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Leadership meaning
Transformational &Transactional leadership
Transformational &Transactional leadership
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Seemingly, there is much confusion surrounding the use of the concept leadership, especially when defining how the different types of leadership have influenced HRM. Preedy (1993:143) views leadership as the initiation of new structures or procedures for accomplishing an organization’s goals and objectives. If maintenance of goals and objectives is more important here, then this aspect can be favorably compared to the definition of management provided by Westhuizen, V. (1991:39). He defines management as the "accomplishment of desired objectives by establishing an environment favorable to performance by people operating in desired groups. Leadership can be defined as the ability to persuade others willingly to behave differently. Leadership …show more content…
Bass and colleagues of his, have disputed that transactional leadership is a vital precondition if transformational leadership is to be effective (Avolio, 1999). By providing direction and focus, transactional leadership makes the use of transformational behaviors less confusing and ambiguous. From a somewhat abstract perspective, Podsakoff, Bommer and MacKenzie (2006) seem to agree with this assessment and further suggest that “leader reward and punishment behavior is the heart of what is called transactional leadership” (p. …show more content…
The specific form of this relationship between supervisor behaviour and subordinate attribute can be stated as follows: “for subordinates of low-level maturity, superiors should show relatively lower consideration and higher task structuring; but as subordinates gain in maturity, task structuring should decrease, while considerateness should rise for mid-level subordinate maturity and then subsequently subside as subordinates achieve high-level maturity.” As stated by Thompson, G.
The topic of leadership has been explored and written about by thousands of authors who are considerably more qualified than I am to write about the subject. However, I’ve always maintained that developing, evolving and articulating one’s own leadership philosophy is an essential part of a professional’s growth. Through academics and experience, I’ve concluded that leadership is a “soft” skill, more art than science, and that leadership principles can be universally applied. As a topic of discussion, leadership can be ambiguous and seldom does everyone agree on a single definition. Organizations and the people they consist of crave leadership, even if not overtly. Undeniably, strong leadership is essential to achieving
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
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
While transactional leadership relies on a system of rewards and penalties it doesn't provide a lot of in conditions of inspiration to encourage folks to travel past the fundamentals. Given this truth the supporters of transactional leaders may get happy and develop a propensity to attain smallest expectations solely that might facilitate them avoid penalties (Bass, 1990). Therefore the leader and also the follower ar in associate conformity on what the follower would take delivery of achieving the negotiated level of performance (Bass, 1990). The success of such leadership depends on the extent of satisfaction the leader and followers have in following this technique of performance based mostly appraisals (Bass, 1990)
The systematic and scholarly study of leadership consumed much of the twentieth century and continues to remain a vital topic of discussion today. Theories abound as to what makes one a good leader and, despite the continued efforts of many, no single operable expression of the meaning of leadership exists. In an attempt to address this issue James Kotterman wrote, “Leadership Versus Management: What’s the Difference.” The following review shall briefly summarize Kotterman’s article and follow with conclusions based on the experiences of this author.
Leadership has been defined in different ways, a definitaion of leadership that would be most commonly accepted would be “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization…”(House et al., 1999, p. 184 as cited in Yukl, 2013, p. 19). After a comprehensive review of different leadership literature, Stogdill (1974, p. 259, as cited in Yukl, 2013, p. 18) concluded that “There are almost as many definitions of leadership as there are persons who have attempted to define the concept." Leadership can be viewed from two different angles one is shared influence process and other as a specialized role. Researcher who view leadership as a specialized role consider attributes as a factor in selecting a designated leader. On the contrast, theorist who emphasises on influence process considers “Leadership” as a social process or a pattern of relationship.
Denise Rousseau took a descriptive approach in explaining psychological contract while David Guest was more analytical about the term “psychological contract”. David gave a more detailed and in depth analysis of psychological contract. Also he was able to expand in more details Rousseau’s analysis of psychological contract.
These styles are polar opposites and span cultural and organizational boundaries. At some point in their career a leader may exhibit both transformational and transactional leadership characteristics with some combination of both enhancing effective leadership. Transactional leaders are task and outcome oriented using strategies and behaviors of self-monitoring, reward and punishment to achieve goals, and the organizational culture is built on rules-oriented traditions. While this style can be effective in some situations, it is generally considered ineffective and may prevent both leaders and followers from achieving their full potential in behavioral health setting (Aaron, 2006). In Contrast, transformational leadership (TL) is associated with the Leader/Member Exchange theory (LMX) and looks at the relationship between leader and follower in an organization. The behaviors associated with TL are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, which focuses on mentoring employees and building supportive relationships making it an effective leadership approach accepted by followers. The culture of the organization is reflection of the ambitions of the transformational leader. This relationship leads to increased job performance, organizational commitment, employee satisfaction and organizational
I am Sierra Rettenmund and I currently attend Clyde High School. I plan to attend Ohio State University next year to work towards receiving my bachelors degree in dance. I hope to one day perform as a professional dancer and eventually own my own dance studio. In order to be able to run my studio with ease I, along with the instructors I hire, will need to be good leaders. A leader, by definition, is the person who leads or commands a group. There are many qualities or characteristics that play a role in good leadership. If were to fail at portraying these characters I would inevitably fail with running my business.
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...
There are certain essential elements that constitute the definition of leadership. It may refer to the totality of an organization’s top direction-giving functionaries, or the actions applied in providing direction that enables the organization or team to move forward towards a goal. In reality, there are very diverse definitions of leadership depending on the context. Grint’s (2010) summary of leadership definitions that includes the position, the person, the results, and the process, provides a comprehensive view of leadership. While not absolute, this view covers much of the areas where there is consensus on the definition of leadership.
As per chronicles foundational stone of transactional leadership was laid upon leader-member exchange leadership theory. According to Pastor and Mayo (2008) through leader-follower exchange transactional leadership can be identified. It shows that benefits, incentives, perquisites and rewards are provided only on one condition when employees work in accordance with organizational objectives, values, norms, culture and give their required effort. Odom and Green (2003) proposed that transactional leadership mostly ponders on the central content. In other words, transactional leaders focus more on meeting desired results through organizational processes which includes reward practices, implementation of organizational strategies, plans and workflow procedures (Sarros and Santora, 2001). But this doesn’t mean that transactional leaders cannot adapt a moral mindset.
Stroup, J. (2004). Managing leadership: toward a new and usable understanding of what leadership is and how to manage it. Lincoln, NE. iUniverse, Inc. Retrieved July 20, 2011 from http://managingleadership.com/blog/2008/09/04/great-man-theory/
Leaders then rely on the strength of their relationship with subordinates in order to motivate them. This relationship is achieved by taking an interest in the subordinate as an individual beyond that of an employee. Once a connection is built, Transformational Leadership theory supposes that workers will hold the leader in high esteem and therefore by incentivized to please them, or even to seek their express approval. Transformational leaders also utilize their charisma to inspire their workers and to encourage change and innovation of practice with the goal of transforming organizations into ones more successful organization. At first glance the preceding representations of these two leadership theories appear to align each with a corresponding gender based on existing stereotypes and cultural associations.
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their