Transactional Leadership And Transformational leadership

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    Transactional Leadership

     And

    Transformational leadership

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    Roll # 132

    Sehar Afzal

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    Leadership

    Leadership is the ability to infuencmotivate, and enable others to cont

    toward the eectiveness o theorganizations o which they are mem

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     TRANSACTIONAL LEADERSH

     Transactional stle of lea!ershi" is as 1st !escri$ee$er in 1'() an! then $ *ernar! *ass in 1

    -The e&chan.e "rocess in hich lea!ers clarif e/"lan! tas0 reire/ents an! then rear! or "nish fo

    the $asis of their "erfor/ance

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     Transfor/ational lea!ershi

    *rns 41')+5 !e6nes

    -hen one or /ore "ersons en.a.e ith others in sthat lea!ers an! folloers raise one another to hi.

    of /oti7ation an! /ortalit

    Slli7an an! Dec0er 428815

    - A lea!ershi" stle that focse! on e9ectin. re7olchan.e in or.anizations thro.h a co//it/ent

    or.anizations 7ision

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    Transactional Leadership

    • Transactional Lea!ershi": also 0non as /ana.erial lea!ershi",

    • Transactional lea!ershi" is a stle of lea!ershi" in hich the lea!co/"liance of his

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    Roll # 12(

    I/ran Ali

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     ocuses on

     

    • %ana.e/ent of the or.anization

    •Proce!res an! the e>cienc

    • ?or0in. to rles an! contracts

    • %ana.in. crrent isses an! "ro$le/s

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     Dimensions  o TransactionalLeadership

    • !"ontingent #eward

    • Positi7el reinforce a""ro"riate $eha7iors

    • Ne.ati7el reinforce ina""ro"riate $eha7iors

    • $!%anagement by Exception &%'E(

    • 4i5Acti7e %*E@ /onitor .ro"s an! correct /ista0es

    • 4ii5LaissezBaire %*E@ lea7e .ro" alone an! onl inthen there are challen.es

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    %aslow)s hierarchy o needs

    ?ithin the conte&t of  %aslos hierarch of nee!s

    •  Transactional lea!ershi" or0s at the $asic le7els of n

    satisfaction: here transactional lea!ers focs on the le7els of the hierarch,

    •  Transactional lea!ers se an e&chan.e /o!el: ith re$ein. .i7en for .oo! or0 or "ositi7e otco/es,

    • Peo"le ith this lea!ershi" stle also can "nish "oor ne.ati7e otco/es: ntil the "ro$le/ is correcte!,

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    "haracteristics o TransactioLeadership

    • Occrs hen lea!er an! folloer are in an e&ch$ase! relationshi"

    • oal is to /eet other "arts nee!s

    • Relationshi" $eteen lea!er an! folloer ten!stransitor

    • E9ecti7e onl as lon. as relationshi" is of /t

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    Roll# 12FG/er haat

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    "haracteristics o TransactioLeadership

    • Contin.ent Rear!

    Contracts e&chan.e of rear!s for e9ort

    Pro/ises rear!s for .oo! "erfor/ance Reco.nizes acco/"lish/ents

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    "haracteristics o TransactioLeadership

    • Acti7e@ %ana.e/ent $ E&ce"tion

    Searches for !e7iations fro/ stan!ar!s

    Ta0es correcti7e action

    • Passi7e@ %ana.e/ent $ E&ce"tion

    A$!icates res"onsi$ilit a7oi!s /a0in.

