Transformational Leadership vs. Transactional Leadership Theories

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Transformational Leadership

The concept of transformational leadership was introduced by James Macgregor Burns in 1978 in his descriptive research on political leaders, but its usage has spread into organisational psychology and management with further modifications by B.M Bass and J.B Avalio (Jung & Sosik, 2002).

Transformational leadership theory is all about leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole (Warrilow, 2012)

Warrilow (2012) identified four components of transformational leadership style:

Charisma or idealized influence.

Inspirational motivation

 Intellectual stimulation

Personal and individual attention

Pros and Cons of Transformational Leadership

Transactional Leadership

Transactional leaders use an exchange model, with rewards being given for good work or positive outcomes. Conversely, people with this leadership style also can punish poor work or negative outcomes, until the problem is corrected. One way that transactional leadership focuses on lower level needs is by stressing specific task performance (Hargis et al, 2001).

Bass, Howell and Avolio widened the concept of transactional leadership with their three components or flavors of the leadership style.

Contingent reward 

Active management by exception 

Passive management by exception

Pros and Cons of Transactional Leadership

Comparison between Transformational and Transactional Leadership

Transactional Leadership

Transformational Leadership

Leadership is responsive.

Leadership is proactive.

Works within the organizational culture.

Works to change the organizational culture by implementing new ideas.

Employees achieve objective through rewards and punishment set by leader.

Employees achieve objective through higher ideas and moral values.

Motivates followers by appealing to their own self-interest.

Motivates followers by encouraging them to put group interest first.


References

Jung D. D. and. Sosik. J.j, 2002. Transformational Leadership in Work Groups: The Role of Empowerment, acaohensivness and Collective -Efficacy on Perceved Group Performance.. 33, 313-336:Small Group Reserch..

Hargis M B, Wyatt. J. D. Piotrowski. C., 2001. Developig Leaders: Examining the Roe of Transactional and Transformational Leadership across contexts Business Organizational Development Journal. 29 (3) 51-66 ed.

Warrilow S., 2012. Transformational Leadership Theory-The4 Key Components in Leading Change & Managing Change. . [Accessed 10 April 2021] http://EzineArticles.com/?expert=Stephen_Warrilow

 

 

 

 

 

 






Comments

  1. niluka10 April 2021 at 21:55

    Good informative and interesting presentation. Have a conclusion at the end

    ReplyDelete
  2. Asela Fernando13 May 2021 at 11:10

    suitability varies on the ground it has to play,

    ReplyDelete

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