Ledership Research Paper
EMD 350V Final Examination
Transformational and Transactional Leadership
Michigan State University
Abstract
Numerous leadership studies have attempted to explain transformational leadership and transactional leadership. Scholars have shown stimulating research when analyzing and defining transformational and transactional leadership. In this paper, I would like to report on comparing and contrasting transformational and transactional leadership by looking at different scholars research that have shown enlightening results for both subjects. The goal of this research paper is to gather both comparable and differential data for both a transformational and transactional leader. It can be found by taking an in-depth look, that both subjects are defined and characterized by the certain qualities each possess and the different execution techniques each uses when dealing with employees and assigned tasks. When examining different research studies, my analysis includes the following ideas: A transformational leader is proactive. He or she is always implementing new ideas to change and better the organization. A transformational leader motivates the group by putting the group interests first and achieving objectives through higher ideals and strong moral values. A transactional leader is responsive. He or she tries to better the organization by working within the bounds of the culture and established morals of the organization. A transactional leader motivates the group members individually by appealing to each person’s own self-interest. The data I have gathered from other scholars is represented by my interpretation and analysis of both a transformational and transactional leader including the qualities and execution strategies each exemplifies.
Transformational and Transactional Leadership For any type of organization to be successful it is clear there needs to be strong fundamentally sound leadership established.
Transformational and Transactional Leadership
Michigan State University
Abstract
Numerous leadership studies have attempted to explain transformational leadership and transactional leadership. Scholars have shown stimulating research when analyzing and defining transformational and transactional leadership. In this paper, I would like to report on comparing and contrasting transformational and transactional leadership by looking at different scholars research that have shown enlightening results for both subjects. The goal of this research paper is to gather both comparable and differential data for both a transformational and transactional leader. It can be found by taking an in-depth look, that both subjects are defined and characterized by the certain qualities each possess and the different execution techniques each uses when dealing with employees and assigned tasks. When examining different research studies, my analysis includes the following ideas: A transformational leader is proactive. He or she is always implementing new ideas to change and better the organization. A transformational leader motivates the group by putting the group interests first and achieving objectives through higher ideals and strong moral values. A transactional leader is responsive. He or she tries to better the organization by working within the bounds of the culture and established morals of the organization. A transactional leader motivates the group members individually by appealing to each person’s own self-interest. The data I have gathered from other scholars is represented by my interpretation and analysis of both a transformational and transactional leader including the qualities and execution strategies each exemplifies.
Transformational and Transactional Leadership For any type of organization to be successful it is clear there needs to be strong fundamentally sound leadership established.