Transactional and Transformational Leadership

Leadership refers to leading an organization or a group of people. It is a practicable proficiency and research subject that encompasses organizations or individuals’ ability to affect other teams or persons. There are various forms of leadership, such as transactional and transformational leadership, which have certain variations. Although transactional and transformational forms of leadership are all about leading people, teams, or organizations, they are different.

Differences between Transactional and Transformational Leadership

Transactional leadership is about control and processes that need an authoritarian management structure. In addition, transactional leadership involves focusing on how things should be done for the benefit of everyone in an organization (Sergiovanni & Green, 2015). Transactional leadership styles occur when followers target to complete their responsibilities as agreed by their leader to get particular rewards. In many cases, transactional leaders focus on goals and objectives to be fulfilled against transformational leaders who focus on vision. The transactional leadership style applies a method of punishments and rewards to motivate team members. Additionally, this leadership style is also reactive.

On the other hand, transformational leadership is all about inspiring other people to follow and be led. In this case, this leadership style requires high levels of cooperation, communication, and coordination. Transformational leadership is all about looking for ways that people can be motivated to perform well in their respective roles (Sergiovanni & Green, 2015). In addition, transformational leaders move their teams to awareness regarding what is relevant and away from their self-interests. Such leaders also focus more on their vision for the people they work for to better their lives and transform their lives. Unlike transaction, a transformational form of leadership also applies enthusiasm and charisma to motivate the people being led.

How to Incorporate the Leadership Styles to Address the Development of a Community of Leaders

The transactional and transformational leadership styles entail a cultivated leadership that is likely to ensure that everyone is reading on the same page to succeed and be committed to the business or organization (Sergiovanni & Green, 2015). In addition, the two leadership styles also involve some form of shared leadership, which improves the skills of people to be also, be future leaders. Leadership is not always about positions and entails nurturing others to be future leaders. Both transactional and transformational leadership styles work towards a goal that ensures teams are led in the right direction to take over as future leaders.

It is always relevant to ensure that leadership is distributed to those with a legitimate right to claim it through commitment and expertise in nurturing or inspiring future leaders. Although everyone can and has a right to be a leader, not everyone can because it also comes with other special considerations of commitment and expertise (Sergiovanni & Green, 2015). In this case, a transactional or transformational leader has to be committed to a particular cause. Additionally, such leaders must also have the expertise to pass to their team members for future leadership. For example, most leaders are experts in public speaking, a virtue that they can train their team members.

In conclusion, leadership is a broad subject, and there are various forms, such as transactional and transformational styles. Transactional and transformation leadership styles have some differences but are mutually exclusive. Therefore, transactional leadership has an authoritarian management structure, while transformational leadership inspires people to follow their leaders. In this case, the two are relevant and complement one another. None is more relevant than the other because they all serve a common goal of leading people towards organizational or team objectives. The two leadership styles are required in an organization as they act as checks and balances for each other. In this case, they assist in achieving growth and development goals and objectives.

Reference

Sergiovanni, T. J., & Green, R. L. (2015). The principalship: A reflective practice perspective. Pearson Education.