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How has transformational and transactional leadership style changed from the past to the 21st century
Transformational leadership and authentic leadership
Transformational leadership and authentic leadership
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“Transformational leadership builds on top of transactional leadership and produces levels of follower effort and performance that go beyond what would occur with a transactional approach alone” (Robbins & Judge, 2009, p. 419). Since a transformational leader applauds resourcefulness, I aspire toward this leadership. Although the Fielder contingency model was “the first comprehensive contingency model for leadership” (Robbins & Judge, 2009, p. 392), “Fielder has reconceptualized his original theory” (Robbins & Judge, 2009, p. 395). In Fielder’s original theory decisions were based on context and changed according to the situation (Fischer). Interestingly, his advanced theory, cognitive resource theory, asserts “it’s the level of stress
in the situation that determines whether an individual’s intelligence or experience will contribute to leadership performance” (Robbins & Judge, 2009, p. 395). Moreover, rumors supply the continuous grapevine. Astonishingly, “a survey found that 75 percent of employees hear about matters first through rumors on the grapevine” (Robbins & Judge, 2009, p. 359). Personally, I believe rumors negatively affect proper communication. Open communication, without whispers circulating, is in line with God’s direction. “Let no corrupt communication proceed out of your mouth, but that which is good to the use of edifying, that it may minister grace unto the hearers” (Ephesians 4:29 KJV). However, electronic communications are “an indispensable – and in 71 percent of cases, the primary -medium of communication in today’s organizations” (Robbins & Judge, 2009, p. 360). Nathan, I am encouraged by your enthusiasm for God, and this mindset will allow you to be a transformational leader. Fischer speaks of a leader caring, building up, and glorifying God their actions. Notably, seizing the attributes of a covenantal leader are in your grasp! Certainly, Jesus is our ultimate leader!
Borkowski (2015) distinguished between transactional leadership and transformational leadership by explaining that: transactional leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates throw consideration of performance and reward. And, Transformational leadership, contrasting transactional leadership, is directed toward the influence and management of institutional change and innovation through revitalization and
The concept of transformational leadership relies on appropriate leadership approaches for mission success. AFDD 1-1 describes three leadership competencies: person, people/team, organization Effective leaders (tactical level) need to build face-to-face and interpersonal relationships that directly influence behavior and values. Effective leaders (operational level) need to build team dynamics for small groups and squadrons. Effective leaders (strategic level) need to build strategy and provide direction in a broad spectrum.
Yi- Feng Yang (2016) and Ganos and Galla (2013) state that to lead others you should know yourself very well and what leadership skill you attain. Change of leadership helps to bring up leadership trust and change commitment. Leadership models and styles are defined as trust, admiration, loyalty, respect and integrity. Originality and value in a leader show different opportunities of styles such as engaging, goal-oriented and involvement. To be precise, these leadership styles demonstrate good characteristics of a leader displaying good leadership skills. Yi- Feng Yang (2016) state that these skills are very important in the workplace environment. Leadership trusts are viewed as a social bond to the employees to have faith
In Leadership Theory, Application & Skill Development, transformational leadership is defined as “seeking to change the status quo by articulating to followers the problems in the current system and presenting a compelling vision of what a new organization could be” (Lussier & Achua, 2013, p.331). This theory, in combination with the exercise regimen, CrossFit, is the focus of the book Transformational Leadership and High-Intensity Interval Training by Carol R. Himelhoch, PhD. Himelhoch illustrates a correlation between a leader’s ability to tap into the transformational leadership style and their consistent participation in intense workout sessions. A transformational leadership style benefits from High-Intensity Interval Training (HIIT) via challenging the participant, which imparts a sense of achievement when they complete a demanding Workout of the Day (WOD). HIIT encourages the individual to push themselves and take risks, not only during the workout, but also in their leadership roles at work.
There are many leadership theories that play an important role in the every day workforce. Some of the theories are successful in producing a strong and productive leader, while others lack the qualities required for the job. Out of the multitude of available theories out there, I feel that the Transformational Leadership Theory is the one that stands out as being the most successful. This theory is far from coercive and instead focuses on making a satisfied team that collaborates to form a productive work environment. An environment like this, ran by a top-notch leader, is needed for success.
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81-93. doi:10.1037/a0019835
Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Transformational leadership is one of the most popular leadership styles. According to Kendrick (2011), “Transformational leadership involves four factors: 1. idealized influence, 2. inspirational motivation, 3. intellectual stimulation, and 4. individual consideration.” These four factors make transformational leadership have an impact on followers. The goal of transformational leadership is to cause a positive change in individuals, help motivate them, and develop a leader within each individual.
Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s goals and objectives. Besides, idealised influence, inspirational motivation, intellectual stimulatio...
A brief description of transformational leadership, according to James MacGregor Burns, is a new paradigm
What is leadership? “Leaders are people who do the right thing; managers are people who do things right”. The meaning of leadership can bring to a variety of images. For example:
Transformational leaders are needed to transform low performing organizations to acceptable to high performance. At other times, the leader is expected to move an organization from a crisis. In order to accomplish these tasks, the leader must overhaul the organization culture or subculture. This task is accomplished by nine ways of transforming others: 1. Raise others awareness. The leader makes others aware of the rewards and how to achieve them, i.e. pride in the job or financial incentives. 2. Help others look beyond self-interest. The transformational leader helps others to look at the “big picture” by describing an entire scenario, i.e. if we hire more employees to do x, we will have to make cuts in other areas. 3. Help people find self-fulfillment. The leader helps others not to focus on minor satisfactions, i.e. getting a job done before the deadline ...
What does it take to be an effective leader? This is something that has been asked many times over the course of human history. Some might say that having a strong personality and a commanding presence is needed in order to be a strong leader. Others might say that someone who stays on top of everything and keeps order is more effective as a leader. Everyone has their own opinion on this subject and in many regards, they are not wrong. Good quality leadership is something that is hard to possess and is not something everyone can do. Leadership is something that has been studied and analyzed many times, and from these studies, many theories have emerged from them. Each of these theories of leadership has their own benefits and can be useful