In spite of limitation, the transformational is very beneficial for an organisation. Empirical evidence also demonstrates that transformational leadership is strongly correlated with worker work results, for example, lower turnover rates, larger amount of profitability, subordinate fulfilment, inventiveness, objective achievement and worker prosperity (Odumeru, J. A., & Ifeanyi, G. O, 2013.358). Muterera in his study, completed in the United States of America, uncovered that both transactional and transformational leadership practices are positively related with authoritative execution however that transformational authority conduct positively to hierarchical execution far beyond the commitment made by transactional leadership (Ejere, E. I.,
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1. Contingent reward is a degree to which employer provide reward to the employee on the accomplishment of the task. In general contingent rewarding behaviour, superiors have a tendency to make particular assignments about what should be done in return for implicit or explicit (Varol, A., & Varol, S, 2012.p.4). For example the relationship between a teacher and the students. The teacher negotiate with students who study more and perform well in the exam. In exchange he/she will receive the prize from the teacher.
2. Management by exception is the conduct that abstains from giving direction where current systems work and execution objectives are met (Ejere, E. I., & Abasilim, U. D, 2013.p.32). The model can be further divided into active and passive elements. Active leaders are those who monitor the work of the employees closely and properly in order to avoid errors or mistake while performing the tasks. For example: superior will monitor and analysis well in the production department in order to avoid the future complaints from the customer on their products. Also to save cost and time of the organisation. Passive leaders are those who intervene only when the work of the employee is not impressive or satisfactory. The consequences of such work, the employee might face punishment. For example: In the sports, it is very common. When the player does not perform well. The coach might keep the player in substitute or else might not give chance to play. However, in both occasions, the leader will give punishment to his/her employee for their inability to achieve an expected level of execution (Ejere, E. I., & Abasilim, U. D,
1. Contingent reward is a degree to which employer provide reward to the employee on the accomplishment of the task. In general contingent rewarding behaviour, superiors have a tendency to make particular assignments about what should be done in return for implicit or explicit (Varol, A., & Varol, S, 2012.p.4). For example the relationship between a teacher and the students. The teacher negotiate with students who study more and perform well in the exam. In exchange he/she will receive the prize from the teacher.
2. Management by exception is the conduct that abstains from giving direction where current systems work and execution objectives are met (Ejere, E. I., & Abasilim, U. D, 2013.p.32). The model can be further divided into active and passive elements. Active leaders are those who monitor the work of the employees closely and properly in order to avoid errors or mistake while performing the tasks. For example: superior will monitor and analysis well in the production department in order to avoid the future complaints from the customer on their products. Also to save cost and time of the organisation. Passive leaders are those who intervene only when the work of the employee is not impressive or satisfactory. The consequences of such work, the employee might face punishment. For example: In the sports, it is very common. When the player does not perform well. The coach might keep the player in substitute or else might not give chance to play. However, in both occasions, the leader will give punishment to his/her employee for their inability to achieve an expected level of execution (Ejere, E. I., & Abasilim, U. D,