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Leadership styles, Comparison - Coggle Diagram
Leadership styles
Transformational
Idealised influence
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Workers' engagement increased when leaders demonstrated transformational characteristics as this lead to more optimistic behaviour (Breevart et al., 2014)
optimistic connection with 'intrinsic motivation' (Riedle, 2015, p. ii)
leaders are defined as encouraging, charming and trying to expand workers' efficiency (Bass, 1985)
subordinates often demonstrate appreciation and value towards the leader (Bass, 1985)
According to Burns (1978), transformational leadership is a procedure in which both parties work as a team to accomplish the aim of self-esteem and encouragement.
Positive parallel to emotional intelligence (Barbuto and Burbach, 2006)
Relating to Bass et al. (2002) there are three specific characteristics that are vital for a transformational leader which are 'cognitive, social, and emotional). The reason why these are very important is that they help to meet 'intrinsic value' (COPIED)
Riedle (2015) explains that when the workers are intrinsically motivated, it means they appreciate their work because it gives them a feeling of self-accomplishment.
Yang et al. (2012) investigated the effectiveness of transformational leadership in terms of its communication and discovered that there is an affirmative connection relating to communication and working in a team.
The more the leader depicts the attributes of transformational leadership the better will be the communication and therefore the better the team work (Riedle, 2015)
intellectual stimulation
challenging employees to reconsider their understanding and take another approach to change their perspective of a certain issue they're going through in work-life
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According to Ali Hussein (2015) if the manager demonstrates positive behaviour such as being caring and compassionate that will lead to having affirmative impact on worker's engagement and loyalty.
According to Riedle's (2015) study leaders with a transformational approach inspire and encourage their followers by their aims precisely in order to establish a secure future within the business
Leaders ensure that every employee is considered fair and the same. This will have a hugely positive impact on communication, which will allow them to speak openly about their concerns (Riedle, 2015),
Transactional
Contigent reward
active
leader will look for errors, complaints etc. (Eeden, Cilliers, and Deventer, 2008)
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leaders don't show interest in employees' work unless they make a mistake (Bass, 1985)
Don't encourage their workers or provide them with opportunities to grow (Bass, 1985)
Illustrated an optimistic behaviour in relation to the result of business (Webb, 2007)
simple and direct instructions are given to the employees. Leaders motivate them by continent reward (Riedle, 2015)
helpful connection with 'extrinsic motivation' (Riedle, 2015)
Vroom (1964) outlines that extrinsic encouragement is only effective if the employees perceive that the rewards are beneficial for them in order to achieve other aspects of appreciation.
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Comparison
Concerning Bass's (1999) research leaders utilise both leadership styles, but more often, elements of transformational are used.
Compared to transactional, transformational leadership inspires and assists subordinates regarding their performance. (Boerner et al., 2007)
Goss and Tolmay (2004) examine that due to the transactional leadership characteristics the engagement of workers built a more inspiring connection as compared to the transformational leadership.
It has been discovered that transformational leadership encourages its workers to improve their presentation whereas there is no study which shows that transactional has the same influence (Boerner et al., 2007)
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Transactional leadership provides more facilities to progress, unlike transformational. The transactional approach inspires younger people because it maximises their chance to more opportunities within the company (Bouman et al., 2011)
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