The paper "Charismatic, Transformational, Transactional Types of Leadership " is a great example of management coursework. Charismatic leaders attract followers with personality and charm. They can motivate their followers to do nearly anything. This type of leaders has various characteristics. In their leadership style, they mostly use feeling s to encourage devotion and commitment to followers. One of the characteristics is Inspiration. They have the ability to inspire their followers. When they have a cause in mind, this type of leaders motivates teams by inspiring them through their optimism, passion and positivity (Northouse, 2012).
They are also emotionally expressive and show warmth to their followers. They care about their appearance and are also persistent when leading. They have inspirational communication style which uses analogies and metaphors. Charismatic leaders “ step in” in times of crisis and give followers a vision. Followers of charismatic leaders identify strongly with their leader. Transformational leadership Transformational leadership result in positive changes in the followers. These leaders are generally enthusiastic, passionate and energetic. They help members of the group they are leading to succeed and also involved and concerned in the process.
A characteristic of this leader is they are charismatic. This, therefore, means they have a mission and vision. They are also inspirational hence they give their followers emotional support. They also treat their followers as individuals by giving them personal attention. They offer their followers intellectual stimulation by encouraging them to review old problems in new ways (Chemmers, 2000). They also lead by example, act optimistically and confidently and have high moral and ethical conduct. They also empower members of their group and stimulate teamwork among the followers.
They also articulate a vision on leaders and followers values and confidence, loyalty band respect among followers. Transformational leaders encourage innovative and creative thinking and problem-solving. Transactional leadership Transactional leadership can also be called managerial leadership. The leadership style focuses on the role of organization, supervision and group performance. In this type of leadership, the performance of followers results in punishment or rewards. The leader views the relationship he has with his subordinates as an exchange where something is given and something g is expected in return. Subordinates get rewards when they perform well.
Characteristic of this leadership style is that it focuses on the achievement of set objectives by punishment and rewards. The relationship between the leader and followers is like an exchange relationship that is acceptable for that (Northouse, 2012). Examples are money for work, loyalty for consideration and votes for votes. Another characteristic of this leadership is the focus is on managerial style. Difference There are some differences in the theories. First, transactional leadership focuses on punishments and rewards which is not the same as the other theories. Another difference is transformational theory encourages creativity and innovation which is not shared in other theories.
Lastly, the charismatic theory of leadership is different from other leadership theories because it encourages commitment and devotion to followers. Yulk identifies three behaviors in the dyadic, group and organizational level which should be included transformational theory. At the dyadic level, the three behaviors that have been omitted include; developing, inspiring and empowering. Inspiring leaders would give work meaning for the followers. Developing means they would enhance the follower’ s self-confidence and skills while empowering means the leaders would give their followers significant voice and discretion (Yulk, 1999).
Behaviors at the group level that should be included are; facilitating agreement on strategies and objectives, building collective and group identification and facilitating mutual trusts and cooperation. At the organizational level, core transformational behaviors that should be included are facilitating and guiding change, promoting organizational learning and articulating strategy and vision for the organization. The transformational theory basically deals with dyadic processes hence, transformational behavior on the group and organizational level are not well covered.
Yukl, G., (1999). An Evaluation of Conceptual weakness in transformational and charismatic leadership theories. State University of New York Albany. Elsevier Science Inc.
Bass, B., M., (1997). Does the Transactional-Transformational paradigm transcvend organizational and international boundaries?American Psychologists.
Chemmers, M., M., (2000). Group Dynamics: Theory, Research, and Practice. University of California, Santa Cruz: Educational Publishing Foundation.
Northouse, P., G., (2012). Leadership: Theory and Practice. United States: Sage Publication Inc.