From Transactional to Transformational Leadership: Learning to Share the…
From Transactional to Transformational Leadership: Learning to Share the Vision
Transactional Leadership --> Managers explain what is required of them and what compensation they will receive if they fulfill these requirements.
Contingent reward --> The promise of reward for good performance, or threat and discipline for poor performance.
It may be a prescription for mediocrity: "if it ain't broken, don't fix it"
Management by exception (active) --> Watches and searches for deviations from rules and standards, takes corrective action.
Management by Exception (passive) --> Intervenes only if standards are not met.
Laissez Faire --> Abdicates responsibilities, avoids making decisions.
Transformational Leadership --> Occurs when leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purposes and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group.
Charisma --> Provides vision and sense of mission, instills pride, gains respect and trust (Attaining charisma brings high degree or trust and confidence in them).
Charismatic leaders are characterized by energy, self-confidence, determination, intellect, verbal skills, and strong ego ideals
Inspiration --> Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. (Leaders inspire and excite with the idea that they may be able to accomplish great things with extra effort).
Intellectual stimulation--> Promotes intelligence, rationality, and careful problem solving (shows them new ways of looking at old problems, to teach them to see difficulties as problems to be solved).
Leaders can be intellectually stimulating to their employees in their own jobs allow them to explore new opportunities
Individual consideration --> Gives personal attention, treats each employee individually, coaches, advises (they pay close attention to differences among their employees; they act as mentors to those who need help to grow and develop.
Show individualized consideration by paying attention to the particular development needs of each of their employees. Employees' jobs are designed with those needs in mind, as well as the needs of the organization,
Employees do a better job when they believe their supervisors are transformational leaders, and they are much more satisfied with the company's performance appraisal system.
It may help in recruitment, since candidates are more likely to be attracted to an organization whose CEO is charismatic and enjoys a public image as a confident, successful , optimistic, dynamic leader.
People trained in transformational leadership, helps improve productivity, absenteeism , and "citizenship" behavior among employees just as much or better than people in transactional leadership. But they also gain more respect from their employees.
People agreeing with their direct reports about their transformational leadership behavior were also likely to eran higher fitness ratings and recommendations for early promotion from their supervisors
Training in mentoring can be used to promote the transformational factor of individualized consideration. Many creativity exercises show a manager how he/she can be more intellectually stimulating, and action plan can emerge from this workshop sessions.
These transformational leaders' specific behaviors can be described, observed and adopted. Though training cannot turn a purely transactional leader into a transformational leader.
Transformational leadership is not a panacea, in many situations, it's inappropriate and transactional processes are indicated. But in situations were problems, rapid changes, and uncertainties call for a flexible organization, this is were transformational leadership is needed.