving others. Whereas transformational leadership is results driven and strive for organizational results. Harvey (as cited in Stone, Russell, & Patterson) contends that the servant leader’s primary objective is the workers and their growth, then the customer base and finally the organizational bottom line (p.
These initiatives can be structured training programs targeted at cultivating leadership skills, or experiential learning that presents leaders with novel challenges to overcome. Both forms are described in detail below. When implementing a leadership development program, it is essential to begin by forming a leadership competency model or a framework of relevant knowledge, skills, and abilities particular to the organization. This type of planning behaviour acts as a catalyst for creating effective Leadership development initiatives, while also identifying the specific elements of a leader’s identity that align with the organization’s needs. Leadership development programs should consider the formation, maintenance, and Transformation of a leader’s identity (how a leader views him/herself) throughout the development process.
TRANSACTIONAL LEADERSHIP STYLE Transactional theory, as its name implies, involves a “transaction” or quid pro quo between a supervisor and a subordinate. It is important to adopt the appropriate leadership style for assuring the success of organization. Parry & Thomson (2002) stated that in some cases, transformational leadership becomes inapplicable to ensure subordinate’s honesty from examining and appraising by a leader. Then the leader can practiced transactional style of leadership. Literally, transaction means “exchange” therefore transactional leadership is described as instrumental exchange between leader and subordinate.
When giving an leadership philosophy, it is important that one implement these given characteristics into their life. While illustrating this manner, a leader must also act as a motivator and disciplinarian, especially when leading teachers. In conclusion, leadership is the ability to retain the confidence of others. By doing so, a leader would be able to follow their own willingness to take their suggestions on the matter of any given situation. Through its contrasting definitions and beliefs, a leadership philosophy will always illustrate a worldview of leadership, include leadership practices, build on leadership relationships, and include a diversity as to how you would assort your leadership skills and most importantly, an assessment of an effective
In short, true or great leaders are the ones who put serving first and leading second. Through this, they can be able to achieve results for their organizations by giving priority attention to the needs of their colleagues and to those whom they serve. In short, true leaders need to be more concerned with helping and serving their people so that they can develop, succeed and grow. Instead of being interested in achieving their personal needs and desires, using their leadership
Followership is a straightforward notion. It is defined as the ability to take direction well, to get in line behind a program, to be part of a team and to deliver on what is expected of you. Some people hold an undesirable opinion of followership and discounted anything positive that could come from the role. Unit IV examines the importance of followership and utilize Robert E. Kelley’s model for how followership can be understood. Kelley differentiates followers in terms of their behavior and personality attributes and defines the different styles of followership by considering two different behavioral dimensions.
The need for power refers to the “desire” to lead, teach or inspire others using authority. These desires can drive employee behavior and can become basis on how and what certain forms of motivation can be used in the work place. (“Content Theories of Motivation,” n.d., pp.
In critical situation and emergency situations, this leadership style works very effctively as well as also handel tasks that need to be execute in precise manner. In this model of leadership, they are concern to their followers task in line to identify faults and inconsistency. The authority and accountability, of transactional leaders become their power. The system of rewards and punishment is the motivation factor, this is what transactional leadership believes
Then to be a leader a person need what is called leadership. Leadership is interpret as a process. It is a process of social influence or we can say ability to influence others in order to accomplish a common task or achieving common objective. Leadership is a display of power and ability to control others, force superiority. Every action and behavior of the leader
Week two talks about leadership qualities. Leadership is how an individual influences another individual or groups to achieve a common purpose. For a leader to achieve its set purpose or vision towards individual, organization, or a group, influence is the aim. Influence, therefore is the ability to direct or indirect manipulation to get others to act or respond in accordance to a leader’s want or desires. When a leader leads, the leader will often times have the people he or she is leading conform to his or her ways of doing things or at least agrees with the leader, which in this case regard as being obedience.