Transactional leadership

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The term transactional leadership describes a leadership style that is based on an exchange relationship between a manager and their employee . One example is the target agreement ( Management by Objectives ), which regulates what expectations are placed on the employee and what financial or immaterial advantages (or disadvantages) he can expect if he meets (or does not meet) the requirements. Transactional leadership was first described by the American sociologist James Downton in 1973 and developed into a model by James MacGregor Burns in 1978 .

Features of transactional leadership

Managers who lead according to the transactional model motivate their employees primarily by clarifying goals, tasks and delegating responsibility. At the same time, they control performance, reward them with material and immaterial advantages, and sanction undesirable behavior through criticism and feedback. It is a rather factual exchange relationship (transaction) between performance (of the employee) and the reaction of the supervisor to it (payment, praise and blame).

Methods

Transactional leadership includes the concepts of management by objectives and, as a preliminary stage, management by exception . Here, decisions and tasks are delegated to the employees and should be used by them through target agreements and intervention if there is a risk of target failure. This form of leadership emphasizes the basic business ideas, in that rationally acting individuals provide an advantage for the organization through performance and benefit from it themselves through an incentive. The model of transformational leadership with its concept of the Full Range Leadership Model by Bernard M. Bass and Bruce Avolio takes a different approach . In transformational leadership, exemplary action, convincing perspectives and the resulting change process (transformation) that is followed together with the employee are the essential elements of the concept.

Individual evidence

  1. ^ Rebel Leadership: Commitment and Charisma in the Revolutionary Process . Free Press, New York 1973, ISBN 0-02-907560-2 .
  2. ^ JM Burns: Leadership. Harper & Row, New York 1978.
  3. ^ S. Robbins: Fundamentals of Management. 4th edition. Pearson, New Jersey 2011, p. 325.
  4. ^ BJ Avolio, BM Bass: Multifactor Leadership Questionnaire, Manual. 3. Edition. Lincoln 2004.

literature

  • BM Bass, B. Avolio: Improving Organizational Effectiveness Through Transformational Leadership. Thousand Oaks, 1994, p. 3.
  • BM Bass, BJ Avolio, DI Jung, Y. Berson: Predicting unit performance by assessing transformational and transactional leadership. In: Journal of Applied Psychology. Vol. 88, 2003.
  • K. Heinitz, J. Rowohltd: Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS. In: The Leadership Quarterly. Vol. 18, 2007.

See also