      !ecisions 4LaissezBaire5

    Inter7enes onl if stan!ar!s not /et

    *ros and cons o Transaction

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    *ros and cons o TransactionLeadership

    *ros o transactional leadership

    • #ewards and +ncentives

    •  This t"e of lea!ershi" fnctions on the sste/ of .irear!s an! incenti7es,

    • Peo"le ill $e .i7en re/neration once the acco/"

    an! the o$=ecti7es .i7en,

    •Peo"le n!er transactional lea!ershi" ill .et a!!itiohen the e&cee!e! for/ the e&"ectations an! the lealso han!le an! or0 on those "eo"le ith lo "erfor/

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    *ros o Transactional Leadertructure is "lear

    •S$or!inates n!er this lea!ershi" $ene6t a strctre! a

    sste/,• The clearl 0no hat is e&"ecte! fro/ the/ an! the chco//an!s,

    • The 0no that hen the co/"lete! tas0: follo o$=ector!ers the ill $e rear!e! of so/ethin. hich the 6n! .reat 7ale

    hort Term -oal

    •  Gn!er this lea!ershi": o$=ecti7es an! .oals ere onl shhich /a0es the/ less !e/oralizin. $t fl6ll easier,

    •  E/"loees an! s$or!inates ere /oti7ate! $ its fact ter/ .oals can $e easil attaine!,

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    Roll 12%ha//a! aas

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    *ros o Transactional Leader

    • "ontrol #ewards

    %ost "eo"le cannot control =o$ satisfaction n!er thislea!ershi": $t its eas for the/ to settle on hat 7a

    •, There are cases that the lea!ers an! /ana.e/ent e/"loees sa or control on hat t"e of rear! theonce the co/"lete! the tas0,

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    "ons o Transactional Leader• %otivation

     The transactional /o!el of lea!ershi" ass/es a 7er si/of /oti7ation: hich fails to accont for in!i7i!al !i9eren

    • Transactional lea!ershi" is $ase! on the "re/ise that e/ill "erfor/ an action for a si/"le rear! or to a7oi! "nis

    • A transactional lea!er !oes not t"icall reco.nize or "ra

    e/"loees ho /eet e&"ectations, *ecase the lea!er 7ieas a si/"le e&chan.e or0 for /one: for e&a/"le heo$li.ation to "ro7i!e "raise si/"l hen an e/"loee "hen! of the !eal,

    • Onl e&ce"tionall .oo! "erfor/ance is rear!e!: an! /correcte! thro.h "nish/ent,

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    "ons o Transactional Leader•

    #igidity•A transactional lea!er is ri.i! in his e&"ectations a$oor0in. relationshi": an! $elie7es the role of s$or!in!o as the are tol!,

    • This lea!er ses his for/al athorit to instrct otheto !o: an! is nillin. to consi!er anthin. other than

    tra!itional or.anizational hierarch,

    •Conseentl: s$or!inates shol! n!erstan! their /st not estion the transactional lea!ers i!eas,

    • The o7erreliance on a sin.le a""roach: an! nillin.!iscss: or e7en consi!er: the i!eas of others: li/its a

    creati7it an! his a$ilit to a!=st if thin.s .o ron.,

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    "ons o Transactional Leader•

    'lame•Its ne7er the falt of a transactional lea!er hen tas0s .

    • Once the lea!er has assi.ne! the tas0: that =o$ is solelres"onsi$ilit of the e/"loee, If "ro$le/s occr: the e/e&"ecte! to $e fll acconta$le for the isses,

    • *ecase sch a lea!er is nli0el to "ass ot /ch "rai

    a than0 o: $t is ic0 to $la/e the e/"loee hen thron.: e/"loees s$=ecte! to this t"e of lea!ershi" st$eco/e nha"" an! !issatis6e!,

    • This is nli0el to $e a concern to the transactional lea!t"icall !oes not ta0e e/"loee feelin.s into accont: athe tas0s are co/"lete!,

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    Roll 12) ?aas

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    "ons o Transactional Leader

    • #eliance on the Leader

    • Transactional lea!ers /st alas $e "resent to .arantee thaill .et !one "ro"erl,

    • Transactional lea!ershi": $ its 7er natre: "ts lea!ershi" ane/"loees on !i9erent si!es,

    • Constant threats of "nish/ent for failre /a ina!7ertentl r/ani"lation an! .a/e"lain. $ e/"loees in an atte/"t to

