Developing Potential across a Full Range of Leadership: Cases on Transactional and Transformational Leadership

Developing Potential across a Full Range of Leadership: Cases on Transactional and Transformational Leadership

Developing Potential across a Full Range of Leadership: Cases on Transactional and Transformational Leadership

Developing Potential across a Full Range of Leadership: Cases on Transactional and Transformational Leadership

Synopsis

This case book focuses on the leadership style of the key players. The 29 cases were chosen to present all facets of a model of leadership, stating that the most effective leaders are both transformational and transactional in their leadership style. Cases were selected for inclusion and/or developed to provide examples of leaders from across the spectrum of public and private sectors. Specific emphasis was placed on selecting male and female leaders from a broad array of cultures. A great deal has been written about a model of leadership that is referred to as a "full range" of leadership potential. This book adds to the literature, by highlighting specific people who exemplify the various styles and orientations regarding a full range of leadership potential. The book begins with an overview of what constitutes transactional and transformational leadership. This discussion is then expanded to include a Full Range of Leadership PotentialTM. Discussion of the cases highlight how to build balance in one's leadership profile to optimize the potential of leaders, followers, and their organizations. The presence or absence of styles in a wide variety of contexts will be discussed in terms of the effects on individuals, groups, or organizations. Questions are posed for discussion of each case. Practitioners who conduct or facilitate the training of leadership will find this book quite useful to their work. In addition, managers interested in developing their own leadership potential will be enabled to learn by example how different styles affect leadership performance. This book can also be used as a supplement to other books on leadership for undergraduate, graduate, and executive education courses in management.

Excerpt

Transformational leaders motivate others to do more than they originally intended and often even more than they thought possible. Such leaders set more challenging expectations and typically achieve higher performances. Transformational leadership is an expansion of transactional leadership. Transactional leadership emphasizes the transaction or exchange that takes place among leaders, colleagues, and followers. This exchange is based on the leader discussing with others what is required and specifying the conditions and rewards these others will receive if they fulfill the requirements. True transformational leaders raise the level of moral maturity of those whom they lead. They convert their followers into leaders. They broaden and enlarge the interests of those whom they lead. They motivate their associates, colleagues, followers, clients, and even their bosses to go beyond their individual self-interests for the good of the group, organization, or society. Transformational leaders address each follower's sense of self-worth in order to engage the follower in true commitment and involvement in the effort at hand. This is one of the things that transformational leadership adds to the transactional exchange (Shamir, 1991).

Since the 1980s, research has supported the ideathat transformational leadership is more effective than transactional leadership in generating the extra effort, commitment, and satisfaction of those led. Constructive transactional leadership or contingent reward is reasonably effective under most circumstances. Management by exception is more corrective than . . .

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