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¶ … Transformational Leadership and how is it distinct from Transactional Leadership?
Transformational leadership is when executives go beyond managing the day-to-day operations of the organization. Instead, they are taking another approach. This involves: collaboration, motivation, team building, goal setting, enhancing performance and offering employees with personal / professional benefits. What makes it different from transactional leadership is; it requires more from managers. As executives are expected to work well with others and help them to feel like they are a part of the team. I agree with this theory, as it offers specific insights which are helping to understand the needs of different stakeholders. It is at this point, when these ideas can be used to make a positive contribution. (Quatro, 2005) (Northhouse, 2013) (Senge, 2006)
How do both Transformational Leadership and Transactional Leadership connect with Fiedler's claims regarding Relationship vs. Task Motivated leadership, and with Blake and Mouton's Managerial/Leadership Grid
Fiedler's claim on relationship with task leadership is showing how transformational and transactional styles must embrace a number of attributes to ensure the operation is running smoothly. The most notable include: flexibility, strong communication skills, the ability to work well with others and specialized skill sets / expertise. This connects with Blake's Managerial Leadership Grid by having the flexibility to apply different attributes with a specific environment. Under the strategy, each one can be measured on the grid and determine if the most effective tools are being utilized. I agree with these techniques. This is because they help us to understand...
(Quatro, 2005) (Northhouse, 2013)
Is it possible for leaders to be equally effective at both Transformational Leadership and Transactional Leadership, or will all leaders naturally excel in one style vs. The other?
Leaders can be effective in both. This is because each person can chose to use specific ideas and techniques that will help them over the long-term. Those who are taking this kind approach will be able to reach out to stakeholders. As a result, if an individual has open mind, they can more effectively connect with everyone and will achieve their goals sooner. (Quatro, 2005) (Northhouse, 2013)
Lastly, how do both Transformational Leadership and Transactional Leadership connect with Quatro's assertions regarding "HR-Minded Leadership" (Quatro/Sims Chapter 15)?
Both leadership styles connect with the HR Minded Leadership strategy by embracing the same elements. The most notable include: developing a strategic vision, creating engaging jobs, instilling strong ethical / moral ideals, leveraging the organization's knowledge and building change capacity. The transformational theory is connected to this strategy from: its flexibility and the people orientated techniques which are used. The transactional theory is linked through providing strategic vision, leveraging the organization's knowledge base and building change capacity. I agree with key ideas from both theories which have shown to be effective. This helps everyone to have a better understanding of how flexibility must be utilized. (Quatro, 2005) (Northouse, 2013)
Part 2
What are the characteristics of the Authentic Leadership model,…
References
Northouse, P.G. (2013). Leadership: Theory and Practice. Thousand Oaks, CA: Sage Publications.
Quatro, S. (2005). Leadership: Succeeding in the Private, Public, and Not for Profit Sectors. Armonk, NY:
M.E. Sharpe.
Senge, P.M. (2006). The Fifth Discipline: The Art and Practice of the Learning Organization. New York, NY:
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