Transactional Leadership

Organizations whose leaders are transactional are less effective than those whose leaders are transformational. This is because transactional leadership is passive management by exception (Only intervening when standards are not been met)

Transactional Leadership and Transformational leadership

Was Bass (1985) who theorized these two leading concepts that have become a reference in thestudy of organizations. Transactional leadership involves the allocation of rewards in exchange for their obedience. Transformational leadership is defined in terms of the effects on the followers.

Transactional
Managers using the transactional leadership style receive certain tasks to perform and provide rewards or punishments to team members based on performance results. Managers and teammembers set predetermined goals together, and employees agree to follow the direction and leadership of the manager to accomplish those goals. The manager possesses power to review results and train or correct employees when team members fail to meet goals. Employees receive rewards, such as bonuses, when they accomplish goals.
Transformational
The transformational leadership style depends on highlevels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. This style of leadership requires the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals.

From wedge and others (OB. cit.) couldsystematize both types as follows:

Transformational leadership
idealized influence (charisma)-the leader adopts behaviors (e.g., respect and moral elevation) that trigger strong emotions in followers, raise confidence and identification with it, influence their ideals and the larger than life aspects;

inspirational leadership-the leader communicates a compelling vision uses symbols topromote the effort of followers, it acts as a type of behaviors, instills optimism.

intellectual stimulation-the leader stimulates followers in the awareness of the problems of their own thoughts and imagination. It helps them recognize their own beliefs and values. Fostering inovadorcriativo thinking them. Encourages them to questinarem their assumptions.

Individualized consideration-the leaderattends to the development needs of the followers, supports them, encourage them, train them, tries to develop its full potential, provide them with feedback, delegates responsibilities to them.

Liderança transacional

>recompensa contingente - o líder clarifica ao seguidor o que este deve fazer para ser compensado pelo esforço.

> gestão por excepção activa - o líder monitoriza odesempenho dos seguidores e adopta acções correctivas se eles não alcançam os padrões estabelecidos.

> gestão por excepção passiva - o líder aguarda que os problemas ocorram para que, então, sejam tomadas acções correctivas.

> Liderança laissez-faire (não liderança) - o líder praticamente abstém-se de tentar influenciar os subordinados.

contingent reward-the leader clarifies thefollower what it must do to be compensated for the effort.
management by exception active-the leader monitors the performance of followers and take corrective actions if they do not reach the standards set.
management by exception to passive-the leader waits for the problems occur for that, then corrective actions are taken.
Laissez-faire leadership (not lead)-the leader pretty much refrains fromtrying to influence the subordinates.
2.1.2 Transactional Leadership

Transactional leadership was first described by Burns (1978), which defines the
transactional leaders such as those that lead to social change through leadership.
The leaders can trade rewards efforts with employees
contract, telling them what to do to obtain these rewards, punishing stocks
unwanted and giving extra...