Emotional Intelligence, Contrast between Transactional and Transformation Leaders - Essay Example

? Emotional Intelligence Introduction Different leaders/ managers use different management styles; these styles range from those that are comparatively hands-off, to the facilitative and to autocratic ones. Different leaders will also employ a wide variety of motivational models, techniques and strategies to encourage internal change and to foster employee performance (Bass & Bass, 2008). Transformational leaders are on the opposite side to the continuum of leaderships patterns from transactional leaders. The differences between these two types of leaders are very evident through their respective theories of motivation and management (Bass & Riggio, 2006). Comprehending the differences between the two types of leaders is important for all the candidates of leadership and managerial positions. This paper will compare and contrast the transformational and the transactional leader, and explore the leader who connects with his followers more effectively. Discussion Contrast between transactional and transformation leaders The transactional leader is more concerned about maintaining the normal flow of work operations at the work place. On the other hand, the transformational leader extends his roles beyond those of managing the daily operations of the organization, to the levels of crafting the strategies of taking his team, department or company to the next level of success and performance (Hargis, Wyatt & Piotrowski, 2011). This difference is evident from the managerial outlook of the two leaders, because the transactional leader is often emphasizing the disciplinary structure determined by power to push for the completion of the tasks or the job roles available at the organization. The transformational leader is different from the transactional leader, through their managerial outlook, because they offer attention to the grouping of different employees, appealing to the personal zeal to perform and attending to the individual issues that can increase or affect performance (Kotlyar & Karakowsky, 2007). The second difference between the transactional and the transformational leader is that the transactional leader will often use a range of incentives to motivate the improvement of performance from his employees, but will often not pay attention to personal differences or preferences. On the other hand, the transformational leader will boost the performance of his employees through collaborating with employees, building strategic teams, motivating the workers and through appealing to the differences of different workers. Thirdly, the transactional leader equates giving more rewards to the increment of performance. In the case of the transformational leader, performance is boosted through the combination of incentives and setting higher goals for their subordinates, which pushes them to better performance (Hackman & Johnson, 2009). Fourthly, the transformational leader does not envision making his organization a market leader, but a transformational leader will offer his employees opportunities for professional and personal development so that they can push the organization to the level of a market leader. The similarities between transactional and transformational leaders The similarities between the transactional and the transformational leader are that both types of leaders manage to maintain the flow of operations and the completion of job tasks at their organizations. Through ensuring that the daily operations of an organization are met, the transactional leader keeps the organization afloat, while the transformational leader explores newer ways of improving performance. The second similarity between transactional and transformational leaders is that they use incentives to motivate their employees so that they can perform better. Through the motivation of the subordinates, these two types of leaders are able to cultivate higher performance and to push the organization to higher levels of success, irrespective of the fact that their vision about the future of the organization is not usually the same. The performance of the two types of leaders The transformational leader is more likely to take the pulse of a group and take advantage of the group’s abilities better than the transactional leader (Bass & Riggio, 2006). This is the case, because the transformational leader is always concerned about doing more than administrating the day-day operations of the organization, and is always looking for ways of improving the company’s success and performance (Kotlyar & Karakowsky, 2006). Unlike the transformational leader, the transactional leader is always concerned about getting the normal flow of operations in the organization going; therefore they are less likely to concern themselves with the groups within the organization and the ways of taking advantage of the groups. Secondly, the transformational leader – unlike the transactional – is more likely to advantage from the groups within an organization, because they continuously explore the ways of turning the groups into teams. Thirdly, the transformational leader is more likely to advantage from the groups of the organization, because they collaborate with employees and communicate goals to them, which may entail the utilization of the groups. Through collaboration and team building, the transformational leader – unlike the transactional leader – is more likely to understand the unspoken thoughts of groups and their concerns, which are covered under the professional and the personal growth areas they explore. Further, through their focus on team-building, the transformational leader is more likely to explore and understand the concerns and the currents taking place amongst the employees, groups and teams, because they regard both the work and the non-work areas of the organization. Additionally, due to the insistence of offering opportunities for personal and professional growth to the employees, the transformational leader finds out the issues facing the groups, therefore rearranges them to increase performance and motivation levels. The transactional leader is often focusing on maintaining workflow at the organization; therefore they are les likely to have time to communicate with their subordinates in ways that they embrace and understand – because they don’t concentrate on that (Schultz & Schultz, 2010). However, the transformational leader, due to their insistence on continually developing strategies of improving the performance of the company, they work on finding and developing communication models that are understood and embraced by all. Through the insistence of the transformational leader on the motivation, the team-building and the collaboration of workers at the workplace, they are more likely to offer their groups and teams, communication models that are understood and preferred. Lastly, due to their emphasis on personal and professional growth, the transformational leader finds communication channels that are friendly to all of his subordinates. Conclusion Different leaders use different leadership and managerial styles, and the different styles are identified using their outlook towards subordinates and work process in general. The differences between a transactional and a transformational leader include that the transactional is more concerned about maintaining the flow of work, but the transformational leader is continually looking for ways of improving performance. The similarities between the two types of leaders include that they all get the work done and they rely on incentives as one of the ways of improving organizational performance. Due to the person-centered outlook of the transformational leader, they are more likely to lead more effectively and realize higher levels of success. References Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd Ed). Mahwah, NJ: Lawrence Erlbaum Associates. Bass, B., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research & Managerial Applications (4th Ed). New York: The Free Press. Hackman, M., & Johnson, C. (2009). Leadership: A Communication Perspective. Long Grove, IL: Waveland Press. Hargis, M., Wyatt, J., & Piotrowski, C. (2011). Developing Leaders: Examining the Role of Transactional and Transformational Leadership across Contexts Business. Organization Development Journal, 29 (3), 51–66. Kotlyar, I. & Karakowsky, L. (2006). Leading Conflict? Linkages between Leader Behaviors and Group Conflict. Small Group Research, 37(4), 377-283. Kotlyar, I., & Karakowsky, L. (2007). Falling Over Ourselves to Follow the Leader. Journal of Leadership & Organizational Studies, 14(1), 38-42. Schultz, D., & Schultz, S. (2010). Psychology and work today (10th Ed). New York: Prentice Hall. Read More