The transformational leadership is also advantageous for corporate learning since it helps to teach the employees and change their behavior towards the set goals and objectives of the business. Therefore, the transformational leadership style helps to increase the effectiveness of the team member by engaging them in building and strengthening organizational culture, providing stimulation of their intellectual ability and modeling positive behavior Barling, Christie, & Turner, 2008() The transformational leadership style also has a downside. The first is that though the enthusiasm and motivation of the leader does help in creating high productivity, it depends highly on the individual and their willingness to change their life and values. This creates a challenge since there may be some reluctance on the part of the leaders to motivate the employees towards achieving this goal. Another major disadvantage of this leadership style is that it creates the potential for abuse by leaders who do not use this style morally. They may use the style for their own benefit instead of the common benefit of the followers. The transformational leadership style also does not incorporate the situational dynamics of the organization and the followers and makes the assumption that they all want to work together towards the achievement of the common goal Tucker, Turner, Barling, Reid, & Elving, 2006()

Comparison and contrast of leadership theories

The transactional and transformational leadership theories which define the transactional and transformational leadership styles are centered on performance of the team members as the reason for creating motivation and inspiration for the organization to achieve its set goals and objectives. It emphasizes on the importance of rewards in improving the productivity of employees. / / / argues that these leadership theories differ from the situational and contingency leadership theories which stress on the importance of synthesizing traits of the leader with specific situational approaches in order to normalize the leadership climate. These theories state that the leadership style should be married with the situational variables in order to define the approach that is most suitable for the situation...

These theories assert that there is no ideal leader rather the leader becomes ideal for the situation. The trait theories of leadership assert that there are specific traits that a person needs to have to be a leader. There are hundreds of traits including age, height, dominance, academic results, knowledge, social status, originality, adaptability and responsibility. According to these theories, one cannot be a leader without these specific traits. It differs from the functional theories of leadership which state that the leader is a function in the organization and is needed to contribute towards the achievement of organizational goals. The integrated psychological theory integrates the strengths of the trait, behavioral, situational and functional theories of leadership and addresses their limitations by introducing a new element which is the need for the development of leadership presence and attitude towards other people as well as behavioral flexibility Shin & Zhou, 2003()
Conclusion

In any organization, the leadership in the organization is important for inspiring and motivating the team members towards achievement of the common goals. There are ten different leadership styles with each having its own set of strength and weaknesses. The personal leadership style chosen is that of transformational leadership. Though it has advantages and disadvantages and can be compared and contrasted with the other leadership theories, it is the best leadership style that fits my self-assessment.

References

Barling, J., Christie, a., & Turner, N. (2008). Pseudo-Transformational Leadership: Towards the Development and Test of a Model. Journal of Business Ethics, 81(4), 851-861. doi: 10.2307/25482259

Schneider, M. (2002). A Stakeholder Model of Organizational Leadership. Organization Science, 13(2), 209-220. doi: 10.2307/3085994

Shin, S.J., & Zhou, J. (2003). Transformational Leadership, Conservation, and Creativity: Evidence from Korea. The Academy of Management Journal, 46(6), 703-714. doi: 10.2307/30040662

Tucker, S., Turner, N., Barling, J., Reid, E.M., & Elving, C. (2006). Apologies and Transformational Leadership. Journal of Business…