2020 iLEAD e-book

More documents

Recommendations

Info

Transactional Leadership Transactional Leadership is the idea that effective leadership is based on a reciprocal exchange between leaders and followers, "Quid pro quo". Conventional reward and punishment are used to gain compliance from the employees. Transactional leadership involves giving employees something in return for their compliance and acceptance of authority, usually in the form of incentives such as pay raises or an increase in status. The theory was propounded in the 1970's by James McGregor Burns, building on earlier work of Max Weber. The theory is closely linked with its antithesis, Transformational Leadership, which involves moral, rather than tangible, rewards for compliance. The transactional leader often uses Management by Exception, working on the principle that if something is operating to defined (and hence expected) performance then it does not need attention. TYPICAL TRANSACTIONAL LEADERSHIP BEHAVIORS 1. Contingent Reward: Refers to leadership behaviours focused on exchange of resources. That is, leaders provide tangible or intangible support and resources to followers in exchange for their efforts and performance. 2. Management by Exception – Active: Refers to monitoring performance and taking corrective action as necessary. The focus of management by exception is on setting standards. 3. Management by Exception – Passive: A less active version of management by exception in which leaders take a passive approach, intervening only when problems become serious. 4. Laissez- ‐faire: Can be thought of as non-‐leadership or the avoidance of leadership responsibilities ASSUMPTIONS OF TRANSACTIONAL LEADERSHIP People are motivated by reward and punishment. Social systems work best with a clear chain of command. When people have agreed to do a job, a part of the deal is that they cede all authority to their manager. The prime purpose of a subordinate is to do what their manager tells them to do. Modern organizational experts or theorists would probably not recommend this approach to leadership anymore, although it is probably still quite prevalent.
Transformational Leadership Transformational Leadership is a style of leadership, related to Warren Bennis, that motivates through identification with the leader's vision: pulling rather than pushing others on. According to Bennis (On Becoming a Leader), it is good to make a distinction between: Managers: Doing things right. Transactional Leadership. Administers, maintains, Focuses on system and controls and the sort term view, asks how and when, and keeps an eye on the bottom-line. Leaders: Doing the right things. Transformational Leadership. Innovates, develops, focuses on people, inspires, creates trust, asks what and why and has a long term view and an eye for the horizon. TYPICAL TRANSFORMATIONAL LEADERSHIP BEHAVIORS 1. Idealized Influence (attributed and behaviour). Refers to leaders who have high standards of moral and ethical conduct, who are held in high personal regard, and who engender loyalty from the follower 2. Inspirational Motivation. Refers to leaders with a strong vision for the future -‐ based on values and ideals. Leader behaviours falling into this dimension include stimulating enthusiasm, building confidence, and inspiring followers using symbolic actions and persuasive language. Idealized influence and inspirational motivation are highly correlated and are sometimes combined to form a measure of charisma. 3. Intellectual Stimulation. Refers to leaders who challenge organizational norms, encourage divergent thinking, and push followers to develop innovative strategies 4. Individual Consideration. Refers to leader behaviours aimed at recognizing the unique growth and developmental needs of followers as well as coaching followers and consulting with them.
Page 1 and 2:
iLEAD WORKBOOK Extracts from the di
Page 3 and 4:
Goleman’s 6 Leadership Styles ...
Page 5 and 6:
How to diagnose Development Levels
Page 7 and 8:
How to match your style to the situ
Page 9 and 10: How to delegate The Monkey, Franz M
Page 11 and 12: Their Barriers to Delega-on 4 1. Ca
Page 13 and 14: This should be a short and clear st
Page 15 and 16: How to practice Trumpet Practice No
Page 17 and 18: HOW TO ENERGIZE PEOPLE Different pe
Page 19 and 20: shows how to promote autonomy in th
Page 21 and 22: HOW TO BUILD AND MAINTAIN TEAMS
Page 23 and 24: Gathers to address a specific probl
Page 25 and 26: 5. Understand how different strateg
Page 27 and 28: willingness of team members to open
Page 29 and 30: Conflict can be a good thing; the m
Page 31 and 32: How to manage virtual teams So, how
Page 33 and 34: Summary When it comes to problem so
Page 35 and 36: The Detective Mindset TWITTER SUMMA
Page 37 and 38: The Engineer Mindset TWITTER SUMMAR
Page 39 and 40: TWITTER SUMMARY Thinking like a pro
Page 41 and 42: How to use C in SCAMPER TWITTER SUM
Page 43 and 44: How to use M in SCAMPER TWITTER SUM
Page 45 and 46: How to use P in SCAMPER TWITTER SUM
Page 47 and 48: How to use R in SCAMPER TWITTER SUM
Page 49 and 50: DEVELOPING YOUR LEADERSHIP AGILITY
Page 51 and 52: The Leadership Continuum In 1938, L
Page 53 and 54: 3-‐D Leadership Model Professor
Page 55 and 56: Situational Leadership The Situatio
Page 57 and 58: Contingency Theory Contingency Theo
Page 59: Servant Leadership Servant-‐Lea
Page 63 and 64: 63 SEE WITH NEW EYES PRACTISE MAKES
Page 65 and 66: 65 SWITCH STYLES SEAMLESSLY EMBRACE
show all

2020 iLEAD e-book

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?