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Transational Leadership versus Transformational Leadership

Transational Leadership versus Transformational Leadership

In his book entitled Leadership, political sociologist James McGregor Burns (1978) conceptualized leadership as the “ability of some people to exploit the motivations of followers to better achieve the goals of all.” He suggested in his work that politicians could be distinguished under two perspectives: that of transactional leadership and transformative leadership.

Transactional Leadership

Transactional leadership is a trade-off between leaders and followers. It is characterized by personal and material rewards for the effort and results achieved. Rewards can also take the form of prestige by obeying the leader’s wishes.

Transforming Leadership

For Burns, transformative leadership elevates the aspirations of its followers to a level where they merge. Behave proactively. They strive to foster the development and innovation of people, the group and the organization; achieve results above expectations and persuade followers to achieve high levels of professional, ethical and moral performance.

To facilitate understanding, see the table on transactional leadership vs. transformational leadership.

Transactional Leadership

Transformational Leadership

Develops the need to complete the task in order to earn money

It develops the need to generate meaning in tasks, making them meaningful and challenging.

It is focused on power and position; policy and benefits

It is focused on the purposes, values, ethical and moral principles

Gives importance to data studies and short-term results

Transcends daily issues

Confuses cause with symptoms and is more concerned with treatment than with prevention

Separates cause and symptom in order to work preventively

Gives value to tactical subjects

Aligns internal structures and systems to strengthen core values ??and objectives

He believes that relationships help in the interactions

It is proactive, catalytic and resigned.

It acts according to expected behavior by devoting to work within the current systems

It has a strategic vision, mainly focuses missions and strategies to meet current and future objectives

Supports systems and structures that reinforce results, maximizes efficiency and ensures immediate gains

Uses resources fully, identifies and develops new talents; recognizes and rewards important efforts

Source: Adapted from Stephen Covey.

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