Transformational Leadership Theory
‘consideration’ style however showed positive relationships with the staff and low level of grievances but this meant performance levels were much lower.
Fiedler put forward his situational theory in 1958. He proposed that leadership was dependent upon the situation and assumed that all leaders are affected by an inherent set of leadership behaviours, which he believed was difficult to change. He identified two basic leadership styles which were task or relationship orientated. According to Tulsian and Pandey (2008) leaders who are task orientated will perform at the best level when they are in favourable or highly unfavourable situations, whereas leaders who are relationship orientated will perform best when they are in situations of medium …show more content…
They can occur in any combination.
In later years according to Humphrey (2014) who cites Burns (1978) who observed two different types of leader had emerged. These being transactional and transformational. Humphrey notes further observations by Avoili (2011) stating transactional leadership forms the basis of transformational leadership. However Judge and Piccolo (2004) concluded that good leaders use both styles of leadership. Looking at these two styles in more detail it can be noted that …show more content…
When they are achieved, the team members receive their rewards in the form of self satisfaction that comes from being successful members of successful teams. There is however a negative side to this type of leadership and that is whilst transformational leaders are very good at seeing the ‘whole picture’, they are not always able to see in fine detail. If these leaders are to succeed they must ensure there are members of the team who do have this ability and can work in conjunction with them. In addition sometimes their drive for change through passion and enthusiasm is just not required at that particular time or instance. The result is that they can become very frustrated. According to Burns (1978) as reported by Transformational leadership.net (2007), it was his view that transformational leadership was more effective than transactional. He believed that this style of leadership actually encouraged the employees to work together as a team rather than individually and compete with each other. His view was that the processes focussed on the social and spiritual intrinsic needs of each individual. He believed that this style of
Fiedler put forward his situational theory in 1958. He proposed that leadership was dependent upon the situation and assumed that all leaders are affected by an inherent set of leadership behaviours, which he believed was difficult to change. He identified two basic leadership styles which were task or relationship orientated. According to Tulsian and Pandey (2008) leaders who are task orientated will perform at the best level when they are in favourable or highly unfavourable situations, whereas leaders who are relationship orientated will perform best when they are in situations of medium …show more content…
They can occur in any combination.
In later years according to Humphrey (2014) who cites Burns (1978) who observed two different types of leader had emerged. These being transactional and transformational. Humphrey notes further observations by Avoili (2011) stating transactional leadership forms the basis of transformational leadership. However Judge and Piccolo (2004) concluded that good leaders use both styles of leadership. Looking at these two styles in more detail it can be noted that …show more content…
When they are achieved, the team members receive their rewards in the form of self satisfaction that comes from being successful members of successful teams. There is however a negative side to this type of leadership and that is whilst transformational leaders are very good at seeing the ‘whole picture’, they are not always able to see in fine detail. If these leaders are to succeed they must ensure there are members of the team who do have this ability and can work in conjunction with them. In addition sometimes their drive for change through passion and enthusiasm is just not required at that particular time or instance. The result is that they can become very frustrated. According to Burns (1978) as reported by Transformational leadership.net (2007), it was his view that transformational leadership was more effective than transactional. He believed that this style of leadership actually encouraged the employees to work together as a team rather than individually and compete with each other. His view was that the processes focussed on the social and spiritual intrinsic needs of each individual. He believed that this style of