Servant Leadership Transformational And Transactional Theories Management Essay

handmaiden Leadership Transformational And Transactional Theories Management EssayExecutive summary Purpose of this study is to picture the similarities of retainer leading, faultal and transactional theories and also examine the Contribution those theories make to the understanding of leaders.Introduction Leadership has a major role in 21st century in all sectors. Here I am going to discuss about understanding of what leading is, is there any similarities among three theorists on what fine or valuable leadership ought to be. Expectation, in the 21st Century leader should be moral, tender and ethical responsible.What is leadership? Leadership is a process of influencing the populate to aim the desired address. There argon many authors giving distinct definition. Goleman (2000) A leaders singular job is to get results.House et al (2004) Leadership is the baron to motivate, influence and enable case-by-casesTo contribute to the objectives of organizations of which they arg on members. Stogdill (1974) Leadership is an influencing process aimed at goal achievement. Johns T (2008) says A leader takes people where they necessitate to go. A salient leader takes people where they dont necessarily want to be, but ought to be.There are a number of types of leaders who adopt different leadership styles According to Richard Bolden (2004), Different leadership theories were revealed and classified. And also only few leadership theories reached to people. They are Great Man Trait Contingency Situational Behavioral Participative Management ( transactional leadership theory ) Relationship (transformation , consideration and team leadership) Now I am going to discuss about transformational, transactional and handmaiden leadership.T ransformational leadership James Macgregor Burns was the first person who fore concept of transformingLeadership. Burns (1978) states, Transforming leadership as a process where leaders and accessorys raise one another to senior hig h schooler aims of morality and motivation(p.20). Transforming leadership provoke answer in a relationship of mutual Stimulation and elevation that converts followers into leaders and may convert Leaders into moral agents(p. 4) and then bass part b.m was developed the transformation leadership. Bass (1996), Transformational headship happens when a Leader encourage followers to share a vision, allowing them to achieve the vision, and providing the opportunity to develop their individual potential. covey (1992) says, The goal of transformational leadership is to transform people and organizations in a literal sense, to change them in mind and heart enlarge vision, insight and understanding clarify purposes lease doings congruent with beliefs, principles, or values and bring about changes that are permanent, self-perpetuating, and momentum building(p.287).Transformational leaders serve as role models , and also (Kelly, 2003) mentioning about how transformational leadership motivat es its followers by following Maslows hierarchy. Transformational leader raise people from low levels of need (food, water, etc) to higher levels (self actualization).Components of transformational leadership Four common Is are,1. Idealized influence (II)Transformational leaders behave in ways that result in their being role models for their followers. The leaders are admired, respected, and trusted.2.Inspirational motivation .(IM)Transformational leaders act in ways that chirk up and encourage those around them by providing sense able and challenge to their followers, work. Team spirit is aroused. The leader gives clear information about mission, vision and expectations that followers want to meet and also show dedicationtowards goals and the shared long term plan.3. Intellectual stimulation. (IS)Leaders encourage their followers hard work to be inventive and new, upstart by questing assumptions, reframing the troubles, and approaching mature posts in new or different ways. Cr eativity is encouraged. Followers are encouraged to try new approach and are not criticized because they differ from leaders idea. 4. Individualized consideration .(IC)Transformational leaders pay special focus to each individuals needs and to help them achieve their higher level needs. Trace over individual talents. Being a coacher and mentor to his followers and colleagues are developed to consecutively higher levels of potential. Source (Kelly, 2003)Characteristics of transformational leader According to (Tichy and Devanna, 1986), they have seven characteristics to inspire their followers to achieve beyond the expectation.They visibly see themselves as change agentsThey are braveThey believe in peopleThey are driven by a strong set of valuesThey are life-long learnersThey can cope with complexity, uncertainty and ambiguityThey are visionariesExample of successful transformation leadership There are many leaders succeed in the way transformational leadership qualities. Mahatma Ga ndhi is Transformational leader representing charismatic qualities. Lou Gerstner is a transformational leader retired Chairman and chief operating officer of IBM (1993 to 2002). He entered in IBM when it was in $8.1 billion loss in 1993 after recognizing the companys problem are wrong validation, only looking for results and values. IBM had become small-minded and nonflexible (Sheppard, 2002). Lou Gerstner solely transformed organizational culture. For example, shut down infamous IBMs dress code to re obtain better the clothing of their customers (Sheppard, 2002). Another example for transformational leader is Lee Iacocca , who is current with saving the Chrysler Corporation (1980-1992). Chrysler Corporation when it was on the edge of bankruptcy. He taken responsibility and he set about transforming the principles to his contiguous subordinates. He began to restructure the corporations culture. Because a transformational leader gives confidence to others to become transformational leaders, soon the whole organization was packed with successful leaders (Kelly, 2003).Transactional leadership Transactional leadership emphasizes Social transaction or supervene upon among followers and a leader that involves involves a number of proceedings based on reward. The transactional leader makes clear what he want, Performance expectations, goals, link between goals and rewards. The leader also watches followers slaying And if any mistakes occurring towards the goal, the leader appear to correct (Burns 1978). In practice, these leaders use more closed and leading questions (Randell, 1997). Components of transactional leadership (Bass Avolio, 1994)1. Contingent rewards It refers to a prearranged agreement If you do as we agreed then it specifies expectation and sets goals.2. Active management-by-exception It refers to behavior where the leader is actively monitoring a follower I am seeing to it that you (do not) the leader is strongly supervising and has specifi ed corrective actions for mistakes.3. Passive management-by-exception It occurs when the leader is passively monitoring a follower If I happen to notice that you (did not) the leader takes corrective action in the case of mistakes if these are found out. All these behaviors work on the principles of expectancy of reward and devotion of punishment , related to needs that are lower on