Transactional Leadership Transactional Leadership was first introduced by Max Weber in 1947 and later by Bernard Bass in the 1980’s. Transactional leadership came about because prior leadership was based on traits and situations; scholars realized that sometimes leaders need to be more contingent on rewards and punishment in order to get things done (Day & Antonakis, 2012). Weber (1947) stated that transactional leaders were bureaucratic and sought change in their work environment through rules, regulations, and control. Bass added to Weber’s first theory about transactional leadership by stating that these leaders were individuals who exchanged rewards for efforts from their workers (Bass, 1990). Weber and Bass both agree that transactional
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Situational theory came about because prior to that, the theories that were being presented for review were trait based. Those theories were the Great Man Theory, Trait based theory, and Behavioral Theory. Scholars realized that not all leadership is based on traits, sometimes it is based on the situation (Day & Antonakis, 2012). This situational theory is based on leader behavior and how that behavior is either situation based or people based (McCleskey, 2014). This can be shown through the Hershey-Blanchard Model. This model helps to show how the leader should react to the situation based on the maturity of his/her followers. This model is broken up into four parts: selling, telling, participating, and delegating (Hersey & Blanchard, 1969). Leaders should “delegate” tasks when their followers/workers are willing to do the work. If they are not willing, leaders should “sell” or coach their direction through two-way communication. Leaders should “participate” or support their follower/workers by sharing the decision making when they are willing to work. Finally, leaders should “tell” or direct their follows by giving clear and directions when they are resistant to work (Day & Antonakis, …show more content…
The transformational leadership theory is based on a leader having an intrinsic effect on his/her followers. The transactional leadership theory is based on leaders giving organized, detailed instructions to his/her followers and observing them closely to make sure that their instructions are followed. Finally, the situational leadership theory is contingent on the people and the situation. Transactional and transformational leadership are similar to each other because these two theories focus on how the people feel; this overall feeling will determine whether or not the followers/workers will carry out the leader’s direction. They are different because transformational leadership is about motivating and inspiring, there is no punishment involved (Bass and Riggio, 2008). Transactional leaders believe in rewards but they also believe that punishment and bureaucratic tactics should be used when their direction is not followed (Day & Antonakis, 2012). In situational leadership, the people and the situation are the defining factors of the leader’s decision and impact. This type of leader tells, participates, delegates, and sells his/her vision to their followers. The leader does not focus on how the followers feel; instead they will adjust their leadership according to the followers’ willingness to carry out the work (Hersey & Blanchard,
Situational theory came about because prior to that, the theories that were being presented for review were trait based. Those theories were the Great Man Theory, Trait based theory, and Behavioral Theory. Scholars realized that not all leadership is based on traits, sometimes it is based on the situation (Day & Antonakis, 2012). This situational theory is based on leader behavior and how that behavior is either situation based or people based (McCleskey, 2014). This can be shown through the Hershey-Blanchard Model. This model helps to show how the leader should react to the situation based on the maturity of his/her followers. This model is broken up into four parts: selling, telling, participating, and delegating (Hersey & Blanchard, 1969). Leaders should “delegate” tasks when their followers/workers are willing to do the work. If they are not willing, leaders should “sell” or coach their direction through two-way communication. Leaders should “participate” or support their follower/workers by sharing the decision making when they are willing to work. Finally, leaders should “tell” or direct their follows by giving clear and directions when they are resistant to work (Day & Antonakis, …show more content…
The transformational leadership theory is based on a leader having an intrinsic effect on his/her followers. The transactional leadership theory is based on leaders giving organized, detailed instructions to his/her followers and observing them closely to make sure that their instructions are followed. Finally, the situational leadership theory is contingent on the people and the situation. Transactional and transformational leadership are similar to each other because these two theories focus on how the people feel; this overall feeling will determine whether or not the followers/workers will carry out the leader’s direction. They are different because transformational leadership is about motivating and inspiring, there is no punishment involved (Bass and Riggio, 2008). Transactional leaders believe in rewards but they also believe that punishment and bureaucratic tactics should be used when their direction is not followed (Day & Antonakis, 2012). In situational leadership, the people and the situation are the defining factors of the leader’s decision and impact. This type of leader tells, participates, delegates, and sells his/her vision to their followers. The leader does not focus on how the followers feel; instead they will adjust their leadership according to the followers’ willingness to carry out the work (Hersey & Blanchard,