Research has shown Transactional leaders are known to be generous, warm, trusting, selfless, and cooperative (Barbuto, 2005). They are seen to be conscientious, dependable, and responsible, achievement orientated, and hold a concern for following established rules (Walumbwa, Wu, & Orwa, 2008), their decisions are usually perceived as accurate by their followers (Liu, Liu, & Zeng, 2011).
Unlike charismatic leaders, transactional leaders engage in a relationship of reciprocity, there is a mutual dependence with their followers as both sides efforts are acknowledged and rewarded. As such, transactional leaders must understand and adapt to the reactions and fluctuating expectations of their followers (Kim & Lee, 2011). Transactional leaders influence …show more content…
This is partly due to transactional leadership focusing more on facilitating staff performance rather than stimulating innovation (Liu et al., 2011). Team members are not expected to go beyond their leaders’ expectations, nor are they motivated to try out creative solutions to change the status quo (Liu et al., 2011) therefore transactional leaders are less likely to emerge in dynamic circumstances as they tend to focus more on monitoring “exchange” relationships with employees and seem to maintain the status quo rather than focusing on innovation and change(Hoogh et al., 2005). Transactional leaders often influence subordinates through financial gains and are less likely to personalise the needs of their staff, it is a pure transaction in their eyes, often considering one mistake to outweigh multiple contributions which in turn can reduce an employees’ work motivation (Kim & Lee, 2011). Simply put transactional leaders reward those who can meet the job requirements and punish those who cannot(Liu et al., …show more content…
A person who functions authentically possess stable self-esteem and remain open and nondefensively to negative feedback (Leroy et al., 2015). They know who they are and not only inspire those around them, they bring people together around a shared purpose and a common set of values and motivate them to create value for everyone involved(George,
Unlike charismatic leaders, transactional leaders engage in a relationship of reciprocity, there is a mutual dependence with their followers as both sides efforts are acknowledged and rewarded. As such, transactional leaders must understand and adapt to the reactions and fluctuating expectations of their followers (Kim & Lee, 2011). Transactional leaders influence …show more content…
This is partly due to transactional leadership focusing more on facilitating staff performance rather than stimulating innovation (Liu et al., 2011). Team members are not expected to go beyond their leaders’ expectations, nor are they motivated to try out creative solutions to change the status quo (Liu et al., 2011) therefore transactional leaders are less likely to emerge in dynamic circumstances as they tend to focus more on monitoring “exchange” relationships with employees and seem to maintain the status quo rather than focusing on innovation and change(Hoogh et al., 2005). Transactional leaders often influence subordinates through financial gains and are less likely to personalise the needs of their staff, it is a pure transaction in their eyes, often considering one mistake to outweigh multiple contributions which in turn can reduce an employees’ work motivation (Kim & Lee, 2011). Simply put transactional leaders reward those who can meet the job requirements and punish those who cannot(Liu et al., …show more content…
A person who functions authentically possess stable self-esteem and remain open and nondefensively to negative feedback (Leroy et al., 2015). They know who they are and not only inspire those around them, they bring people together around a shared purpose and a common set of values and motivate them to create value for everyone involved(George,