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英国北爱尔兰阿尔斯特大学Comparison between transformational and transactional leadership

论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2012-10-18编辑:tinkle点击率:4783

论文字数:2967论文编号:org201210181357512101语种:英语 English地区:英国价格:$ 22

关键词:transactional leadershiptransformationalleadership

摘要:伯恩斯(1978年),他的领导风格分析的基础上,分为领导者分为两种类型:事务处理和转型,这是密切的相互关系。

论文题目:Executive Leadership
论文语种:英文
您的研究方向:leadership for future
是否有数据处理要求:否
您的国家:英国
您的学校背景:ULSTER UNIVERSITY
要求字数:3000

论文用途:硕士课程论文 Master Assignment
是否需要盲审(博士或硕士生有这个需要):否
补充要求和说明:硕士论文 除去参考文献 要3000字

Comparison between transformational and transactional leadership  

Introduction

Burns (1978), based on his analysis of leadership styles, categorized leaders into two types: the transactional and the transformational, which are closely related to each other. However, Bass (1995) considered transactional and transformational styles belong to two completely https://www.51lunwen.org/leadership/ different concepts, which best illustrate the significance of the categorization.

Transformational style
Transactional Style

Conclusions

The concept of transformational and transactional leadership was brought forth together by Burns. Practicing either of them can lead to different corporate culture and have disparate effects on the organization in the fierce market competition.
Transformational leaders stimulate high-level needs of the subordinate by making the staff realize the important significance of their jobs and setting up an atmosphere of mutual trust. In this way the subordinate are willing to sacrifice their own interests for the organization and the ideal results are achieved exactly. Transformational leaders train followers to use the creative way of thinking, encourage them to propose solutions to problems independently, and improve their job satisfaction and organizational commitment, and eventually improve their performance in work. Therefore, transformational leadership tends to form an open and creative organizational culture which can form a cohesive environment and promote creativity in the organization.
Transactional leaders attempt to influence followers by real-time exchange based on the reward motivation. Its purpose is to monitor and control the staff by rational and economic means. Although transactional leadership tends to keep a stable and steady corporate culture and main the effective execution of orders and regulation, the single extrinsic motivation puts leaders and followers in a contradictory position, which can do harm to the overall development of the organization.
Actually many scholars have compared the different effects of transformational and transactional leadership on corporate culture and development. According to Bass and Avolio (1990), transformational leaders are more likely to encourage employees to make more efforts, receive better production and gain higher commitment. On job satisfaction, satisfied attitudes towards and trust of leaders, and self-realization, transformational leaders, according to Podsakoff et al. (1995), shows higher levels. However, transactional leaders can keep the smooth running of orders and regulations in the corporate. Tasks and objectives can be finished and achieved without delay. The individuality is also preserved and respected.
To sum up, the relationship between transformational and transactional leadership is complementary. The leader can use one or both of them in different situations and at different time. 

References

Avolio, B. J. & Bass, B.M., 1995, ‘.Individual consideration viewed at multiple levels of analysis: A multi-level frame work for exam论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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