Transactional Leaders Effectiveness In The Workplace

5. Transactional leadership includes a deal between the leader and his/her followers. The workers are basically doing tasks for the organization, in order to receive some kind of benefits, money, etc.

Transactional leadership is built on reciprocity, the ways in which leaders and followers influence one another, and the idea that the relationship between leader and their followers develops from the exchange of some reward, such as performance rating’s, pay, recognition, or praise (Marturano, 2004). This style of leadership does not promote a close relationship amongst the boss

Transactional leadership on the other hand was first described in 1947 by Max Weber; he first coined "rational-legal leadership — the style that would come to be known as transactional leadership — as the exercise of control on the basis of knowledge” (Spahr, 2014). According to Spahr (2014), characteristics of transactional leaders include: focus on short-term goals, favor structured policies and procedures, thrive on rule following and doing things correctly, revel in efficiency, left-brained, inflexible, and opposed to change.

“Transactional leadership is a style of leadership focused on contingent rewards of followers” (McGuire & Kennerly, 2006, p.180). Goals are set, directions are given, and rewards are used to reinforce employee behaviors associated with meeting or exceeding established goals. Followers are manipulated and controlled with rewards of praise and recognition, merit raises, and promotions, which can be given or withheld according to the employee’s performance. The outcome of such behavior is enhanced role clarity, job satisfaction and improved performance (McGuire & Kennerly, 2006).

They will reward the team/group for doing good things, for example completing tasks on time and to the best of their ability. On the other hand, a transactional leader will punish the team if they feel the team hasn't worked to the best of their ability or it didn't meet the standard set by the leader. This type of leadership encourages the team to work hard to ensure they get rewarded and not punished. An example of when a transactional leader is used in the public services is in the military. A reward would be medals and shore leave; punishment would be shore leave being taken

As the study of leadership has expanded over the past decades, a general shift in the paradigm of leadership style has begun to occur. The male dominated workforce has started to give way to a far more diversified workplace, with increasing numbers of women and minorities in leadership positions. This shift, resultantly, is causing a move away from the traditional leadership styles, with more focus given to contemporary leadership theories. For example, in a recent TED Talk Roselinde Torres discussed the shortcomings of leadership styles that were effective twenty years ago, but are now proving to be lacking (Horvath, 2014). In her speech, Torres suggests that a transition away from traditional leadership styles could increase the performance and diversity of organizations. The divisive effects of this transition is significantly apparent in the American fire service, as the profession continues to move from a homogeneous workforce into a culture striving for diversity. As more women continue to rise into leadership roles within the fire service, the influence and impact of transactional versus transformational leadership contributes to the effectiveness of minority leaders. This paper will reflect on how this influence relates to the effectiveness of female leaders within the fire service.

Two different leadership styles, which were first identified in 2004 by a noted scholar named Burns, are transactional and transformational leadership (Marquis & Hutson, 2009). Transactional leadership is a more traditional style of leadership and it is where the leader sets goals, gives directions, and uses a reward system to motivate employee’s behaviors related to

According to Burns, a transactional leader was someone “who approaches followers with an eye to exchange one thing for another: jobs for votes, or subsidies to include for campaign contributions” (Klinsontorn, 2007, p.35). An example using Burns definition, it would be like a boss paying extra incentive for its employee who does the most sales. Thus, followers obtain rewards for job performance, while leaders benefit from the completion of tasks. Transactional leaders are good at traditional management functions such as planning and budgeting and generally focus on the impersonal aspects of job performance. The definition of Burns was expanded by Bass (1985). He said that a transactional leader must also

A transactional leader is a leader who is concerned with accomplishing the group tasks, getting group members to do their jobs, and making certain that the group achieves its goals. A prime example of this in the movie would be Mr. Lumbergh. During the movie, Mr. Lumbergh always wanted the employees of Initech to be working and only worried about getting the job

The transactional leadership style is understood to be the exchange or trade between leaders and followers who are compensated for performance and achieving organizational goals. Transactional leader tends to focus on task completion and employee compliance and these leaders rely quite heavily on organizational rewards and punishments to influence employee performance. These leaders validate the relationship between performance and reward and then an exchange for appropriate responses and rewards, encourages subordinates to improve performance (Saeed, Almas, Anis-ul-Haq, Niazi, 2014)

Transactional leadership styles are more concerned with maintaining the normal flow of operations. Transactional leadership is described as making contact with others for the

My first leadership strength is my commitment / loyalty to the organization I work for. I

Thank you for your informative post regarding transactional leadership. “Transactional leadership may be more effective in hierarchical organizations where followers are subordinates and there are clear task objectives” (DaCosta, 2012, p.577). Kornusky and Heering (2017) stated that transactional leaders use face-to-face communication when difficult issues occur, and usually communicate regarding disappointments and negative outcomes. Do you agree with this statement? If no, please elaborate. I also concur with you that communication is an important process that each one of us needs to develop and learn. According to Curtis and O’Connell (2011), a leader can motivate and encourage employees’ creativity and innovation through communication.

Transactional leaders perform great in a structured organization. And the subordinates will get rewards as incentives for their own

It is known that individuals have different types of leadership styles. Some individuals are more successful when it comes to following others and some individuals are better at leading others. Being a successful individual is not only judged by the actions of completing a task but the ability to lead others.