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Essay / Research Paper Abstract
This 11-page paper is a literature review concerning transactional leadership, and knowledge management. Bibliography lists 15 sources.
Page Count:
11 pages (~225 words per page)
File: AS43_MTtranlita.rtf
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Unformatted sample text from the term paper:
the organizations that consistently come out on top in areas ranging from financial strength to talented employees. When these organizations succeed, the leadership is quick to point out that the
success was because of employees, that employees really stepped up to the plate and went above and beyond their calling to do what was needed to reach a particular goal.
These are good examples of learning organizations; organizations in which information flows freely, thus leading to specific products and services that are introduced to the market.
But who are the leaders of such organizations? Who are the leaders who gave us the iPod, Microsoft operating system and even the personal computer? We
might think these are transformational leaders; leaders with a vision, who want their employees to do their best, and who open their organizations to all types of creative types and
who share knowledge on a regular basis. We assume that these leaders are motivators as well, people who know how to push the right buttons on their followers, so their
followers are as committed to a particular goal or objective as the leader. We could assume that a transformational leader is the
best leader for a knowledge organization, but that would be a wrong assumption. In the literature, there are many different types of
leadership styles, and it seems as though the style most compared to the transformational leader is the transactional leader, or contingency leader. This person is called a contingency leader, because
his style of leadership is straightforward: If a follower does a good job, the leader will reward her. Mess up a job, and the follower will be punished.
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