HSA 171CAR

1436/6/20-14

Transactional and Transformational

Leadership.

Leadership Theories

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Transactional LeadersTransactional Leaders: Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

https://www.youtube.com/watch?v=jVde5oPm8aM

Transformational LeadersTransformational Leaders: Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma.

◦ focus on team-building, motivation and collaboration with employees at different levels of an organization to accomplish change for the better.

https://www.youtube.com/watch?v=60O2OH7mHys

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Based on the concept of exchange between

leader and group members

Leader provides resources and rewards in

exchange for motivation, productivity, effective

goal, or task accomplishments

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Contingent RewardContingent Reward

Management by Exception (MBE)Management by Exception (MBE)

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Contingent RewardContingent RewardPositively reinforce appropriate behaviorsNegatively reinforce inappropriate behaviors

Highly ineffective and/or satisfying to all

Management by Exception (MBE)Management by Exception (MBE) Active MBEActive MBE: monitor groups and correct

mistakes. ((Laissez-Faire) MBELaissez-Faire) MBE: leave group alone and

only interact when there are challenges.

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Contingent Reward:Contingent Reward:

Contracts exchange of rewards for effort,

promises rewards for good performance,

recognizes accomplishments

Management by Exception:Management by Exception:

Watches and searches for deviations from

rules and standards, takes corrective action.

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“The ability to get people to want to change and to lead change.”

4 Elements of Transformational Leadership:

1) Idealized Influence

2) Inspiration and Charisma

3) Intellectual Stimulation

4) Individual Consideration

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Idealized InfluenceIdealized Influence: Provides vision and sense of mission,

instills pride, gains respect and trust.

Inspiration:Inspiration: Communicates high expectations, uses

symbols to focus efforts, expresses important purposes

in simple ways.

Intellectual StimulationIntellectual Stimulation:: Promotes intelligence,

rationality, and careful problem solving.

Individualized Consideration: Individualized Consideration: Gives personal attention,

treats each employee individually, coaches, advises.

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Inspiration and Charisma

Create an emotional bond between leader and group.

Intellectual Stimulation

Challenge the group to identify and solve challenges (out of

the box).

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Individual Consideration

Develop appropriate personal relationships with members

Treat members differently but equitably

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TRAIT THEORY.TRAIT THEORY.

BEHAVIOURAL THEORIES.BEHAVIOURAL THEORIES.

CONTINGENCY THEORIES (Situational CONTINGENCY THEORIES (Situational

Theories).Theories).

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Theories that consider personality, social,

physical, or intellectual traits to

differentiate leaders from nonleaders.

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Ambition and energy.Ambition and energy.The desire to lead.The desire to lead.Honest and Integrity.Honest and Integrity.Self-Confidence.Self-Confidence.Intelligence.Intelligence.High self-monitoring.High self-monitoring.Job-relevant knowledgeJob-relevant knowledge.

Ambition and energy.Ambition and energy.The desire to lead.The desire to lead.Honest and Integrity.Honest and Integrity.Self-Confidence.Self-Confidence.Intelligence.Intelligence.High self-monitoring.High self-monitoring.Job-relevant knowledgeJob-relevant knowledge.

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1) No universal traits found that predict

leadership in all situations.

2) Unclear evidence of the cause and effect

of relationship of leadership and traits.

3) Better predictor of the appearance of

leadership than distinguishing effective

and ineffective leaders.

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Theories proposing that specific behaviors

differentiate leaders from nonleaders.

Pattern of actions used by different

individuals determines leadership

potential• 

E.g.

•Autocratic.•Democrati

c•Laissez-

faire.

•Employee Centered.

•Task Centered.

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Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders

Behavioral Leadership Studies:

The Ohio State Studies (Two Dimension

Theory) sought to identify independent

dimensions of leader behavior

Initiating structure.

Consideration•

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The University of Michigan Studies

(Managerial Grid Theory) sought to

identify the behavioral characteristics of

leaders related to performance

effectiveness

Employee oriented .

Production oriented.

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While trait and behavior theories do help us

understand leadership, an important

component is missing: the environmentenvironment in

which the leader exists.

Contingency Theory Contingency Theory deals with this additional

aspect of leadership effectiveness studies.

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Fiedler Model

Path-Goal Theory

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The group performance depends on the

match between the leader’s style,

interaction with his/her followers and the

degree to which the situation gives the

leader control and influence.

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Fiedler’s model consists of 3 primary elements.

1) Identifying Leadership Style.

2) Defining the Situation .

3) Relationship between style and situation.

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Fiedler believes that a key factor in

leadership success is the individual’s basic

leadership style and thus he identifies the

two dimension of leadership style.

Task oriented.

Human relationship oriented.

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Least Preferred Co-Worker (LPC) Scale

High LPCs = Relationship -Motivated

Low LPCs = Task-Motivated

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After an individual’s basic leadership style has been  assessed through

LPC.

(LPC) Least Preferred Co-worker questionnaire for the purpose to measure

whether a person is task orientedtask oriented or relationship oriented..relationship oriented..

Fiedler identifies 3 contingency factors which are the key situational

factors that determine leader’s effectiveness.

11. Task Structure: . Task Structure: It is the degree which the job assignments are It is the degree which the job assignments are

procedures i.e. structured or unstructured.procedures i.e. structured or unstructured.

22. Position Power. Position Power: It is the degree of influence a leader has over : It is the degree of influence a leader has over

power variable such as hiring, discipline, promotion and salary power variable such as hiring, discipline, promotion and salary

increase.increase.

33. Leader Member Relationship. Leader Member Relationship: It is the degree of confidence, : It is the degree of confidence,

trust and respect shown by the member to their leaders.trust and respect shown by the member to their leaders.

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The next step in the Fiedler model is to evaluate the

situation in terms of these 3 contingency variables.

Fiedler states that the better the leader-member 

relationship the more highly structure the task is and 

the stronger the position power the more control the 

leader has.

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With knowledge of an individual’s LPC score and assessment of the 3 contingency dimension, the Fiedler’s model matching them up, to achieve maximum leadership effectiveness. He concluded that task oriented leader tend to perform better in situation that are very favorable to them instead of unfavorable condition. Thus we can say task-oriented leader perform best in situation of high and low control while relationship oriented leaders perform best in moderate control situation.

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Leaders provide followers with information,

support, and resources to help them achieve their

goals – Leaders help clarify the “path” to the

worker’s goals – Leaders can display multiple

leadership types.

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The Theory that is the leader’s job to assist The Theory that is the leader’s job to assist followers in attaining their goals and to followers in attaining their goals and to provide the necessary direction and/or provide the necessary direction and/or support to ensure that their goals are support to ensure that their goals are compatible with the overall objectives of the compatible with the overall objectives of the group or organization.group or organization.

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Four Types of Leaders..

Directive: focuses on the work to be done.

Supportive: focuses on the well-being of the

worker .

Participative: consults with employees in

decision- making .

Achievement-Oriented: sets challenging goals.

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