The transactional leadership emphasizes the transaction or exchange which among leaders, followers and subordinates what is required conditions and rewards to fulfill the requirements. The transformational leadership raise the moral maturity whom they lead, and convert their follower into leaders, motivate their associated, followers, subordinates, colleagues, clients to go beyond their individual self-interest for the good of the organization. There are two lines to define on leadership styles and situational contingencies styles which focused the difference between task-oriented and people-oriented leaders. Based on quantitative and qualitative leadership studies, we can found different theories such as trait theory, contingency theory, Charisma, leader-member exchange (LMX) theory which fits best for which different situation, and which style seem to be more effective such as Bass’ transformational leadership
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,
His charisma enables him to whip up the enthusiasm of his employees to achieve more by doing seemingly impossible tasks, and also convince customers to buy Apple products. He is also a transformational leader which he focuses on “transforming” others to help each other, to look out for each other, to be encouraging and harmonious, and to look out for the organization as a whole. At Apple, he is seen as a leader whose brilliance and idealistic vision of “providing computers as a tool to change the world,” drew other talented people to him whereas his Leadership creates valuable and positive change in the followers. In his leadership, he enhances the motivation, morale and performance of his follower group. Therefore, he can still regarded as both charismatic and transformational.
In doing so, the Situational Leadership manager works closely with the team and shares decision-making responsibilities. This style is often used by corporate leaders who are attempting to influence a board of directors toward developing a new policy for which there is no proven history or established practice. • Delegating = S4 (letting others do it): - Although the leader will still monitor task- and organisational-progress, he or she will pass much of the responsibility for the execution and completion of the established goals onto the individual subordinates or dedicated work groups. By delegating, the leader is usually less involved with decisions and is therefore able to focus on the work and achievements of subordinates, as seen commonly in the freedom given to tenured professors who are allowed to teach in the manner they believe is most effective while being monitored by a dean or department
It is fascinating how differently the same organisation can perform with different leaders. It is all about motivating team members to be at their best levels in both collective and separate ways that shows great distinction between leadership styles. There are a lot of leadership styles that guide organisations to greater success, and one of them is transformational leadership that allows for flexibility and good interaction amongst members of the organisation and the leader. Transactional leadership, dictatorship, is mainly concerned with maintaining the good public status and performance than building an effective team. Through passion, motivation and charm, charismatic leaders are capable to articulate their vision under the organisation’s
Both leadership style are unique in their own way. Organization is a institute where justice must be maintained, which leads to organizational commitment, job satisfaction and performance(Richard, Eberlin, Tatum, 2008). Leadership and decision making styles are going to vary across situations and individuals. It is not to be suggested that one leadership-decision making style pairing is more appropriate than another, but rather understanding the implications of each of these leadership-decision making style. leader behaviors to be more control-oriented in bureaucratic culture; and more flexible-oriented in innovative culture; but, contrary to expectations, more control-oriented in supportive culture(Toarmina, 2008).
c. This is really a type of management, not a true leadership style because the focus is on short-term tasks. d. It has serious limitations for knowledge-based or creative work; however it can be effective in other situations. 10. Transformational Leadership a. People with this style are true leaders who inspire their teams constantly with a shared vision of the future.
transactional and transformational leadership. Transactional leadership is centered on leader follower exchanges. Followers perform according to the will and direction of the leaders and leaders positively reward the efforts. The baseline is reward, which can be negative like punitive action, if followers fail to comply with or it can be positive like praise and recognition, if subordinates comply with the intent and direction settled by a leader and achieve the given objectives. Four core facets of transactional leadership as described by Schermerhorn et al., (2000) are contingent rewards, active management by exception, passive management by exception and laissez-faire.
• They should develop the policies, strategies, and structures that transform the guiding ideas into business initiatives. • They must create effective learning processes through which the policies, strategies, and structures can be continuously improved . Also in the definition of strategic leaders, both management as well as leadership elements are part of the task spectrum of a leader. For this book, this model of the connection between leadership and management is adopted. Summary In ancient work a number of characteristics of current management thinking can already be found.
Accordingly, I believe that I need to find a suitable leadership style, which can support me to drive my team. I found that it would be helpful to continuously enhance my leadership skills to help me to be proactive, make things happen and inspire the team, using personal leadership plan (DuBrin, 2015). I found myself a leader who expected to communicate the organisational visions and to motivate the team and to build their confidence as well as empowering them to achieve their goals. Furthermore, I need to consider individual differences and to make everyone in the team feel valued. Similarly, I found myself following transactional leadership style when monitoring team performance and when I provide regular continuous feedback and reward appropriately