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Transactional Versus Transformational Leadership
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Annotated Bibliography and Outline
Odom, S., Boyd, B., & Williams, J. (2012). Impact of Personal Growth Projects on Leadership Identity Development. Journal of Leadership Education, 49-63.
The author creates a very compelling case with the Personal Growth Project (PGP) assessments that were conducted based on qualitative analysis. The authors conducted a study in which 90 students from Texas A&M University participated in a personal leadership education class. The class was conducted in the fall and spring of 2010 by utilizing 3 classes to reduce the bias in the data. The students were presented with a series of questions with a goal to identify the internal and external leadership identity.
Internal and External leadership Identify Development
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The three styles of leadership identified by the authors are: Transformational Leadership, Transactional Leadership and Laissez-faire leadership.
Transformational leadership is a style of leadership in which the leader identifies a vision for a committed team while concurrently executing the vision. In this style of leadership, the team is committed to the leader as they have bought-in to the leader’s vision.
Transactional leadership is a style of leadership in which the leader promotes compliance with their vision by utilizing reward and punishment. With this style of leadership, the team’s acceptance of the leader’s vison is less important than their conformance.
Laissez-faire leadership is a style of leadership in which the leader allows the group to perform independently and self-directed. The leader is hands-off and allows the group to make their own decisions as well as choose the direction. In this style of leadership, the leader does not provide a vision, rather allows the employees to formulate their own while still expecting
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(n.d.). Fearless Dominance and the U.S. Presidency: Implications of Psychopathic Personality Traits for Successful and Unsuccessful Political Leadership. Journal of Personality and Social Psychology, 489-505.
The author presents what I would deem as a non-compelling case in which they analyze 42 U.S. presidents. The author performs assessments based on historical decisions as well as empirical data to assign scores. The method in which the author performs the assessment is by recruiting 121 experts to evaluate the personality of the 42 president.
The author looks at several traits that have been associated with psychopathic people such as interpersonal dominance, persuasiveness, venturesomeness, poor impulse control, lack of guilt, fearlessness. The then utilize a rating system based on Fearless Dominance (FD) and Impulsive Anti sociality (IA). Based on that information, a Psychopath Checklist-Revised (PCL-R) 2 factors is
Hare used these core factors to develop the Psychopathy Checklist-Revised assessment tool that helps detect psychopathy in people. They developed this theory because psychopathic behavior was thought of as miscellaneous of a topic to be categorized in one or two factors. The four recommended factors proposed by Hare and Neumann are: Interpersonal, Affective, Lifestyle and Antisocial. The first factor, interpersonal consists of superficial charm, manipulation, pathological lying, and a grandiose sense of self-worth. Secondly, the affective factor involves the lack of remorse or guilt, shallow affect, callous and/or lack of empathy, and failure to accept responsibility for own actions. The third factor is lifestyle, which comprises of need for stimulation and/or proneness to boredom, parasitic lifestyle, impulsivity, irresponsibility, unsatisfactory work habits, and lack of realistic long-term goals. Finally the fourth factor is antisocial and contains poor behavioral controls, early behavior problems, juvenile delinquency, criminal versatility, and revocation of conditional release (Hare & Neumann, 2005, p.58-59). According to Hare and Neumann “The 4 psychopathy factors are significantly interrelated, and thus can be comprehensively explained by a single superordinate (that is, psychopathy) factor.” (Hare, R. D., & Neumann, C. S.
Another mark on the checklist is the violations of social norms and an aimless life (Hare, 1993). The psychopath is highly impulsive and has a constant need for excitement (Hare, 1993). The Psychopathy Checklist is filled with the basic characteristic of a person with a psychopathy
Kosson, David S. “A New Method for Assessing the Interpersonal Behavior of Psychopathic Individuals: Preliminary Validation Studies.” Psychological Assessment. 9.1 (1997): 89 pp. 3 May 1997.
The Psychopathy Checklist Revised (PCL-R) measures twenty-two behavioural characteristics or lack thereof that have been previously identified as the defining characteristics of a psychopath by Cleckley as well as other influential clinicians. Hare measures these characteristics on a three point scale ranging from 0-1. In addition Factors are used to group thematically similar behaviors. For instance, persons prone to boredom, whom share a lack of realistic long term plans, live a parasitic lifestyle and act on impulse, have been grouped together in Factor 1. Factor 2 measures those persons with a lack of remorse of guilt, failure to accept responsibility for own actions, a lack of sincerity/conning, egocentricity, glibness/superficial charm, drug or alcohol abuse which is not the direct cause of the antisocial behaviour, and callousness or lack of empathy. Factor 3 co...
