Comparison of Transactional and Transformational leaders
Leadership is a trait that influences people's behavior toward meeting organizational objectives. Over the years, management experts have advocated for some theories of leadership based on nature, behavior, and traits. Different patterns and styles of leadership depend on a leader's traits or behavior (Dartey-Baah, 2015). The two types of leadership are transactional and transformational leadership.
Transactional leadership is a leadership style that dwells on the transactions between the subordinates and the leader. In this kind of leadership, the leader predefines the organizational goals and objectives. Apart from predefining organization goals, the leaders exercise full authority in enacting their responsibilities considering that the style runs on formal frameworks. Mostly under the transactional style of leadership, employees are given targets, and those who meet the targets are rewarded while failures are penalized (Dartey-Baah, 2015). Transactional kind of leadership is most common in capitalist states. Many people link transactional leadership to authoritarianism.
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Transformational leadership is a kind of leadership style where the person in authority uses his enthusiasm and influence to woo his or her followers to work towards organizational benefit. In this leadership style, a leader advocates for organization change by drafting targets, mission, and goals (Dartey-Baah, 2015). The leader under transformational leadership acts as a role model to his or her subordinates. In this kind of leadership style, both the subordinates and the leaders work together towards achieving organizational goals. The interests of the employees or subordinates are well taken care of as compared to transactional leadership. Many organizations around the world adapted to the transformational leadership style. Any organization that uses transformational leadership style is most likely to succeed in the global market than those that use transactional style.
Four distinctions between Leaders and Managers
There are four main distinctions between leaders and managers. The first distinction is that leaders are visionaries while managers are administrators. In most cases, leaders always push for future achievements of goals and objectives. A leader is a person who believes in possibility even where there is little hope. They encourage their subordinates to work hard in with the promise of a better tomorrow. Managers, the people in such of administration are majorly concerned with the internal affairs of an organization or company. It is the duty of the managers to ensure that all business processes and engagements are fulfilled in line with the company's rules and regulations (Dartey-Baah, 2015). The second distinction is that leaders are relationship builders while managers are in charge of building systems and processes. A leader will always try to lure and empower people who support his or her course while managers work on behavior and skill perfection for profitability.
The third distinction is that leaders command fans and following while managers control employees. Leadership is mostly practiced in politics while a manager performs his or her duties in organizations and corporation. Being that leadership involves fanatics and following, they always ensure that the subjects are well treated and their rights safeguarded (Dartey-Baah, 2015). Managers use command to control its employees. The fourth and last distinction is that managers work on set rules and regulations while leaders are free to change their course. For instance, a manager cannot neglect a company policy to safeguard the interest of an employee or a group of people. Deviation from the company or organizational policies is subject to heavy punishment. Although the two positions are different in terms of roles and characteristics, a significant percentage of people do not understand the distinctions.
Definition of the Three Components of the Leadership Skill Mix
The three components of the leadership skill mix are human relations, technical and conceptual. The mentioned leadership skill mix depends on the position held by an individual in the organization or company. The human relation skill refers to the ability of positive interrelation with people in different levels of the organization. The most important skill in human relation is communication. Many leaders believe that communication is power, and without communication, no business process can take place.
Conceptual skill refers to the interrelation different pieces of information that seem dissimilar in content and meaning. Conceptual skills are important in the business sector considering that it helps in the interpretation of different business processes. Leaders with poor conceptual skills are most likely to fail as compared those with the skill. Conceptual skill also helps in strategy and business decision-making. In many countries, people undergo thorough vetting to ensure that they possess the necessary conceptual skills before appointment to various leadership positions. Such countries believe that a good leader must have proper conceptual skills.
Technical skills refer to the ability to respond to mechanical or practical tasks. The technical skill mix fades as an individual climbs the Organization leadership ladder. In most cases, technical skills are applied to the lower ranks of the organization. People in the leadership positions possess technical skills but do not apply them. The most important skills are human relations skills and conceptual skills. The leadership skill mix plays an integral role in the decision-making process. Even though technical skills narrow as an individual rises the leadership rank, all leaders are expected to have technical skills, but an exception can be made depending on the organization's line of operation.
Downs' four styles of leader behavior
Downs listed four styles of leader behavior as climbers, zealot, advocates, and conservers. According to down, climbers are ambitious people who feel motivation in power and prestige. In most cases, climbers are always obsessed with the creation of new functions in their units of control. Conversers and are leaders who manipulate and display bias on things under their control. Conversers may choose to benefit their interests or that of people beneficial to them. Zealots are concerned with the activities that are of interest to them (Fennimore & Sementelli, 2016). People often confuse zealot and converse. Notably, Zealots are not only lack impartiality, but also go for things that satisfy their interests. Advocates always ensure that everything under their control is promoted.
The four styles of Down's leader behavior are entirely different from the normal leader behavior that people are familiar with. Most of the people understand the style of leader behavior regarding the leader's traits. The four Down's styles of leadership are common in organizations and political groupings. The inner motive of leaders is what determines the kind of style of leader behavior that they possess (Fennimore & Sementelli, 2016). All the leader behavior is captured by Downs' four styles of leader behavior. Leadership is a broad subject with a different meaning depending on the individual's interpretation. The definition of leadership also determines the styles of leader behavior that an individual is well conversant with. Conversers, zealots, advocates, and climbers are the main styles of leader behavior used in society to describe a leader's behavior
References
Dartey-Baah, K. (2015). Resilient leadership: A transformational-transactional leadership mix. Journal of Global Responsibility, 6 (1), 99-112.
Fennimore, A., & Sementelli, A. (2016). Public entrepreneurship and sub-clinical psychopaths: A conceptual frame and implications. The International Journal of Public Sector Management, 29 (6), 612-634.
