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¶ … Leadership Theories
Two major categories of leadership theory are transformational leadership and transactional leadership. Both theories originated in the 1970s with the upsurge of popular psychosocial therapeutic approaches. Transformational leadership is based on the creation of high trust relationships that evoke intrinsic employee motivation and are characterized by meaningful extrinsic incentives for followers and leaders. Transformational leaders tend to exhibit charismatic personalities that inspire followers to work toward a mutually valued vision that has been communicated by the leaders to stakeholders. Because of the strength and solidity of the transformational relationship between leaders and followers, groups are apt to be guided by shared norms. The members of the group appreciate and follow rules and regulations that assume a flexible nature that optimizes the achievement of shared objectives and recognizes the disparate contributions of group members. One adjunct benefit of transformational leadership is the sense of belonging to a group with mutually satisfying goals and the development of group members who are able to identify with their leader.
Transactional leadership is a manifestation of the transaction that is established between leaders and their followers. According to this theory, transactional leadership results in a positive and mutually beneficial...
Indeed, this is the undergirding theory for human resource practices. The motivational power of transactional relationships stems from the ability of leaders to identify and implement means to align worker performance with the objectives developed by the leader or inherent to the operations of a business. That is to say that the leader seeks to adequately reward or punish followers in a manner that ensures the performance-based tasks will be adequately accomplished. When the individual workers, the leaders, and the business enterprise are in sync, transactional relationships produce optimal effort and an environment that is reinforcing to all stakeholders. The psychological principle underlying transactional theory is that people seek to maximize experiences or transactions that are pleasant and avoid unpleasant experiences or transactions. An adjunct to this leadership theory is that people tend to seek those who complement their strengths.
Application of theory. A challenge at work utilizing transformational leadership is the use ofperformance measures that builds on employees' strengths. A prevailing problem has been human resources insistence on performance reviews that emphasize skill development. That is to say that even if an employee has all the requisite knowledge to conduct their job responsibilities, they may…
References
Buckingham, M. And Coffman, C. (1999). First, break all the rules: What the world's greatest managers do differently. New York, NY: Simon & Schuster.
Leadership Central. Leadership Theories in Chronological Order. Retreived from http://www.leadership-central.com/leadership-theories.html#ixzz3XUOpg8OA
Transformational Leadership in the Promotion of Ethical Climate and Practices Some researchers have argued that transformational leadership is effective in promoting ethical climate and practices in order to influence individuals' ethical behaviors in workgroups. Ethical behavior is differentially defined from one culture to another and from one organization to another and it is this difference that the transformational leader is able to convey to the organizational employees through effective means and
They use a clear punishment and reward structure to get individuals to obey their instructions. Applying transactional leadership to Mr. Manager shows clear correlations. There are clearly defined punishments in relations to how professionals and para-professionals operate within this field. Those who do not follow protocol that results in the injury and accident of an MR/DD patient will be subject to termination, suspension, and other severe consequences. Mr. Manager
Management Principles Management Leadership Model Paper: Management Principles Research suggests that everyone is a manager in their own way. For instance, everyone manages his finances, time, careers and relationships. These examples of managing are simple and straightforward. However, when concepts of management apply in organizations, management becomes complex. At such a point, it calls for extensive studying in order to understand the theoretical basis of management. The application of management and the enunciation
Management Project Jennessa Clark Indiana Tech 2 Brief History and Organization Background 2 Proctor & Gamble History 4 Colgate-Palmolive 5 Situation Analysis 5 External Environment 5 Internal Sociotechnical Systems 6 Problem Diagnosis & Definition 7 Great Man Theory 7 Trait Theory 8 the Managerial Grid 8 theory X and Theory Y 9 Participative Leadership (Lewin's leadership styles) 9 Situational Leadership 9 Contingency Theory 10 Transactional Leadership 10 Transformational Leadership 10 Organizational Leadership Discussion 14 Practitioner Recommendations 15 Overall Research Approach 16 Site and Population Selection 24 Identifications and Evaluation of Alternative Interventions 25
(2010). Transactional leaders use the extrinsic motivators, to get goals met within an organization, as stated by Suliman (2009). This type of leadership used internal reward or punishment mechanisms to get employees to follow their directive. Transactional leaders usually leave the current organizational structure and goals intact, since the characteristic of these leaders is not effective in situations that require change. Suliman, (2009) also argue that some leaders are very
Individual Development: This activity contains the following subtasks: The individual personality, skills, strengths, needs, aim and fears of the team members are acknowledge; The individual plans, problems, and challenges are provided assistance and support; Individual responsibilities and objectives are identified and agreed upon; Recognition and praise is given to individuals for acknowledgement of their effort and good work; Individuals taking on extra responsibility, or receiving advancement is rewarded; Individual team members are trained and developed; and Individual