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Therefore, culturally endorsed leadership theory may require some degree of code-switching (employing different languages or emphasizing and de-emphasizing certain cultural elements) on the part of leaders in order to maintain the balance of general attributes associated with positive leadership. In general, however, there is less of a reliance on the leader as an individual in this type of organizational leadership style, and more of a reliance on universally perceived leadership qualities.
Another fairly efficacious style of leadership for contemporary organizations is transformational leadership. Transformational leadership theory seeks to actuate a change by empowering the various individuals that comprise an organization with the tools necessary to perform their jobs better. Transformational leadership may require a restructuring of a company's objectives, or a reevaluation of the best ways to achieve those values. Oftentimes, transformational leaders are charismatic and are endowed with natural leadership attributes that endear them to people. Their goals are not decidedly visionary, and involve some degree of transformation within an organization and its surroundings (Traywick, 2008). Transformational leadership widely works by leaders inspiring followers to manifest a proposed change for the better. However, there is an underlying philosophy of transformational leadership that believes that people, when properly empowered, have an innate proclivity to assert themselves and work accordingly to bring about desired results.
In many ways, transactional leadership functions as the anti-thesis of transformational leadership, particularly when applied at an organizational level. From a philosophical standpoint,...
Therefore, it bases leadership principles on individual transactions that greatly affect followers or workers in an organization. Such transactions often included a highly documented and stratified system of punishments and rewards, which apply to specific transactions or actions that followers make (Ivey and Kline, 2010, p. 247). The goal of transactional leadership is often to preserve a status quo. Transactional leaders are usually reserved and business-like, and do not have as much rapport with their followers as they do an affinity for the system of rewards and punishments to keep them in place.
The particular style of leadership that is most efficacious for a specific organization varies according to its strengths and objectives. Those with dynamic leaders will more than likely prefer transactional or implicit leadership theory. Culturally implicit leadership is useful across many cultural boundaries, while transactional leadership theory helps to maintain the status quo.
References
Ivey, G.W., & Kline, T.B. (2010). "Transformational and active transactional leadership in the Canadian military." Leadership & Organization Development Journal. 31 (3): 246-262. Retrieved from ProQuest.
Javidan,, Dorfman, P., De Luque, M., & House, R. (2006). "In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE." Academy of Management Perspectives, 20 (1): 67-90.
Traywick, B. (2008). "Reagan's transformational leadership." www.youtube.com Retrieved from http://www.youtube.com/watch?v=puB0Bnt5xfY&feature=related
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