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Essay / Research Paper Abstract
A 3 page paper that explains and discusses these two leadership theories and styles. The contributions of Weber, Bass, and Burns are discussed. The similarities and differences are explained. Bibliography lists 5 sources.
Page Count:
3 pages (~225 words per page)
File: ME12_PG694757.doc
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Unformatted sample text from the term paper:
the transactional leadership model in 1947. It was later re-introduced by Benjamin Bass in 1981 who initially suggested that transactional leaders thought that employees were motivated most by rewards. That
sounds a bit like McGregors Theory X but Bass added other aspects to this model. There are a number of descriptors associated with transactional leadership. These include: working to
achieve specific and defined goals and objectives; rewarding employees for excellent performance; responsiveness to employees need as well as to their own self-interests (Bryant, 2003). These descriptors describe a type
of trade and because of that, the transactional model is categorized as an economic model of leadership. Burns (1978) said that transactional leadership "requires a shrewd eye for opportunity, a
good hand at bargaining, persuading, reciprocating" (p. 169). The leader would then gain an understanding of each employees needs and opportunities for meeting those needs. In 1978, James McGregor Burns
became the first person to distinguish between transactional and transformational leadership models. This was a significant contribution to the field of leadership theory and leadership models. There are several characteristics
that are associated with transformational leaders: * Empathy. This goes beyond just listening and understanding. It is the ability to understand what others are feeling. * Vision. The
leader has a clear vision of where he/she wants the organization to go and more than that, this leader can persuade others to adopt the vision and work towards it.
* Self-assurance but not bravado. This leader is confident but never boastful. * Risk-taker but he or she does not take foolhardy risks. They are willing to take
more risks than average leaders but they measure the risk carefully. * Commitment. These leaders are passionate and committed to the vision. They work hard towards achieving the vision. *
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