Transactional Leadership

Would it amaze you if you discovered that ethics and leadership style are correlated? The leaders come from various industries for instance, publicly, private, government, and non-profit/for-profit. The leader’s ethical values influence leadership style. The research suggests that the transformational leadership style is established on deontological ethics whereas transactional leadership is based on teleological ethics.
Key Arguments
Leader values and transformational/ transactional leadership suggest that a divergent set of ethical values serve as foundations of the respective leadership influence processes. Teleological (utilitarianism) ethics are associated with transactional leadership while deontological (moral altruism or Kantian
Transactional leaders influence followers by controlling their behaviors, rewarding agreed-upon behaviors, and eliminating performance problems by using corrective transactions between leader and followers. On the other hand, transformational leaders influence their followers by developing and communicating a collective vision and inspiring them to look beyond self-interests for the good of the team and the organization. The model of transformational leadership includes five leadership dimensions: idealized attributes, idealized behaviors, inspirational motivation, intellectual stimulation, and individualized consideration. Transactional leadership is defined as leadership that supports the status quo through mutual leader and follower self-interests across three dimensions: contingent reward, active management, and passive management. Transactional leadership is centered on an individualist philosophy in which leaders and followers rationally pursue their own self-interests. Transactional leaders are primarily concerned with managing outcomes and seeking behavioral compliance with practices that will maximize the mutual interests of both
Transformational leaders center their influence process on changing followers’ core attitudes and values so that they are consistent with the vision for the organization. The transformational influence process is established on the norm of social responsibility that is an internalized belief of a moral obligation. Transformational leaders believe in the deontological value that inculcate a leader’s actions have intrinsic moral status and that an act is considered ethical when it is performed with a sense of duty and obligation toward others. Transformational leaders follow an ethic of duty by executing critical leadership responsibilities regardless of the consequences of those duties, and by always treating followers as ends. The need for greater emphasis on the treatment of followers throughout the leadership process, and far less attention to the leader’s self-enhancement needs and shareholder expectations, study on ethical leadership and responsible leadership. Transformational leaders adopt a concept of self that is strongly connected to friends, family, colleagues, and the community and all of whose interests are critically important to the leadership process. The transformational leader’s moral obligations to the stakeholders are grounded in a broader conception of individuals within community and centered on the principle that followers should be treated as ends