Leadership Style: Differences Between Transformational And Traditional Leadership Styles

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Traditional Leadership Styles This paper describes the traditional and new-genre leadership models and further details the differences between transactional and transformational leadership. The Industrial Era systematically designed organizational charts separating leaders from followers, but as hierarchies are becoming less linear, new-genre leadership models are penetrating the organizational charts, making traditional styles obsolete. As leadership concepts evolve, so does the perception of followership. Research reveals the followership role is transforming into an active participant of a company and molding junior personnel into future leaders, vice the previous opinion of followership as a passive role.
Traditional Versus New-genre
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During this period, organizational charts reflected a chain-of-command hierarchy where chief executive officers (CEOs) were on top and instructions flowed down through managers to laborers (Baker, 2014). Autocratic and transactional leadership lie within the traditional leadership model. Autocratic means “self-rule”, and people leading with an authoritarian style view their ruling as “my way or the highway” (Gill, 2014, Autocratic leadership definition section, para. 1). Supervisors using an autocratic style of management avoid asking for group input and tend to display a lack of confidence in their team and colleagues (Gill, 2014). Transactional leadership is a “quid pro quo” relationship between leader and follower (Shiva & Suar, 2010, p. 119). An example of a transactional relationship are employees receiving a form of payment in return for their work. However, extrinsic rewards will only incentivize employees so far; eventually, managers must develop new ways to increase employee motivation, which equates to higher productivity (Bertelsen, 2012). Additionally, as technology innovation and complexity creeps into the process requirements, personnel must utilize creativity to solve problems and generate new products and techniques (Gorchels, …show more content…
• Isolates – Employees in this class do the minimum work required of them and often need coaching (Colorado State University – Global Campus, 2016). The individual shows no commitment to the organization or the leader (Colorado State University – Global Campus, 2016).
• Bystanders – Personnel in this group only participate when it will benefit them personally, otherwise, they will stand by and wait for direction (Colorado State University – Global Campus, 2016). The member’s low desire to self-motivate puts the responsibility on the leader to discover an external stimulus to engage the member in daily tasks (Colorado State University – Global Campus,

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