    "nish/ent, As a reslt: e/"loees /a $e li0el to $e !e7ioslea!er is not "resent,

    • *ecase of the tas0focse! lea!ershi" a""roach: e/"loees !as if the are or0in. toar!s a share! .oal: an! the are not /the o7erall or.anizational /ission,

    • This /a /ean that an e/"loee !oes not feel o$li.ate! to olea!er is atchin.,

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    Other Donsi!es of TransactLea!ershi"

    Lo e&"ectations

    %ini/al acco/"lish/ents

    Lo le7els of satisfaction

    Bocs is on shortter/: i//e!iate otco/e

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    cenarios in which transactioleadership will be used

    hen

    • Lea!er ants to $e in control,

    •?hen there are a""roachin. !ea!lines that /st $e

    • Relationshi" is short ter/,

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    Transormational Leadership

     The a$ilit to .et "eo"le to ant to chan.e an! to lea!chan.e

    • Charis/atic an! 7isionar

    • Ins"ire folloers to transcen! their selfinterest for theor.anization

    • A""eal to folloers i!eals an! 7ales

    • Ins"ire folloers to thin0 a$ot "ro$le/s in ne or!i9erent as

    • Co//on strate.ies se! to inJence folloers incl!e7ision an! fra/in.

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    Roll 12+Ka/ar !!haal

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    DI%ENSIONS OB TRANSBOR%ATLEADERSHIP

     Accor!in. to *ass 41'+F5

      Charis/atic

      Ins"iration  In!i7i!alize! consi!eration

      Intellectal sti/lation

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    1,Charis/atic lea!ershi"

    • It "ro7i!es s$or!inates ith /ore /eanin. for thean! arose enthsias/: e&cite/ent: e/otional in7oan! co//it/ent to the .ro"s o$=ecti7e

    •It creates the e/otional $on! $eteen lea!er an! . Pro7i!es 7ision an! sense of /ission

    Instills "ri!e

    Earns res"ect an! trst

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    2,INSPIRATIONAL LEADERSH

    •  This $eha7ior incl!es action orientation: con6!encan! ins"irin. $elief in the case hich often let follo$e co//itte! in7ol7e! loal an! rea! to e&ert e&tr

    Co//nicates hi.h e&"ectations

    Gses s/$ols to focs e9ort

    E&"resses i/"ortant "r"oses in si/"le as

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    INTELLECTGAL STI%GLATION

     • It hel"s e/"loees e/"hasize rational consi!eratio

    challen.e ol! ass/"tions

    Pro/otes intelli.ence an! rationalit

    ales inno7ati7e "ro$le/sol7in.

    "h t i ti

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    "haracteristics o atransormational leader• *ehlin. an! %c Billen 41''5 !e6nes attri$tes

    • Pro7i!in. folloers ith o""ortnities to e&"erience

    • Dis"lain. e/"ath

    • Dra/atizin. the /ission

    • Pro=ectin. selfassrance

    • Enhancin. the lea!ers i/a.e

    • Assrin. folloers of their co/"etenc

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    Characteristics of transfor/atlea!ershi"

    • Stron. Transfor/ational Lea!ers "erfor/ e&ce"tioncrisis

    • Ha7e a 7ision of hat a ne or.anization can $e

    • Stron. $on!s clti7ate! $eteen lea!er an! s$or!• Bolloers illin.l s$or!inate the/sel7es

    • Stron. e/otional $on!s !e7elo" o7er ti/e

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    *ros .nd "ons

    Bocse! on $il!in. relationshi"s: transfor/ational lea!/oti7ate sta9 /e/$ers thro.h a share! 7ision an! /

     Thro.h encora.e/ent an! "raise: the ins"ire others"erfor/ance le7els hile earnin. sta9 res"ect an! loa

    *ros• Ins"ires tea/s to !o an! $e the $est

    • Creates hi.hl "ro!cti7e an! en.a.e! tea/s

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    roll #131Sa$a Per7ez

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    "ons

    •  Ten!s to o7erloo0 the !etails of .ettin. a =o$ !one

    • Does not "ro7i!e eno.h s""ort to those ho nee!

