Here is the synopsis of our sample research paper on Transactional, Transformational, And Servant Leadership. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 15 page paper that explains and discusses these three leadership styles. The writer also compares and contrasts the three models. The writer reports certain information about the Chicago Public Health Department and discusses leading in turbulent times with an emphasis on public health. Bibliography lists 25 sources.
Page Count:
15 pages (~225 words per page)
File: ME12_PGtrsvch.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
similarities between transformational and servant leadership styles. Both of these have a more outward focus, in other words, they focus more on followers than on the leader. They emphasize the
growth of the follower. Each is explained and discussed in this paper. One may ask whether or not the same leadership styles that work so well in times of relative
calm and stability will be equally successful in times of great challenge and turbulence. We know the same style is not as effective in every situation so the question is
a valid one. Another question is whether or not the same leadership style is effective across industries, especially in chaotic times. Different organizations face different pressures and different driving forces.
A health care system, for instance, faces far different challenges than a manufacturing company. Transactional Leadership Model Transactional leadership was initially described by Max Weber in 1947. It
was later discussed by Benjamin Bass in 1981. There are a number of descriptors applied to transactional leaders, which include: working to achieve a specific goal, being responsive to employees
interests and needs, rewarding employees for achieving goals and self-interest (Bryant, 2003). Burns (1978) commented that transactional leadership "requires a shrewd eye for opportunity, a good hand at bargaining, persuading,
reciprocating" (p. 169). Transactional leaders tend to live by certain values. These include honesty, integrity, fairness and accepting personal responsibility (Burns, 1978). These values guide the behaviors of the transactional
leader. This leader tends to be concerned about the exchange process, which is demonstrated in the act of providing rewards for effort and results (Hay 2006; Burns, 1978). The exchange
is the reward for the performance, primarily for achieving agreed-upon goals (Hay 2006). Incentives would be a natural practice for the transactional leader, rewards for certain levels of performance.
...