Transactional and Transformational Leadership
TRANSACTIONAL & TRANSFORMATIONAL LEADERSHIP
Burns Theory of Transformational & Transactional Leadership
The idea of transformational leadership between leaders and followers was first developed by James McGregor Burns in 1978. He distinguishes between leaders who are, or attempt to be ethical and moral, and "power wielders," who are not. In an essay 20 years later, Burns returns to this idea, arguing that: -
Transactional leaders, through their transactions, make use of "modal values such as honesty, trustworthiness, reliability, reciprocity, [and] accountability". They do not possess these leader characteristics, nor are they able to develop strong emotional bonds with followers or inspire followers to do more than they thought they could. Instead, transactional leaders motivate followers by setting goals and promising rewards for desired performance. Therefore, this leaders negotiated and bargained over the means.
Transforming leaders employ larger "end values such as order, liberty, equality, justice, [and] community".
Transactional leaders were like the bureaucrats, and charismatic heroic leaders were the transformation leaders.
Believed that leadership could take one of two forma: transactional leadership or transformational leadership.
Maintained that power and leadership were two distinct entities.
Questions to be Discussed: -
• What radical new form or fad of leadership is transactional and transformational leadership?
• What are the differences and similarities between transformational leadership and transactional leadership and which is the most effective?
• What are the attributes of the transformational and transactional leader?
• What are the strengths and weaknesses of transformational and transactional leadership?
• What conclusions can be drawn about the usefulness of transformational and transactional leadership?
TRANSACTIONAL LEADERSHIP
What is Transactional Leadership?
• “Do as I say and you will get
Burns Theory of Transformational & Transactional Leadership
The idea of transformational leadership between leaders and followers was first developed by James McGregor Burns in 1978. He distinguishes between leaders who are, or attempt to be ethical and moral, and "power wielders," who are not. In an essay 20 years later, Burns returns to this idea, arguing that: -
Transactional leaders, through their transactions, make use of "modal values such as honesty, trustworthiness, reliability, reciprocity, [and] accountability". They do not possess these leader characteristics, nor are they able to develop strong emotional bonds with followers or inspire followers to do more than they thought they could. Instead, transactional leaders motivate followers by setting goals and promising rewards for desired performance. Therefore, this leaders negotiated and bargained over the means.
Transforming leaders employ larger "end values such as order, liberty, equality, justice, [and] community".
Transactional leaders were like the bureaucrats, and charismatic heroic leaders were the transformation leaders.
Believed that leadership could take one of two forma: transactional leadership or transformational leadership.
Maintained that power and leadership were two distinct entities.
Questions to be Discussed: -
• What radical new form or fad of leadership is transactional and transformational leadership?
• What are the differences and similarities between transformational leadership and transactional leadership and which is the most effective?
• What are the attributes of the transformational and transactional leader?
• What are the strengths and weaknesses of transformational and transactional leadership?
• What conclusions can be drawn about the usefulness of transformational and transactional leadership?
TRANSACTIONAL LEADERSHIP
What is Transactional Leadership?
• “Do as I say and you will get