Leadership Models – a Comparison

Topics: Leadership, Charismatic authority, Transactional leadership Pages: 4 (1460 words) Published: July 23, 2011
Leadership Models – A Comparison
The study of leadership requires examining various leadership models and the alignment of the theory and practice. Leading and influencing others is a complex task. Leaders and managers can try to lead in a variety of different ways. For this paper, I will examine four models of interest to me, of which I will compare and contrast and where possible touch on the similarities and differences, as well as address some challenges of the different models. The four models / theories I will be specifically focusing on include: Transformational Leadership, Transactional Leadership, Contrarian Leadership and Strong Man Leadership. Transformational leaders find ways to modify the way people think, see, and connect to their environment through motivation. Avolio & Yammarino (2002) defines transformation leaders as those that engender trust, seek to develop leadership in others, exhibit self-sacrifice and serve as moral agents, focusing on themselves and followers on objectives that transcend the more immediate needs of the work group (pg. 38). These leaders tend to increase their followers’ level of interest, respect the group’s obligations and mission, become role models, and encouraging followers to find solutions by proposing new ideas. The degree to which a leader is regarded as being transformational depends on the effect he or she has on the follower, where followers of transformational leaders feel trust and respect towards leaders, and are motivated to perform extraordinary behaviors (Barbuto, 1997). This simply shows that as a consequence of the transformational leader’s behavior, the emotional attachment to the leader by the followers is through motivation. The transactional leadership model addresses the self-interest concerns of followers by exchanging rewards or recognition for cooperation and compliance behaviors consistent with task requirements (Avolio & Yammarino, 2002, pg 38-39). A transactional leader...
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