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Comparing Leadership Styles
Transcript of Comparing Leadership Styles
Tamonica Abrams, Melony August, Kami Braden, Kearra Gourrier, Ronald Martin Comparing Leadership Styles “Leadership is considered a key component of an organization’s success” (Julsuwan, Srisa-arad, Poosri, 2011). Leadership affects the overall morale of an organization and sets a vision for its group of followers. Effective leadership consists of managing relationships and communicating with team members to move towards a specific group goal. The completion of the group goal can lead to further understanding and cohesiveness within the group for a positive long term effect. Leadership can come in several different styles. Transformational and transactional are two styles of leadership that are powerful both in their own way.
A transformational leadership style can be described as the leader that is energetic, clear minded in goals, and in control of the situation. The transformational leader is one that keeps the group focused and instills drive and passion in all. This leader is also concerned with the success of the group as well as the completion of the group goal. Transformational leadership helps to change expectations and bring the group to a common goal. Intellectual stimulation, idealized influence, understanding change, inspirational motivation, and individual consideration are described by European Journal of Sciences as the five components of transformational leadership. Intellectual stimulation encourages each member to question the status quo. Its aim is to encourage followers to do things differently to see the big picture of the goal. Idealized influence is a set of trust boundaries that the leader has that makes him trustworthy to others in the group. Understanding change is the idea that the transformational leader knows that change will cause unrest but is able to ease each member into to it positively. Inspirational motivation is the leader’s capability to help the followers see and do the right thing. It also creates cohesiveness with a common group goal. Individual consideration is the idea that the leader realizes that each member is an individual and may need different levels of mentorship. Transactional leadership is another style of leadership. According to Avolio and Bass’s book review, the transactional model can be divided into three categories which are passive management by exception, active management by exception, and contingency by reward. The passive leader waits for problems to arise and then tries to create a solution for the problem. This passive management by exception style of leadership does not work. The second style of leadership is active management by exception. The leader “anticipates and monitors deviations from standards while taking corrective action” (2001). This style is characterized as neither effective nor ineffective. It is in the middle of the spectrum. These two styles are considered reactive in that the leaders wait for a situation or look for a situation to occur. They do not plan for the possible occurrence to create steps to the problem before hand. The third division of transactional leadership is contingency reward leadership. This style of leadership works on a system of rewards. These leaders are more proactive because they offer rewards based on the “contingent accomplishment of standards” (2001). Contingency reward leadership is considered the most effective of the three models of transactional leadership. It is only as good as the rewards and work as long as the rewards last. Transformational leaders were thought to be those who encouraged their employees to focus on results, to put the needs of the group first, and helped to raise the self-esteem and self actualization of the employees.
Transactional and transformational leadership have multiple differences, and each style has different techniques that are used with its followers. A transformational leader is a person who works for the welfare of all individuals involved and the common group goal. On the other hand, a transactional leader seems to be all for him or herself. This is evident in the reaction to a problem instead of the proactive approach to a problem. Transformational leaders instill drive and passion in others and are often charismatic. On the other hand, transactional leaders can often be viewed as task oriented and often worry about the problems as they arise not the welfare of the group. Transformational leaders not only inspire people to achieve their goals, but to exceed them. This is achieved by going beyond self-interest. The transactional leader uses a reward and services system as a way to inspire its followers. This type of system only works as long as the reward is appealing to the follower. Although both styles are different, they are both necessary and can be highly effective.
Leadership styles vary in every school, company, situation and person. Transactional and transformational leadership can vary depending upon the individual. Both forms of leadership are usually goal driven whether it’s from a personal perspective or for the common interest of the team or group. Many would prefer a transformational style of leadership because it lends itself to build personal relationships and opens doors for its followers while encouraging them to put their best efforts forward. However, there are a few who would prefer transactional style leadership. Leadership is vital and a key component to the success of any group or organization, either way transformational or transactional styles of leadership can be utilized in the further development of any project. References
Avolio, B. J., & Bass, B. M. (1995, October). Improving Organizational Effectiveness Through Transformational Leadership. International Journal of Article Analysis, 3(4), 1-5.
Dewi, I. (2011). Organizational Learning and Transformational Leadership in Higher Education. Proceedings of the International Conference on Intellectual Capital Knowledge and Organizational Leadership, 149-156.
Julsuwan, S., Srisa-ard, B., & Poosri, S. (2011, July). Transformational Leadership of Supporting-Line Administrators at Public Higher Education. European Journal of Social Science, 22(3), 1-9.
Sadeghi, A., & Pihie, Z. A. (2012, April). Transformational Leadership and Its Predictive Effects on Leadership Effectiveness. International Journal of Business and Social Science, 3(7), 1-13.