Leadership theories of Weber, Burns, and Goleman compared

¶ … Leadership

The intent of this analysis is to evaluate the leadership theories of Max Weber, James MacGregor Burns and Daniel Goleman. All three of these leadership theorists have made significant contributions to the field of managerial and leadership behavior, and taken together their theories provide a solid foundation for defining the differences between transactional and transformational leadership.

Analysis of Max Weber's Leadership Theories

The foundational elements of Max Weber's theories of leadership are predicated on the recognition that leadership is not a trait or static in nature, yet must be fluid, agile and highly situational to be effective. His classification of the three dominant types of leaders being bureaucratic, charismatic and traditional is the catalyst many leadership theorists credit with the foundation of transformational leadership (Weber, 1948). Weber was also the first theorist to see that situational awareness and emotional intelligence have a direct effect on how effective leaders are. He was able to succinctly define these differences using the constructs of transactional and transformational leadership (Weber, 1948). A transactional leader concentrates on managerial and leadership styles that are short-term in nature and driven more by the need to get immediate results. A transformational leader is one that seeks to motivate by defining a compelling long-term vision, providing individualized attention, defining unique and highly targeted employee development programs and being accountable to associates (Weber, 1948). Weber believed that all of these qualities were essential for a leader to progress from being transactional to transformational in their leadership styles, and added that the charismatic nature of a leader is critical for their success (Weber, 1948). Weber's theoretical frameworks made contextual sense during the time period he was advising corporations and working in academic, and his insights into transformational leadership were prescient for the time. What is lacking from his analysis however is a more unified view of how transformational leadership is a catalyst of employee development. Interlinking charismatic leadership with the ability to develop subordinates needs more focus in the context of Weber's theories.

Analysis of James MacGregor Burn's Theories

The theories of James MacGregor Burns delve further into the differences between transactional and transformational leaders with specific focus on the ability of the latter to convince others to follow their vision and direction. A truly transformational leader is one that can transform society with an exceptionally clear and lucid vision of the future (Burns, 1978) while also being able to motivate members of an organization to change over time. Transformational leaders that are revolutionary are able to bring about widespread changes in organizations and will completely redefine industries over time (Burns, 1978). Many of Burn's academic writings and research also center on the powerful catalyst of charismatic leadership as well, with this aspect of a transformational leader's skill set being one of the most sustaining when significant challenges need to be overcome for the vision they have to be fulfilled.