• Transactional Leadership

Transformational leadership is a theory of where a leader works with teams to identify needed change, creating a to guide the change through inspiration, and executing the change in tandem with committed members of a group; it is an integral part of the. Transformational leadership serves to enhance the motivation, morale, and of followers through a variety of mechanisms; these include connecting the follower's sense of and self to a and to the of the organization; being a for followers in order to inspire them and to raise their interest in the project; challenging followers to take greater for their work, and understanding the strengths and weaknesses of followers, allowing the leader to align followers with tasks that enhance their performance. Contents.Origins The concept of transformational leadership was initially introduced by James V. Downton, the first to coin the term 'Transformational leadership', a concept further developed by leadership expert and presidential biographer.

According to Burns, transformational leadership can be seen when 'leaders and followers make each other advance to a higher level of morality and motivation.' Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions, and motivations to work towards common goals. Unlike in the transactional approach, it is not based on a 'give and take' relationship, but on the leader's, traits and ability to make a change through example, articulation of an energizing vision and challenging goals. Transforming leaders are idealized in the sense that they are a moral exemplar of working towards the benefit of the team, organization and/or community. Burns theorized that transforming and transactional leadership were mutually exclusive styles. Later, researcher expanded upon Burns' original ideas to develop what is today referred to as Bass’ Transformational Leadership Theory.

According to Bass, transformational leadership can be defined based on the impact that it has on followers. Transformational leaders, Bass suggested, garner trust, respect, and admiration from their followers.Bernard M. Bass (1985), extended the work of Burns (1978) by explaining the mechanisms that underlie transforming and transactional leadership. Bass introduced the term 'transformational' in place of 'transforming.'

Bass added to the initial concepts of Burns (1978) to help explain how transformational leadership could be measured, as well as how it impacts follower motivation and performance. The extent to which a leader is transformational, is measured first, in terms of his influence on the followers. The followers of such a leader feel trust, admiration, and respect for the leader and because of the qualities of the transformational leader are willing to work harder than originally expected. These outcomes occur because the transformational leader offers followers something more than just working for self-gain; they provide followers with an inspiring mission and vision and give them an. The leader transforms and motivates followers through their idealized influence (earlier referred to as charisma), intellectual stimulation and individual consideration.

In addition, this leader encourages followers to come up with new and unique ways to challenge the status quo and to alter the environment to support being successful. Finally, in contrast to Burns, Bass suggested that leadership can simultaneously display both transformational and transactional leadership.In 1985, transformational leadership had become more defined and developed whereby leaders known to use this style possessed the following traits: idealized influences, charisma, and inspirational motivation. Transformational leadership made transactional leadership more effective. Definitions. Results of Meta Analysis finding correlation between personality traits and transformational leadership from data gathered by Joyce Bono and Timothy Judge. Extraversion The two main characteristics of extraverts are and, which relate to the social and leadership aspects of their personality, respectively. Extraversion is generally seen as an inspirational trait usually exhibited in transformational leadership.Neuroticism generally gives an individual an anxiety related to productivity which, in a group setting can be debilitating to a degree where they are unlikely to position themselves in a role of transformational leadership due to lower self-esteem and a tendency to shirk from leadership responsibilities.

Openness to experience Creative expression and emotional responsiveness have been linked to a general tendency of openness to experience. This trait is also seen as a component of transformational leadership as it relates to the ability to give big-picture visionary leadership for an.Agreeableness Although not a trait which specifically points to transformational leadership, leaders in general possess an agreeable nature stemming from a natural concern for others and high levels of individual consideration. And idealized influence is a classic ability of individuals who possess agreeability. Conscientiousness Strong sense of direction and the ability to put large amounts of productive work into tasks is the by-product of leaders. This trait is more linked to a transactional form of leadership given the management-based abilities of such individuals and the detail oriented nature of their personality.Measurement One of the ways in which transformational leadership is measured is through use of the (MLQ), a survey which identifies different leadership characteristics based on examples and provides a basis for leadership training. Early development was limited because the knowledge in this area was primitive, and as such, finding good examples for the items in the questionnaire was difficult.

Transactional Leadership

Subsequent development on the MLQ led to the current version of the survey, the MLQ5X.The current version of the MLQ5X includes 36 items that are broken down into 9 scales with 4 items measuring each scale. Subsequent validation work by and his colleagues provided strong evidence supporting the validity and reliability of the MLQ5X. Indeed, Antonakis went on to confirm the viability of the proposed nine-factor MLQ model, using two very large samples.