AND

TRANSFORMATIONAL

LEADERSHIP

INTRODUCTION
James MacGregor Burns (1978)[1] first introduced the

concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well. He established two concepts: "transforming leadership" and "transactional leadership. Another researcher, Bernard M. Bass (1985), extended the work of Burns (1978) by explaining the psychological mechanisms that underlie transforming and transactional leadership; Bass also used the term "transformational" instead of "transforming

MEANING OF LEADERSHIP
Before we get started, lets define leadership. Leadership is a process by which a person influences others to accomplish an objective and directs the organization. Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

TRANSFORMATIONAL LEADERSHIP
Have you ever been in a group situation where someone

took control of the situation by conveying a clear vision of the groups goals, a marked passion for the work and an ability to make the rest of the group feel recharged and energized? This person just might be what is called a transformational leader. Transformational leadership is a type of leadership style that leads to positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic and passionate. Not only are these leaders concerned and involved in the process; they are also focused on helping every member of the group succeed as well.

COMPONENTS OF TRANSFORMATIONAL LEADERSHIP

1. CHARISMA
2. INSPIRATIONAL MOTIVATION 3. INTELLECTUAL STIMULATION

4.

PERSONAL AND INDIVIDUAL ATTENTION

1. CHARISMA
the degree to which the leader behaves in admirable ways

and displays convictions and takes stands that cause followers to identify with the leader who has a clear set of values and acts as a role model for the followers. Charismatic leader is the ability to attract people. Charismatic people are those who have the ability to inspire and influence others. Such people often have an aura of magnetism surrounding them. However, Charisma is not a magical power and can be acquired by anyone who wishes to.

2.INSPIRATIONAL MOTIVATION
the degree to which the leader articulates

a vision that is appeals to and inspires the followers with optimism about future goals, and offers meaning for thecurrent tasks in hand

3.INTELLUCTUAL STIMULATION
The ability of a leader to keep those following him or

her thinking about the task at hand, asking questions, and solving problems. the degree to which the leader challenges assumptions, stimulates and encourages creativity in the followers - by providing a framework for followers to see how they connect to the leader, the organisation, each other, and the goal] they can creatively overcome any obstacles in the way of the mission.

4.PERSONAL ATTENTION
the degree to which the leader attends to each

individual follower's needs and acts as a mentor or coach and gives respect to and appreciation of the individual's contribution to the team. This fulfils and enhances each individual team members' need for self-fulfilment, and self-worth and in so doing inspires followers to further achievement and growth.

BENEFITS
1. HELP IN REACHING THE GOAL.
2. IT EASE THE PRESSURE FROM TOP

MANAGEMENT 3.IT HELPS IN MOTIVATION 4. RESPECT FOR THE ORGANISATION 5.RESPECT FOR THE LEADER 6INCREASE BELIEVE OF EMLOYEES FOR THE MANAGEMENT 7. INCREASE EFFICIENCY

LIMITATIONS
1. THE RULES OF ORGANITATION IS IGNOURED
2.LACK OF COOPERATION WITH TOP

MANAGEMENT. 3.NOT IN REALITY 4.OVER CONFIDENCE IN EMPLOYEE 5.NOT AN EASY TASK

TRANSACTIONAL LEADERSHIP
A transactional leader focuses more on a series of

"transactions". This person is interested in looking out for oneself, having exchange benefits with their subordinates and clarify a sense of duty with rewards and punishments to reach goals. People are motivated by reward and punishment. The prime purpose of a subordinate is to do what their manager tells them to do.

DIMENTIONS OF TRANSACTIONAL LEADERSHIP

1. CONTINGENT REWARDS
2.ACTIVE MANAGEMENT BY EXCEPTION 3. PUNISHMENT

4.TAKING DECISIONS

Transactional leaders link the goal to rewards, clarify expectations, provide necessary resources, set mutually agreed upon goals, and provide various kinds of rewards for successful performance. They set SMART (specific, measurable, attainable, realistic, and timely) goals for their subordinates

2.ACTIVE MANAGEMENT BY EXCEPTION

Transactional leaders actively monitor the work of

their subordinates, watch for deviations from rules and standards and taking corrective action to prevent mistakes.they work as they are the developers of the organisation. The transactional leaders are those who create demand.

3.PUNISHMENTS
Transactional leaders intervene only when standards

are not met or when the performance is not as per the expectations. They may even use punishment as a response to unacceptable performance.

4.TAKING DECISION
The leader provides an

environment where the subordinates get many opportunities to make decision and also he provides environment for the management to take decision about the concern .

ASSUMPTIONS
Employees are motivated by reward and

punishment. The subordinates have to obey the orders of the superior. The subordinates are not self-motivated. They have to be closely monitored and controlled to get the work done from them

Difference between Transactional and Transformational Leadership

Transactional leadership
Leadership is based on

Transformational Leadership
Leadership is based on leader

exchange relationship Works within the organizational culture Transactional leaders make employees achieve organizational objectives through rewards and punishment Motivates followers by appealing to their own selfinterest

shifting the values Work to change the organizational culture by implementing new ideas Transformational leaders motivate and empower employees to achieve companys objectives by appealing to higher ideals and moral values Motivates followers by encouraging them to transcend their own interests for those of the group or unit

CONCLUSION
As of my view if one wants to be the best leader then he or she should adopt both type of leadership. He or she should become both transactional and transformational leader to achieve his goal for his organisation.