Transformational Leadership
Transformational leadership is about implementing new ideas. These leaders continually change stay flexible and adaptable, and continually improve those around them. According to Tracey and Hinkin (1998), transformational leadership is a process that motivates people by appealing to higher ideals and moral values, defining and articulating a vision of the future, and forming a base of credibility. Tracey and Hinkin (1998) observed that characteristics of transformational leadership follow clear themes.
Transformational leaders emphasize new possibilities have an exciting vision of the future. Organizations that are trying to change who are led by transforming leaders appeal to human characteristics. Transformational leaders manifest passionate …show more content…
A process mindset is the basis for effective transformation (Heckscher, Eisenstat, & Rice, 1994). The process mentality involves defining clear concepts (Keller, 1995). It also requires a future orientation toward problem solving (Smith, 1990). One of the key factors in the change process is for each person to become and remain a continual learner (Mink, 1992). These types of leaders influence unique human qualities. According to Covey (1991) transformational leaders are preoccupied with purposes, values, morals, and ethics. They align internal structures to reinforce values and goals. They seek to release human potential and lead into new directions. Transformational leaders have an impact on the psychology and behavior of followers in order to shape their values (Brown, …show more content…
Bass in 1981. The transactional leadership style developed by Bass is based on the hypothesis that followers are motivated through a system of rewards and punishment. If the follower does something good, they will be rewarded. If the follower does something wrong, they will be punished (Transactional leadership, 2007). The core of transactional leadership lies in the notion that the leader, who holds power and control over his or her employees or followers, provides incentives for followers to do what the leader wants (What is transactional leadership, 2008). These types of leaders are generally not interested in changing the work environment. They would rather keep everything constant except when problems arise. This is when this type of leader jumps into action.
Transactional leadership pursues a cost - benefit, economic exchange with followers (Sarros et al., 2001). In this system of exchange, a value is placed on something in return for another. Each person only recognizes each other as just a person and each party is aware of the power and resources each bring to the bargaining table. According to Wren (1995), transactional leadership does not bind leaders and followers together in a mutual and continuing pursuit of a higher
Transformational leaders emphasize new possibilities have an exciting vision of the future. Organizations that are trying to change who are led by transforming leaders appeal to human characteristics. Transformational leaders manifest passionate …show more content…
A process mindset is the basis for effective transformation (Heckscher, Eisenstat, & Rice, 1994). The process mentality involves defining clear concepts (Keller, 1995). It also requires a future orientation toward problem solving (Smith, 1990). One of the key factors in the change process is for each person to become and remain a continual learner (Mink, 1992). These types of leaders influence unique human qualities. According to Covey (1991) transformational leaders are preoccupied with purposes, values, morals, and ethics. They align internal structures to reinforce values and goals. They seek to release human potential and lead into new directions. Transformational leaders have an impact on the psychology and behavior of followers in order to shape their values (Brown, …show more content…
Bass in 1981. The transactional leadership style developed by Bass is based on the hypothesis that followers are motivated through a system of rewards and punishment. If the follower does something good, they will be rewarded. If the follower does something wrong, they will be punished (Transactional leadership, 2007). The core of transactional leadership lies in the notion that the leader, who holds power and control over his or her employees or followers, provides incentives for followers to do what the leader wants (What is transactional leadership, 2008). These types of leaders are generally not interested in changing the work environment. They would rather keep everything constant except when problems arise. This is when this type of leader jumps into action.
Transactional leadership pursues a cost - benefit, economic exchange with followers (Sarros et al., 2001). In this system of exchange, a value is placed on something in return for another. Each person only recognizes each other as just a person and each party is aware of the power and resources each bring to the bargaining table. According to Wren (1995), transactional leadership does not bind leaders and followers together in a mutual and continuing pursuit of a higher