Zarah Belle M.

Cortez Educational Leadership

MAED – EM Mr. Crisanto A. Daing

Transformational and Transactional Leadership

TRANSFORMATIONAL LEADERSHIP
Where a leader taps into his followers’ higher needs and values, inspires them
with new possibilities that have strong appeal and raises their level of confidence,
conviction and desire to achieve a common, moral purpose.

TRANSACTIONAL LEADERSHIP
Where a leader causes a follower to act in a certain way in return for
something that the follower wants to have (or avoid) . For example, by offering
higher pay in returned for increased productivity.

Difference of Transformational and transactional Leadership

1. Purpose
2. Morality
3. Timescale

Purpose

TRANSFORMATIONAL LEADERSHIP
A shared higher, more stretching purpose is central to transformational
leadership

TRANSACTIONAL LEADERSHIP
No shared purpose binds follower and leader, other than perhaps maintaining
the status quo.

Morality

TRANSFORMATIONAL LEADERSHIP
Burns said, there is always a moral aspect to transforming a leadership.

TRANSACTIONAL LEADERSHIP
There is no explicit moral side to transactional leadership – the leaders’ aim
may be moral or immoral.

TimeScale
TRANSFORMATIONAL LEADERSHIP
Centers on longer-term, more difficult (open more Inspiring) aims.

TRANSACTIONAL LEADERSHIP
Usually focuses on leader’s and followers’ shorter-term needs.

Transactional leader ship

Two-way exchange (I’ll give you this, if you give me that)

Some assumption Related to transactional leadership

 Employees are motivated by reward and punishment.
 The subordinates have to obey the orders of the superiors.
 The subordinates are not self-motivated.
 The main goal of the follower is to obey the instructions of leader. The style
can also be mentioned as a “telling style”.

Some characteristics of transactional leaders:

 Focused on short-term goals
 Favor structured policies and procedures
 Thrive on following rules and doing things correctly
 Revel efficiency
 Very left-brained M
 Tend to be inflexible E
 Opposed to change. T
H
O
D
Advantages S
 It can be very effective for motivating subordinates and elicit productivity.
 Cleared structured. O
 Achieves short term goals quickly. F
 Rewards and penalties are clearly defined for workers
R
Disadvantage E
S
E
 This type of leadership is flawed since it motivates people only on the base
A
level R
 Creativity is limited since the goals and objectives are already set C
 Ego states are difficult to define H
 Does not reward personal initiative

Benefits
  It is easy for workers to complete task successfully. This works because
transactional leadership is simple to learn and does not require extensive
training.
 It is also easier to apply in a crisis situation, everyone must know exactly what
is required of them and how a task is to be done under pressure.

Transformational leadership

Assumption

 People will follow a leader who inspires them

 Person with vision and passion can achieve great things
 Energy and enthusiasm are the tonic that get things done

A Transformational Leader’s Goal

To inspire followers to share the leaders’ values and connect with the leaders’
value and connect with the leaders’ vision.

Bernard Bass ( author of leaderdship and performance beyond

expectations,1985)
-built on MacGregor Burns’ ideas.
-he used the term transformational leadership instead of transforming leadership. M
E
“Transactional leaders work within the organizational culture as it T
H
exists; the transformational leader changes the organizational O
culture.” D
S
4 keys to transformational leadership (Argued by Bernard Bass)
O
1. Trust F
Building a high degree of trust between leaders and followers by setting a
R
high moral and ethical example. He called this IDEALIZED INFLUENCE. E
S
IDEALIZED INFLUENCE E
 Ideal role model A
 High moral and ethical standards R
C
 Show respect, attention and consideration towards followers
H
 Consider differences between followers level abilities, ways of
learning, and approaches to work.
 Encourage followers
 Understanding personal feelings and needs
 2. Inspiration
Providing a vision or goals that inspire and motivate followers to act because
they feel the direction they are going is significant and worthwhile. This he
called INSPIRATIONAL MOTIVATION.

INSPIRATIONAL MOTIVATION
 Ability to inspire and motivate followers
 Provides followers with a challenges and meaning for engaging in
shared goals and undertakings
 Show followers how their works applies to real world
 Behave in an enthusiastic, passionate and energetic way

3. Creativity
Giving people a big picture of a way of working that allows them to question
conventional wisdom and come up with fresh solutions to old problems.

INTELLECTUAL STIMULATION
 Coaching, mentoring and growth opportunities
 Self-actualization, self-fulfillment, and self-worth
 Attend to each follower’s needs
 Listen to the followers’ concerns and needs

4. Personal Growth
Paying attention to followers as individual with their own needs and M
ambitions, offering them coaching and mentoring and enabling them to grow E
and feel fulfilled. He called this INDIVIDUAL CONSIDERATION. T
H
O
INDIVIDUAL CONSIDERATION D
 Re-examine their assumptions about their works and re-think how it S
can be performed
 Innovative and creativity O
 Helps followers see the big picture and how they connect to the leader, F
organization, each other and the goal.
R
 Challenge followers to come up with new ideas E
 Ask questions that make the followers think S
E
Transformational Leadership Behaviors A
R
Model the way Inspired and shared vision Challenge the C
H
process

Encourage the heart Enable others to act