According to our text book there are two main classifications of leadership approaches, transformational leadership and transactional leadership (Yoder-Wise, 2011). Transformational leadership is centered on motivation and building relationships with staff through a shared vision and mission (Frandsen, 2013). Transactional leadership approach involves one superior with minimum or no input from the employees (Yoder-Wise, 2011).
Giltinane (2013) identifies three leadership styles. The first is transactional leadership in which a leader is controlling and functions in a reward and punishment environment. In transactional leadership style, leaders give little room for employees to express ingenuity. Decisions are passed laterally from top down and the form of leadership is to stress obedience rather than loyalty. Transactional leadership is closely related to autocratic style (Giltinane, 2013).
Jadczyk, Arkodiusz and Laura Jadczyk, “What is a Psychopath” Cassiopaea.com, 1997-2009. Web. 15 November 2011.
The media most often showcases psychopaths as individuals who are inherently evil and dangerous towards themselves and others. Yet, this concept of psychopathy goes far beyond this idea of pure evil and instead necessitates a needed psychological understanding. These individuals, psychopaths, are generally characterized by a lack of empathy and conscience. Indeed, psychopath’s indifference to the repercussions of their actions combined with other characteristics such as hostility and aggression make for a potentially dangerous personality (Lyken, 1996, p.30). In order to identify a psychopath’s recidivism, it is important to differentiate them from sociopaths who, instead of having a psychological impairment that makes it difficult for them to socialize, have been systematically under socialized (Lyken, 1996, p.30). In accordance. psychologists have developed the methods such as the Psychopathy Checklist- Revised (PCL-R) to help identify those with psychopathic tendencies (Walters, 2012, p.409). That is why predictions of recidivism among psychopaths is most efficient when done
Without the fear of making mistakes, the lack of stress from pressures at work and not becoming emotionally involved sounds like a professional individual. Recently, adaptive features have been added to psychopathy (Mullins-Sweatt et al., 2010). Some high powered professionals may not have developed these skills, they could be psychopathic traits. It is how they use these talents in a more effective way. One report and one study make references to adaptive traits of psychopaths leading to the ability of being successful psychopaths (Mullins-Sweatt et al., 2010; Stevens, Deuling & Armenakis, 2012).
Based on Burns (1978) there are two types of basic leadership styles, transformational and transactional. Transactional leaders are in contact with an individual for an exchange that will occur between them while transformational leaders motivate and connect with their followers
Matthews, G., Deary, I. J., & Whiteman, M. C. (2009). Personality traits. Cambridge, UK: Cambridge University Press.
When considering the term management, there has always been a common miss conception that this automatically makes an individual a leader. Leadership is only a single element of the management role. Many times managers are more comfortable utilizing a particular leadership style. While this may work well the majority of the time, certain employees or situations may require a different approach. Good leadership requires that the individual recognize the need for change to motivate their employees to accomplish the task at hand or to reach common goals. Understanding the importance of leadership is essential. However, the key element to focus on is what steps can be taken to improve one’s leadership capabilities. For many individuals this may be a difficult question to answer and may only be possible through self-assessment and reflection.
Two of the females studied displayed some psychopathic tendencies on the MMPI-2 Scale, which was used to determine elevations for certain mental disorders and personality types. The psychopathic elevation was not shared with all the participants therefore it
Psychopathy can now be estimated based on a simple test designed by Professor Robert Hare, a criminal psychologist. The Hare test comprises of 20 questions, each one scored as 0 (if not applicable to the person), 1 (if partially applicable) or 2 (if fully applicable). The criteria include symptoms of a common psychopath including pathological lying, lack of empathy, tendency to get bored quickly and manipulative behaviour. If the person scores above 35, one can ascertain that he or she is a psychopath. Now psychopaths have cognitive empathy and this is very different from emotional empathy,
In this paper I will look at the four major leadership styles, their characteristics, advantages, disadvantages, and in what situations a particular leadership style is desired. Additionally, I will look at my leadership style and how I acquired this style throughout my career.