Transformation or Transactional Leadership, a better concept for contemporary organisation
Transformation or Transactional Leadership, a better concept for contemporary organisation
(Organisational Behaviour and Relationship Management)
To:
By: Antony Pratap Ekambaram
Subject & code: OBRM
Email:
Word Count: 2206
(24.04.2014)
Executive Summary
On understanding the requirement of a contemporary organisation and its high performance values, it is evident that the organisation needs to be involved constantly in change management and have a vision for diversity within its organisation and set continuous improving goals to be successful. It is the leadership style of the organisation which reflects on the success of the organisation. If the organisation requires high performance, change management, diversity, vision and excellent goal settings, then it is the leader who will have to cultivate these attributes within the entire organisation. A Transformational leader is required to transform an organisation into a high performing contemporary organisation.
Page i
Table of Contents
Executive Summary ……………………………………………………………………………………………………….i
Table of Contents ……………………………………..………………………………………………………………….ii
1.0 Introduction …………..………………………………………………………………………………………………1
2.0 A Contemporary Organisation ……………………………………………………………………………….2
3.0 Transactional Leadership ……………………………………………………………………………………….3
3.1 Benefits of Transactional Leadership Style ………………………………………………………..3
3.1.1 Simple and Low Cost …………………………………………………………………………………3
3.1.2 Clear and Easy to Follow …………………………………………………………………………..3
3.1.3 Powerful Motivator ………………………………………………………………………………….3
3.1.4 Get Results Fast ……………………………………………………………………………………….3
3.1.5 Management by Exception (active) .…………………………………………………………3
3.2 Consequences of Transactional Leadership Style …………………………………………….4
3.2.1 Management by Exceptions (passive) ………………………………………………………4
3.2.2 Laissez-Faire …………………………………………………………………………………………….4
4.0 Transformational Leadership
(Organisational Behaviour and Relationship Management)
To:
By: Antony Pratap Ekambaram
Subject & code: OBRM
Email:
Word Count: 2206
(24.04.2014)
Executive Summary
On understanding the requirement of a contemporary organisation and its high performance values, it is evident that the organisation needs to be involved constantly in change management and have a vision for diversity within its organisation and set continuous improving goals to be successful. It is the leadership style of the organisation which reflects on the success of the organisation. If the organisation requires high performance, change management, diversity, vision and excellent goal settings, then it is the leader who will have to cultivate these attributes within the entire organisation. A Transformational leader is required to transform an organisation into a high performing contemporary organisation.
Page i
Table of Contents
Executive Summary ……………………………………………………………………………………………………….i
Table of Contents ……………………………………..………………………………………………………………….ii
1.0 Introduction …………..………………………………………………………………………………………………1
2.0 A Contemporary Organisation ……………………………………………………………………………….2
3.0 Transactional Leadership ……………………………………………………………………………………….3
3.1 Benefits of Transactional Leadership Style ………………………………………………………..3
3.1.1 Simple and Low Cost …………………………………………………………………………………3
3.1.2 Clear and Easy to Follow …………………………………………………………………………..3
3.1.3 Powerful Motivator ………………………………………………………………………………….3
3.1.4 Get Results Fast ……………………………………………………………………………………….3
3.1.5 Management by Exception (active) .…………………………………………………………3
3.2 Consequences of Transactional Leadership Style …………………………………………….4
3.2.1 Management by Exceptions (passive) ………………………………………………………4
3.2.2 Laissez-Faire …………………………………………………………………………………………….4
4.0 Transformational Leadership
References: Davies, B. (2009). The Essentials of School Leadership 2nd Edition. London: Sage Publications. Drucker, P. F. (1995). Managing in a Time of Great Change. Boston: Harvard Business Press. Griffin, R. W., & Moorhead, G. (2010). Organisational Behaviour - Managing People and Organisations John R Schermerhorn, J., Hunt, J. G., Osborn, R. N., & Uhi-Bien, M. (2010). Organisational Behaviour. Hoboken: John Wiley & Sons, Inc. Kinicki, A., & Williams, B. K. (2009). Management a Practical Introduction. New York: McGraw- Hill/Irwin. Pettinger, R. (2001). Mastering Management Skills. New York: PALGRAVE.. Robbins, S. P., & Barnwell, N. (2002). Organisational Theory -fourth edition. New South Wales: Prentice Hall. Robbins, S. P., & Judge, T. A. (2011). Organisational Behaviour. New Jersey: Pearson Education Inc. Rother, M. (2010). Toyota KATA. New York: McGraw Hill. Travis, E. (2014). Small Business. Houston: Houston Chronicle. Retrieved April 16th 2014 from http://smallbusiness.chron.com/look-benefits-transactional-leadership-style-15346.html Wilson, F. M. (2010). Organisational Behaviour and Work a critical introduction. New York: Oxford University Press. Wood, J., Zeffane, R., Fromholtz, M., Wiesner, R., Creed, A., Schermerhorn, J., et al. (2010). Organisational Behaviour Core Concepts and Applications