Leadership transactional

This very much accords with the emphasis in the previous chapter on not allowing oneself to be locked into one s natural preferences. While many men may be more at home with a traditional style of transactional leadership, there is no reason why they should not experiment with alternative styles that women have been showing to work effectively. 

Figure 2 Transactional Leadership and Follower Motivation. (Adapted with the permission of The Free Press, a Division of Simon Schuster, from Leadership and Performance beyond Expectations, by Bernard M. Bass, Copyright 1985 by The Free Press.)...

Thus, according to the full range leadership model, every leader displays each style to some degree. Three-dimensional optimal and suboptimal profiles are shown in Figure 3. The depth frequency dimension represents how often a leader displays a style of leadership. The horizontal active imension represents the assumptions of the model according to which the laissez-faire style is the most passive style, whereas transactional leadership incorporates more active styles and transformational leadership is proactive. The vertical effectiveness dimension is based on empirical results that... 

To sum up, there is sufficient empirical evidence to conclude that transformational leadership has a positive impact on both perceived and objective performance and that this impact is stronger than the effects of transactional leadership. 

We believe that the shift to development calls for more leadership of the new genre type. WhUe the short-term emphasis on training, where employees are trained to learn a new s ll that they need for their current task or job, required mainly task-oriented transactional leadership, the move to long-... 

Hater, J. J., and Bass B. M. (1988), Superiors Evaluations and Subordinates Perceptions of Transformational and Transactional Leadership, Journal of Applied Psychology, Vol. 73, pp. 695-702. 

Lowe, K. B., Kroeck. K. G., and Sivasubramaniam, N. (1996), Effectiveness Correlates of Transformational and Transactional Leadership A Meta-Analytic Review of the MLQ Literature, Leadership Quarterly, Vol. 7, pp. 385-425. 

Howell, J. M., and Avoho, B. J., Transformational Leadership, Transactional Leadership, Locus of Control, and Support for Innovation Key Predictors of Consolidated Business-Unit Performance, Journal of Applied Psychology, Vol. 78, pp. 891-902, 1993. 

The research literature has classified leadership style (the second ring in the Safety Leadership Model) in a number of ways. In recent years, the various dimensions and models have coalesced into two basic styles transformational leadership and transactional leadership. (A third type, laissez-faire leadership, is also mentioned, but it amounts to an abdication of leadership responsibility and is thus not desirable to safety leadership.) There is increasing evidence that transformational and transactional leadership are not mutually exclusive, but that different situations call for different styles. Great leaders are adept at using the mix that is appropriate to a given situation. ... 

Transactional leadership is based on the centrality of the exchange transaction—one might say, "the deal" between the leader and the worker. This style focuses on the connection between performance and rewards, and posits that people are motivated by self-interest. The word transactional refers to the quid pro quo nature of the relationship between the leader and her followers. 

Transactional leadership can be active or passive. In the active form, the leader takes the initiative to communicate expectations and then monitors and reinforces performance. The research literature calls this constructive transactional leadership. In the passive version, the leader waits until something goes wrong and then responds with the appropriate consequence. This is called corrective transactional leadership or management by exception. The literature is very clear about the superiority of constructive to corrective transactional leadership. Unfortunately, few leaders avail themselves of the power of active transactional leadership, opting instead for the relatively weak, passive version. ... 

Transactional leadership, which is also called task-oriented leadership (and is regard by some as a form of management rather than leadership), is essentially conservative. It is an important leadership style for preserving existing cultural conditions and organizational practices and processes. It aims to get things done within the current context and works best in stable environments. 

TABLE 4-3. TRANSACTIONAL LEADERSHIP VERSUS TRANSFORMATIONAL LEADERSHIP. 

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