Compare and Contrast Transformational and Transactional Leadership
Terms in this set (18)
Transformational and Transactional Introduction
•Transactional and transformational are two models of leadership that are compared most
•James Macgregor Burns distinguished between the two based on loyalty of followers. Bernard Bass further defined the two, with a slight difference of morality perspective.
•Transformational leaders tend to engage with followers, focus on higher order intrinsic needs and raise consciousness about the significance of specific outcomes and new ways to achieve those outcomes
•Transactional leaders tend to be more passive than transformational leaders
Acronym for transactional/transformational
"Phil every leg shat, crapped, enveloped my shoes and shorts"
Philosophy, example, leadership, style, culture, employees role, motivation, strategies, similarities
Two parties come together to advance both their own interests, but no deep or enduring link. Rewards and Punishments.
Maintain status quo. Leader lays emphasis on relations with followers.
Student may write a good paper in exchange for an A
Politician may express interest or agree to support specific program in exchange for votes
Is responsive, responds to events does not get ahead of them.
Is within the organizational culture, does not work to change it.
Transactional Employee's role
Employees achieve objectives through rewards and punishment set by leader. Rewards and punishments are often set, often monetary. Extrinsic rewards.
Creates relationship on advancing interest of leaders and followers, could be very
Motivates followers by appealing to their own self interest 'what's in it for me'
Incentives and discipline
Exchange rewards for services by:
1. Recognizing what the subordinates want for their work and then tries to see that the subordinate gets it
2. Exchange a reward for efforts
3. Responsive to subordinates immediate self-interest.
Leaders engaged to raise others to higher levels of morality and motivation. Use charisma and enthusiasm.
Individualized considerations: Intellectual stimulation. Promote creativity and innovated problem solving.
Moral leadership (Burns)-actions that are consistent with need of everyone, but fundamentally change moral understandings and social conditions.
Does not imply a moral leadership (Bass). Example of Hitler, transformed leadership, but not a moral one.
Franklin Delano Roosevelt: Putting in new transformational programs by engaging his employees and citizens. New Deal.
Is proactive, sets the agenda, determines the course of action for an organization.
Transformational Employees role
Employees achieve objectives through higher ideals and moral values. Intrinsic rewards usually propelled by public service motivation, not just for money. Provided with developmental skills.
Creates relationship where both parties are engaged with one another to raise each other to higher levels of motivation and morality.
Motivates followers by encouraging them to put group interests first, what is the good of the organization, public, common wealth. Something greater than the individuals. Not just for us, but also future generations .
Encourages for employees to set own goals and build upon loyalty of followers
Leaders will use: 1. Idealized influence 2. Inspirational motivation 3. Intellectual stimulation 4. Individualized consideration
Similarities between transformational and transactional
•Both styles involve leaders and followers with a shared purpose and both seek to benefit
•Both styles are motivational approaches to leadership
•Both have goals in mind