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Transactional Leadership VS. Transformational Leadership - Essay Example

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It focuses on the vital management functions of scheming, coordinating, as well as the contemporary planning. In the past, leaders akin to Mc Cathy and de Gauile applied…
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Transactional Leadership VS. Transformational Leadership
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Transactional vs. transformational leadership Task: As described by max Weber and Renard Bass, transactional leadership, usually depicts manager’s leadership. It focuses on the vital management functions of scheming, coordinating, as well as the contemporary planning. In the past, leaders akin to Mc Cathy and de Gauile applied the above style of leadership (Beerel, 2009). This system of leadership relies on enhanced strategies comprehensible of the prospect from the inferiors and the benefits of supporting the leadership. The transactional leadership works efficiently incase of the application of a disciplinary system.
According to some sources, this technique of leadership is comprises of four key aspects. The relationship between the person in charge and the populace depends on the swap over level. Therefore, the great exchange value translates to stronger relations. The barter approach is another characterizing the above leadership. This is because the leader expects returns for the services rendered to the people (Beerel, 2009). The leader pursues outlay gain economic trade in order to meet people’s substance and intuitive needs in return for constricted services by inferiors. Additionally, transactional leadership does not change the organizational structure. Therefore, it is evident that this form of leadership system is all about necessities, state of affairs and loot.
According to James Macgregor, transformational leadership theory is built on a clear vision of the people’s goals. In the above system, leaders and supporters work in unison thus progressing to greater heights in the business performance (Lussier, 2009). The strength of their dream and character enables such to motivate other workers thus achieving the organization’s goals easily. Similarly, the transformational leadership also encompasses of four aspects. One of them is the individualized contemplation. This entails the submission of support and encouragement to the workers.
In order, to further maintain good relations, leaders uphold open lines of contact in order to encourage the employees to share their views on all issues. In addition to the above, the transformational leaders ought to recommend direct acknowledgment of other individual’s contributions (Lussier, 2009). Secondly, the rational inspiration transformational leadership utilizes each other’s resourcefulness. This is made possible as workers endeavor to discover new habits, which create opportunities. Thirdly, there is the element of heartening enthusiasm. Transformational leaders encompass a clear vision that they are capable of articulating the people. These leaders are proficient to help people experience similar fervor and eagerness to efficiently execute their goals. Finally, the idealized influence allows the transformational leaders to act as an example for others. Since the employees trust and value the leader, they end up imitating and internalizing their ideals.
The transactional leadership remains popular despite its myriad limitations. Some of the limitations are; first, leadership is receptive and critical in dealing with contemporary issues (Premuzic-Chamorro, 2007). This method of control can work within the organization’s culture. Therefore, this system of leadership utilizes the concept of the rewards and punishments. Lastly, transactional leaders only motivate the people by appealing to their self-interests. The transformational system has its own strengths, as well as weaknesses. First, transformational leaders are habitually compelling. Such leaders can devise ideas and goals. Moreover, they build up structures aimed at promoting participation in the decision-making. The only limitation in the above system is the misuse of authority.
Lou Gerstner was a successful transformational leader and a retired chairman and CEO of IBM. He twisted IBM around from $8.1 billion loss in 1993 after identifying fraction of the company’s predicaments. That is, having been one of the supreme business institutions around the globe from the 1960s-1980s, IBM had become restricted and firm. Gerstner entirely changed the traditions of the organization by modeling the preferred performance.
Concisely, transformational leaders comprise of a great prospective to uphold performance further than expectations. This aspect affects immense changes within people and organizations. It appears the right system today and is marked by improbability, worldwide unrest, and organizational unsteadiness. Transformational leadership shapes compelling social and organization’s cultures, which might either be therapeutic or tyrannical. Evidently, organizations should encourage the transformational leadership.
References
Beerel, A. (2009). Leadership and change management. London, LDN: Sage publications ltd.
Lussier, R., & Achua, C. (2009). Leadership: theory, application, and skill development. Masson, OH: Southwestern Cengage Learning.
Premuzic-Chamorro, T. (2007). Personality and Individual Differences. Malden, MA. Blackwell publishing.
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