Essays on Transactional Leadership Style Coursework

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The paper "Transactional Leadership Style " is an outstanding example of management coursework.   According to Bryant (2003), Leadership is the process of influencing other people in order to achieve a goal while guiding the organization in a way that makes it consistent and organized. It can also be defined as the process of guiding people in the right direction to attain set objectives. Leadership is known as one of the main drivers of an organization’ s performance. A leader is an individual who exerts influence on people with his focus on collaboration, co-operation, and communication with others.

Leaders are supposed to break barriers that hinder the success of various functions including sales, marketing, and accounting. Most organizations and businesses make organizations become more competitive with increased productivity resulting in more sustainability and growth. Leadership can be categorized into transactional and transformational leadership. They are various writers who have developed characteristics of transformational and transactional leadership. Some of them include James McGregor Burns, Bernard Bass, and Max Weber. Transactional leadership depends on rewards and punishment system while transformational leadership takes advantage of the internal motivations. According to Bass, the transactional leadership style was based on the hypothesis that followers are motivated by a system of rewards and punishment as illustrated by Rick (2010).

The relationship between leader and follower is of quid pro quo meaning this for that. In this case, if a follower does something good he is rewarded and if he does something wrong, then he is punished for it. Bass argued that transformational leadership is based on higher-order needs and it is closely aligned with internal motivational factors of their followers. The main characteristics of transformational leadership according to Bass include motivating, role modeling, developing, and encouraging creativity.

This is through idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. James McGregor Burns argued that they were varying characteristics of transactional and transformational leadership. According to Burns, transactional leadership approaches its followers with an eye to trading one thing for another. Another characteristic is that it recognizes what it is that we want to get from the work; it then tries to ensure that we get it only if our performance merits it according to Rick (2010).

It is responsive to our instant personal interests if they can be fulfilled by the work being done. Transformational leadership according to Burns gets followers transcends their own interest for the sake of the team or organization. According to Burn, this leadership alters the needs level and expands the range of needs and wants. It tries to raise the awareness and consciousness level about the value of selected results as well as the ways of reaching them. Transformational leadership motivates his followers to perform well. Max Weber (1948) was one of the writers who wrote about leadership styles and theories as illustrated by Rick (2010).

He led to the development of leadership, he believed there were two basic paradigms within which leaders worked and they included transactions and transformations. According to Weber, transactional leaders had one characteristic of working within the existing systems or environment to attain results. They used their legal authority and knowledge to attain results. Weber argued that transformational leaders were characterized with approaching things from an entirely different point of view.

The transformational leader used personal charisma to assist him to attain their objectives.

References

Australian Institute of Bankers & Australian Institute of Banking and Finance 2008, ‘The Australian banker’, Journal of the Australian Institute of Bankers, Vol. 109, No. 4, pp. 45-78.

Bryant, S 2003, ‘The role of Transformational and transactional leadership in creating, sharing and exploiting organizational knowledge’, Journal of Leadership & organizational Studies, Vol. 12, No. 5, pp.45.

Fibre2fashion 2010, Kao Corporation News, viewed 18 January 2011, http://www.fibre2fashion.com/news/company-news/kao-corporation/

Jay, P 2006, International Directory of Company Histories, Volume 79, St. James Press, Tokyo.

Richard, G 2011, ANZ bank is exploring expanding in north Asian, viewed 18 January 2011, http://www.theaustralian.com.au/business/anz-explores-north-asian- expansion/story-e6frg8zx-1225979659432

Rick, K 2010, Transformational and Transactional Leadership, Lambert Academic Publishing, Michigan.

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