1.Transactional and Transformational LeadershipDr Emma Roberts

2. Bass & Avolio 3. Which of the following leadership behaviours do you use? Link goals to rewards and provide various kinds of rewards for successful performance. Actively monitor the work of your subordinates, watch for mistakes and take corrective action to prevent mistakes. Intervene only when standards are not met and then use punishment to improve performance. Provide an environment where the subordinates get many opportunities to make decisions and avoid making decisions yourself. 4. Dimensions of Transactional leadership Contingent Rewards: Transactional leaders link the goal to rewards, clarify expectations, provide necessary resources, set mutually agreed upon goals, and provide various kinds of rewards for successful performance.Active Management by Exception: Transactional leaders actively monitor the work of their subordinates, watch for deviations from rules and standards and taking corrective action to prevent mistakes.Passive Management by Exception: Transactional leaders intervene only when standards are not met or when the performance is not as per the expectations. They may even use punishment as a response to unacceptable performance.Laissez-faire: The leader provides an environment where the subordinates get many opportunities to make decisions. The leader himself abdicates responsibilities and avoids making decisions and therefore the group often lacks direction. 5. Transactional leadership (not to be confused with Transactional Analysis)Transactional leadership focuses on the basic management process of controlling, organizing, and short-term planning.Their power comes from their formal authority and responsibility in the organization. The main goal of the follower is to obey the instructions of the leader.The leader believes in motivating through a system of rewards and punishment 6. Transactional v leadership Stable situations: Leader can identify needs of subordinates Stability means context/ task can be structured In return, subordinates will exert effort towards leaders goals. Keeps things ticking overTransformational leadership Fluctuating situations: Leader needs vision of what needs to be done Leader can communicate this vision, energise and inspire.Four Is Individualized Consideration (IC) Intellectual Stimulation (IS) Idealized Influence (II) Inspirational Motivation (IM)Bass, B. (1990) From Transactional to Transformational Leadership Organisational Dynamics 18 (1) p19-31 7. Stable situations Leader behaviour can be calm, reflective, deliberate and anticipate future contingencies. Leadership must be exercised without the support of strong emotion or obvious necessity and must combat the indifference that frequently accompanies lack of stress and excitement. Stable conditions call for selfrestraint and deliberation. 8. Transactional v leadership Stable situations: Leader can identify needs of subordinates Stability means context/ task can be structured In return, subordinates will exert effort towards leaders goals. Keeps things ticking overTransformational leadership Fluctuating situations: Leader needs vision of what needs to be done Leader can communicate this vision, energise and inspire.Four Is Individualized Consideration (IC) Intellectual Stimulation (IS) Idealized Influence (II) Inspirational Motivation (IM)Bass, B. (1990) From Transactional to Transformational Leadership Organisational Dynamics 18 (1) p19-31 9. Dimensions of Transformational leadership Individualized Consideration (IC) - Transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key element in bringing out their very best efforts.Intellectual Stimulation (IS) - the leader challenges followers to be innovative and creative. A common misunderstanding is that transformational leaders are "soft," but the truth is that they constantly challenge followers to higher levels of performance.Idealized Influence (II) - the leader serves as an ideal role model for followers; the leader "walks the talk," and is admired for this.Inspirational Motivation (IM) - Transformational leaders have the ability to inspire and motivate followers. Combined these first two I's are what constitute the transformational leader's charisma.Bass, B. (1990) From Transactional to Transformational Leadership Organisational Dynamics 18 (1) p19-31 10. Which of the following are true about your leadership behaviour? 1. I would never require a follower to do something that I wouldn't do myself.5. My followers would say that I am very attentive to their needs and concerns.2. My followers would say that they know what I stand for.6. Even though I could easily do a task myself, I delegate it to expand my followers' skills.3. Inspiring others has always come easy to me. 4. My followers have told me that my enthusiasm and positive energy are infectious.7. Team creativity and innovation are the keys to success. 8. I encourage my followers to question their most basic way of thinking. 11. Transformational Leadership (Add up your Yes answers) Idealized Influence 1. I would never require a follower to do something that I wouldn't do myself. 2. My followers would say that they know what I stand for. Inspirational Motivation 3. Inspiring others has always come easy to me. 4. My followers have told me that my enthusiasm and positive energy are infectious.Individualised Consideration 5. My followers would say that I am very attentive to their needs and concerns. 6. Even though I could easily do a task myself, I delegate it to expand my followers' skills. Intellectual Stimulation 7. Team creativity and innovation are the keys to success. 8. I encourage my followers to question their most basic way of thinking. 12. Optimal Leadership Profile More time using Transformational leadership.Less time using laissez faire, rewards and monitoring styles.