Leadership Ob Presentation

8/3/2019 Leadership Ob Presentation

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TRANSFORMATIONAL ANDTRANSACTIONAL LEADERSHIP

KUNDAN VERMA

11407



leadership style is the manner and approach of providing direction, implementing plans, andmotivating people

the three major styles of leadership are-1- Authoritarian or autocratic

2- Participative or democratic

3- Delegative or free Reign

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autocratic3



delegative4



democratic5



Transformational leadership

leadership approach that causes change inindividuals and social systems. In its ideal form, itcreates valuable and positive change in the followers

with the end goal of developing followers into leaders

transforms the environment and the people in it

focuses on building an appropriate context and onenhancing the relationships of people within the

system

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Two major components of transformationalleadership-

a) charismatic leadership

b) servant leadership

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charismatic leadership-

vision

strong leadership trait

strong self belief activist mindset

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Servant leadership-

create atmosphere of partnership

active listener

subordinate development

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characteristics

idealized influence

inspirational motivation

intellectual stimulation

individualized considerations

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idealized influence- provides vision and sense of mission, instills pride, gains respect and trust

inspirational motivation- communicates high

expectations, uses symbol to focus effort, expressesimportant purposes in simple ways

intellectual stimulation- promotes intelligence,rationality, and careful problem solving

individualized considerations- gives personalattention, treats each employee individually,coaches, advises

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Transactional leadership

classical management

focus on the leader and the follower

requires appropriate role behavior

requires clear goals and appropriate instructions transactional leadership focuses on the task

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characteristics

contingent reward

management by exception(active)

management by exception(passive)

laissez- faire

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o contingent-contracts exchange of rewards for effort,promises rewards for good performance, recognizesaccomplishments

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management by exception(active)-watches andsearches for deviations from rules and standards,takes correct action

o management by exception(passive)-intervenes only

when standards are not met

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laissez-faire-abdicates responsibilities, avoidsmaking decisions

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Transactional Transformational

leadership is responsive

and its basic orientationis dealing with presentissues

leaders rely on standard

forms of inducement,reward, punishment andsanction to controlfollowers

leadership is proactiveand forms new

expectations in followers leaders are distinguished

by their capacity toinspire and provideindividualized

consideration,intellectual stimulationand idealized influenceto their followers

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Transactional Transformational

leaders motivatefollowers by setting goalsand promising rewardsfor desired performance

leadership depends onthe leader’s power to

reinforce subordinatesfor their successfulcompletion of the

bargain

leaders create learningopportunities for theirfollowers and stimulatefollowers to solveproblems

leaders possess good

visioning, rhetorical andmanagement skills, todevelop strong emotional

bonds with followers

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Managers leaders

focus on things

do things right plan organize

direct

control follow the rules

focus on people

do the right things inspire

influence

motivate build

shape entities

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what is your leadership style-Transactional ortransformational?

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summary 22

transformational leadership is more strongly correlated than transactional leadership with higherproductivity, lower employee stress and burnout andhigher employees satisfaction



references

Roesner, J. (1990). Ways women lead. HarvardBusiness Review. November - December.

Kotlyar, I. & Karakowsky, L. (2006). Leading

Conflict? Linkages Between Leader Behaviors andGroup Conflict. Small Group Research, Vol. 37, No.4, 377-403

Kotlyar, I., & Karakowsky, L. (2007). Falling Over

Ourselves to Follow the Leader. Journal of Leadership & Organizational Studies, Vol. 14, No. 1,38-49

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Leadership Ob Presentation