    ho to !o so/ethin. rather than h

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    Scenarios in which Transformatleadership is used 

    • ?hen lea!ers ant /e/$ers to $e an acti7e "art oor.anization an! ha7e onershi" to it

    • ?hen lea!ers are $il!in. a sense of "r"ose

    •?hen the or.anization has a lon. ter/ "lan

    • ?hen "eo"le nee! to $e /oti7ate!

    trengths and /ea0nesses o

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    trengths and /ea0nesses o Transormational Leadership

    •Northose 428815 i!enti6es the stren.ths an! ea0ne

    • trength are i!el researche! 4sin. ell0non

    • lea!ers5: e9ecti7el inJence associates on all le7els

    • oneonone to the hole or.anization5: an! stron.l

    •e/"hasize associates nee!s an! 7ales,

    • /ea0nesses ha7e /an co/"onents that see/ too

    • $roa!: treat lea!ershi" /ore as a "ersonalit trait tha

    • as a learne! $eha7ior: an! ha7e the "otential for a$s

    Th 1 d Th 2

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    Theory 1 and Theory 2

    • Do.las %cre.ors Theor an! Theor can alsoco/"are! ith these to lea!ershi" stles,

    •  Theor can $e co/"are! ith Transactional Lea!ehere /ana.ers nee! to rle $ fear an! conseethis stle an! theor: ne.ati7e $eha7ior is "nishe!e/"loees are /oti7ate! thro.h incenti7es,

    •  Theor an! Transfor/ational Lea!ershi" are fon!si/ilar: $ecase the theor an! stle s""orts the i

    /ana.ers or0 to encora.e their or0ers, Lea!ersthe $est of their e/"loees, The $elie7e the/ to $res"ectfl: an! self/oti7ate!, The lea!ers hel" to sfolloers ith tool the nee! to e&cel

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    Roll 138Sn!as 9ran

    Primary Differences between Transformati

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    Primary Differences between Transformati

    Transactional Leadership

    Categories Transactional Transformational

    Leader’s source

    of power 

    Rank, position Character, compe

    ollower reaction Compliance Commitment

    Time frame !hort term Long term

    Rewards Pay, promotion, etc" Pride, self#esteem

    !uper$ision %mportant Less important

    Counseling focus $aluation De$elopment

    'here change occurs ollower beha$ior ollower attitude,

    'here (Leadership) found Leader’s beha$ior ollower’s heart

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    Secon!ar Di9erences $eteen Transfor/atio Transactional Lea!ershi"

    •  Transfor/ational Lea!er

    • *il!s instills 7ision $ase! onor.anizational 7ales,

    • En=os .oo! relationshi" iths$or!inates

    • Lea!er contri$tes /ore

    • E/"loees e&ert .reater e9ortsfor lea!er

    • Lea!ers an! folloers raise oneanother to hi.her le7el of/oti7ation an! /oralit

    • Transactional Le• Lea!ershi" act !oes n

    lea!er an! folloers

    continin. "rsit of "r"ose

    C l i C i

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     Conclsi7e Co/"arison

    Transactional VS. Transformational

    •Leadership is responsi$e   •Leadership is proacti$e

    •'orks within the organi*ationalculture

    •'orks to change theorgani*ational culture byimplementing new ideas

    •mployees achie$e ob+ecti$esthrough rewards and punishments set

     by leader 

    •mployees achie$eob+ecti$es through higherideals and moral $alues

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    •oti$ates followers byappealing to their own self#

    interest

    •%ana.e/ent$e&ce"tion@ /aintain the

    stats oQ stress correctactions to i/"ro7e"erfor/ance,

    •oti$ates follencouraging th

    group interests

    •%ndi$iduali*edconsideration- is directed to eto e.press conssupport"

    %ntellectual stimPromote creatiinno$ati$e idea problems