Maslows hierarchyCharacteristics of transactional leadership according to Marcbowles (2003), They setting a clear goal. They create targets for each individual and the team They spot performance gaps. They wont trust their followers, they monitor their performance. They take corrective actions when necessary. They gaining promise to performance and t carrys through pay, reward, appreciation and honor.Example of successful transactional leadership Transactional leadership is mostly follow by managers and CEO in many organizations in 21st century. Ezine (2010) mentioning about Steve Jobs chairman and CEO Apple inc.he got award best CEO OF 2009 by TIMES. Heis the famous transactional leader. Steve Jobs was famous for his down to world and job oriented nature of his leadership in apple computer. http//ezinearticles.com/?Leadership-StylesTransactional-Leadershipid=4262945Servant leadership Servant leadership sights a leader as a servant. Servant leadership was developed by green leaf in 1970, he said that The servant-leader is servant first. It begins with the natural emotion or feelings that one wants to serve, to serve first. Then mindful choice brings one to aspire to lead. Such a person is sharply different from one who is Leader first, perhaps because of the need to assuage an unusual power drive or to rent material possessions. (Greenleaf et al, 1998).Katzenbach and Smith (1993) highlights The importance of leaders subtile when to follow The importance of the leader acting as supportive person to their followers to achieve task rather than just directing. They propose that the leader should ask questions rather than giving answers provide opportunities for others to lead them Components of servant leadership According to (Laub, 1999) cited in (Smith et al, 2004), Servant leadership has six distinct components Respecting people Rising people Building society Displaying legitimacy offering leadership shared leadershipCharacteristics of servant leadership They Serve others needs before their needs They believe in people They are very simple and caring personalities They Provide opportunities to learn and grow They create Strong interpersonal relationships divide power and release say-so divide status and promote othersExample of Successful servant leadership Maxwell j (2007) add the new law in The 21 irrefutable Laws of Leadership Leaders Add Value by Serving Others, he described about serving others ,can make huge values(profit) in the organization. Adding Profits by Adding Value Costcos CEO, Jim Sinegal , believes the success of Costco comes fr om treating his employees well.Transactional versus Transformational leadership According to Bass (1985) transactional leader motivates subordinates by exchanging rewards for services provided. Transactional Leader mainly focused on goal. Leader has been gaining promise to performance and goals through pay, reward, recognition and praise. Transformational leaders, on the other hand, motivate subordinates to perform beyond expectations.. Bass argued that such performance cannot be achieved through transactional leadership alone.A compare of Transactional and Transformational Leadership Leithwood and Jantzi (2000) end that transactional leader more generally apply teleological principles (teleology is the study of goals, ends and purposes.) Where as transformational leaders deploy deontological ethics.Servant Leadership versus Transactional Leadership Servant leadership and transactional leadership are evident in a number of ways. Servant leaders emphasize activities that fans of wel l-being, while transactional leaders focus on the activities of moment maintenance and resource allocation followers of monitoring and management to achieve organizational goals. Contrary to the chief servants who influence followers through personal developing and empowerment, the transactional leader influences followers through the use of rewards, sanctions, and formal authority and position to induce behavior consistent. According to Blanchard and Johnson (1985), transactional leaders create strong expectations about the behavior of employees, as well as clear guidance on employees receive rewards for meeting the expectations of transactional leader.Li Thus, leaders use transactional contingent reward behavior to implement transactions with followers to achieve work goals (Bass, 1985).Servant Leadership versus Transactional Leadership According to the stone and his colleague point of view servant leadership and transformational leadership, both models hold in characteristics such as value, vision, power, molding, belief, honesty, and designation (Stone et al., 2003).Transformational leadership and servant leadership have similar qualities such as individualized appreciation and consideration of followers.A comparative degree Model Servant a nd Transformational Leadership The Servant Leader model , the leaders motivation to lead occurs from a fundamental attitude of social equality. The servant leaders system believes that He or she is no better than those headed. The All associates of the organization have equal privileges to vision, value, and information. The leaders role is to make blue-blooded the appearance of a community within the organization. According to (Laub, 1999), the key inventiveness for Servant leadership is importance of people, rising people, structuring community, displaying legitimacy and sharing management. likely impacts of these drivers could be higher capable people, more moral people, better negotiator, well-built interperso nal relationships, establishment of shared visions, and clear tasks. It is discussed here that these results in combination with the leader initiatives that produce them to form a spiritual generative culture.T ransformational leader model , the key initiatives for the transformational leader is II or charisma behavior, IM, IS and IC. These Components lead to role modeling, high moral standards, caring about others needs requirements, communication of hope, shared visions, innovations, risk taking, and quizzical of practices and systems.Servant leadership tends to develop a more fixed system to the exterior environment than transformational leadership. The transformational leaders motivation is aimed at for more toward achieving targets for the organization, which will reveal on his/her capabilities, and the success of these leaders is calculated by the level to which they acquire organizational rewards. The Servant leaders motivation is mainly focus on its follower the personal gr owth, thus the servant leaders achievement is calculated by the level to which the follower moves on the way to self actualization.CONCLUSION Leadership is attitude not a role. Leadership in Leadership, It seems, is increasingly becoming the frequent remedy of the 21st Century and its emphasis is turning towards the moral, social and ethical responsibilities of leaders. Transformational leadership is suitable for dynamic organization and servant leadership suitable for nonmoving organization such as church, non-profit organization, non-government organization. Most of leader using transactional leadership theory while they using transformational leadership. There is nothing as practical as a good theory (Lewin, 1935). So Todays leaders need to be skilled in change management to adopt in any situation CHRISTINA OSBORNE (2008).