Transactional and Transformational Leadership.doc

1、Transactional and Transformational Leadership James MacGregor Burns writing in his book Leadership was the first to put forward the concept of “transforming leadership”. To Burns transforming leadership “is a relationship of mutual stimulation and elevation that converts followers into leaders and m

2、ay convert leaders into moral agents”. Burns went on to also further define it by suggesting that: “Transforming leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” Burns draws upon the

3、humanistic psychology movement in his writing upon transforming leadership by proposing that the transforming leader shapes, alters, and elevates the motives, values and goals of followers achieving significant change in the process. He proposed that there is a special power entailed in transforming

4、 leadership with leaders “armed with principles that may ultimately transform both leaders and followers into persons who jointly adhere to modal values and end-values” . Burns sees the power of transforming leadership as more noble and different from charismatic leadership, which he terms heroic le

5、adership, and executive or business leadership. Despite this it is surprising that most of the application of Burns work has been in these two types of leadership. Bernard Bass developed Burns concept of transforming leadership in Leadership and Performance Beyond Expectations into transformational

6、leadership where the leader transforms followers the direction of influence to Bass is thus one-way, unlike Burns who sees it as potentially a two-way process. Bass, however, deals with the transformational style of executive leadership that incorporates social change, a facet missing from Burns wor

7、k. For Bass transformational leaders may: expand a followers portfolio of needs transform a followers self-interest increase the confidence of followers elevate followers expectations heighten the value of the leaders intended outcomes for the follower encourage behavioural change motivate others to

8、 higher levels of personal achievement (Maslows self-actualisation). Tichy and Devanna in their book Transformational Leadership built further on the work of Burns and Bass in organisational and work contexts. They described the hybrid nature of transformational as “ not due to charisma. It is a beh

9、avioural process capable of being learned”. Bass writing with a research colleague Avolio suggested that “Transformational leadership is closer to the prototype of leadership that people have in mind when they describe their ideal leader, and it is more likely to provide a role model with which subo

10、rdinates want to identify”. Transactional leadership has been the traditional model of leadership with its roots from an organisational or business perspective in the bottom line. Stephen Covey writing in Principle-Centred Leadership suggests that transformational leadership “ focuses on the top lin

11、e” and offers contrast between the two (a selection being): Transactional Leadership Transformational Leadership Builds on mans need to get a job done and make a living Is preoccupied with power and position, politics and perks Is mired in daily affairs Is short-term and hard data orientated Focuses

12、 on tactical issues Relies on human relations to lubricate human interactions Follows and fulfils role expectations by striving to work effectively within current systems Supports structures and systems that reinforce the bottom line, maximise efficiency, and guarantee short-term profits Builds on a

13、 mans need for meaning Is preoccupied with purposes and values, morals, and ethics Transcends daily affairs Is orientated toward long-term goals without compromising human values and principles Focuses more on missions and strategies Releases human potential identifying and developing new talent Designs and redesigns jobs to make them meaningful and challenging Aligns internal structures and systems to reinforce overarching values and goals