What makes one leader transactional and the other transformational? What added value does each bring to their organizations?

Assignment Overview

Transformational Leadership

Transformational leadership is a dynamic leadership behavior that “inspires” followers and also “transforms” the way followers think. “Transformational leadership has been widely researched from many perspectives, including a series of qualitative studies of prominent leaders and CEOs in large, well-known organizations” and “has also been the focal point for a large body of leadership research since its introduction in the 1970s” (Northouse, 2004, p. 183). Transformational leaders are able to create a clear vision for followers. Pounder (2008) explains transformational leadership outcomes when reframing an organization by stating, “the effect of transformational leadership on subordinates centers on three leadership outcomes: (a) the ability of the leader to generate extra effort on the part of those being led, (b) subordinates’ perception of leader effectiveness, and (c) their satisfaction with the leader” (p. 2). Transformational leaders are known for empowering followers. As with any type of leadership, “Transformational leadership involves an exceptional form of influence that moves followers to accomplish more than what is usually expected of them. It is a process that often incorporates charismatic and visionary leadership” (Northouse, 2004, p. 169). An example of a transformational leader is Mohandas Gandhi who was nominated for the Nobel Peace Prize five times. Gandhi was able to influence his followers in India to “peacefully” reclaim their land from the British. This “transformation” from violent protests to non-violent protests had many positive implications and outcomes. A different transformational leader was President John F. Kennedy. On May 25, 1961, President John F. Kennedy announced before a special joint session of Congress the ambitious goal of sending an American safely to the Moon before the end of the decade. In 1969, this near-impossible goal was accomplished.

Transactional Leadership

Transactional leadership is an “exchange” that occurs between a leader and a follower. For example, “politicians who win votes by promising no new taxes are demonstrating transactional leadership” (Northouse, 2004, p. 170). Interestingly enough, James MacGregor Burns (1978) was one of the first researchers to discuss transactional and transformational leadership. From a pragmatic perspective, it can be conceptualized as a “business transaction” that occurs between two parties. Transactional leadership assumes that “followers agree about achieving the required goals and objectives in exchange for rewards or praise” (Farag et al., 2009, p. 27). Transactional leaders are successful because of their ability to entice and motivate followers. At times, followers need a reason to perform a task. “Transactional leadership refers to the bulk of leadership models, which focus on the exchanges that occur between leaders and their followers” (Northouse, 2004, p. 170). An example of a transactional leader is Barack Obama (44th President of the United States) who promised to “extend the Bush tax cuts for lower incomes” in exchange for support and votes during his campaign.

Please begin by reading:

Ismail, A., Mohamed, H. A., Sulaiman, A. Z., Mohamad, M. H., & Yusuf, M. H. (2011).An empirical study of the relationship between transformational leadership, empowerment and organizational commitment. Business and Economic Research Journal, 2(1), 89-108. Retrieved May 14, 2014 from ProQuest. (Document ID: 2249003471).umi.com/pqdweb?did=2249003471&sid=15&Fmt=3&clientId=29440&RQT=309&VName=PQD”>http://proquest.umi.com/pqdweb?did=2249003471&sid=15&Fmt=3&clientId=29440&RQT=309&VName=PQD

Ivey, G. W., & Kline, T. B. (2010).Transformational and active transactional leadership in the Canadian military. Leadership & Organization Development Journal, 31(3), 246-262. Retrieved May 14, 2014 from ProQuest. (Document ID: 2017490041).umi.com/pqdweb?did=2017490041&sid=24&Fmt=3&clientId=29440&RQT=309&VName=PQD”>http://proquest.umi.com/pqdweb?did=2017490041&sid=24&Fmt=3&clientId=29440&RQT=309&VName=PQD

Kaifi, B.A., &Mujtaba, B.G. (2010).Transformational leadership of Afghans and Americans. Journal of Service Science and Management, 3(1), 150-159. Retrieved May 15, 2014 from ProQuest. (Document ID:2019762491).umi.com/pqdweb?did=2019762491&sid=1&Fmt=2&clientId=29440&RQT=309&VName=PQD”>http://proquest.umi.com/pqdweb?did=2019762491&sid=1&Fmt=2&clientId=29440&RQT=309&VName=PQD

Please watch:

YouTube Video: Reagan’s Transformational Leadership. Retrieved on May 15, 2014, from.youtube.com/watch?v=puB0Bnt5xfY&feature=related”>http://www.youtube.com/watch?v=puB0Bnt5xfY&feature=related

Case Assignment

After doing some research, please prepare a paper (not including the cover and reference pages) in which you address parts A and B of this assignment:

Part A (3-4 pages)

Select two leaders from the US who you consider to be examples of transactional and transformational leadership. Conduct independent research on these individuals and create a profile that addresses the following:
What makes one leader transactional and the other transformational?
What added value does each bring to their organizations?
What conditions and organizational contingencies influence whether a transactional or transformational leadership style would be most effective?
Considering your answer above, compare the effectiveness of both leaders you profiled in their given environments. Was their leadership style appropriate?
Part B (1-2 pages)

Complete the following transformational leadership questionnaire and then discuss your results. More specifically, do you agree with your results, how can you use your results to become a more effective leader, and how can this questionnaire be used for training and development purposes.
The modified MLQ (Multifactor Leadership Questionnaire) Form 5X-Short measures your leadership capabilities based on different factors related to Transformational leadership. To determine whether you are a transformational leader, circle one of the following options that best describe how you see yourself (or the person that is being evaluated) regarding each statement. For each statement, you can indicate the degree to which you (or the person being evaluated) engage (s) in the stated behavior. A rating of 1 means Never and a rating of 5 means Always with the person demonstrating the specific behavior.

Directions for Scoring

After completing the questionnaire, please add all of your scores so you have a total score. Your results will indicate where you range for transformational leadership propensities:

45-50 Very high range
40-44 High range
35-39 Moderately high range
30-34 Moderately low range
25-29 Low range
10-24 Very low range
Assignment Expectations

Make sure that you use your own language (rather than copying sentences from the article).
Your paper will be graded based on the following criteria: Precision, Clarity, Breadth, Depth, Grammar/Vocabulary, Referencing, and Application.
Use 12-point type size (Times New Roman), double-spacing, and one-inch margins. Add a cover page and a references list.
Cite your sources: APA Style – Trident requires all PhD work to be in APA form. We also encourage all other students to comply with guidelines for proper citation of references. You may use the tutorial found on the following link (press “view the tutorial”):.apastyle.org/learn/tutorials/basics-tutorial.aspx?apaSessionKey=4532A4A4911C1E8D5E885C141739A382″>The Basics of APA Style

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