Answer The Following Questions Based On Your Reading and Research in Approximately 650 Words

Answer the following questions based on your reading and research in
approximately 650 words:

1. Explain the contemporary theories on leadership, including Transformational-
Transactional, Charismatic-Visionary and Team Leadership.
Explain the contemporary theories on leadership
The Contingency Theories of leadership was developed as different leaders have different
qualities. Leadership is driven by a strong persuasion and hope.
“ Transformational leaders demonstrate self confidence, the ability to articulate a

vision, a willingness to pursue the vision even if they must assume high personal
risk and an ability to promote change
Andrea Giampetro-Meyer, Timothy Brown, S J M Neil Browne, and Nancy

Kubasek. 1998. Do we really want more leaders in business? Journal of Business
Ethics 17, no. 15, (November 1): 1727-1736. http://www.proquest.com/ (accessed November
13, 2010).
Link = http://proquest.umi.com/pqdweb?
did=36374986&sid=12&Fmt=6&clientId=8429&RQT=309&VName=PQD
The contemporary theories on leadership
Transaactional leader
-leaders that lead primarily by using social exchanges (or transaction); guide or motivate
their followers to work towards established goals by exchanging rewards for their
productivity
Transformational Leaders
-stimulates and inspires followers to transcend their own self-interests for the good of the
organisation to achieve extraordinary outcome
-strongly correlated with lower turnover rates and higher leaves of productivity, employee
satisfaction, creativity, goal attainment and follower well-being
Contemporary views on leadership

Charismatic-visionary leadership
-an enthusiastic, self-confident leader whose personality and actions influence people to
behave in certain ways
- Charismatic leadership may not always be needed to achieve high levels of employee
performance
. . Followers task has an ideological purpose or degree of stress uncertainty
Visionary leadership
-goes beyond charisma, since it is the ability to create and articulate a realistic, credible and
attractive vision of the future that improves on the present situation
. the ability to explain the vision to others
. the ability to express the vision not just verbally but also through behaviour
.is the ability to extend or apply the visions to different leadership contexts
- A leader is someone who can influence other and who has managerial authority
- Leadership the process of influencing a group to achieve goals
- Because leading is one of the four management functions, ideally all managers
should be leaders
-
Early theories of leadership

-
Transactional and transforming leaders have a vast different between them. Transactional
leader is someone who recognizes what people want and need and try to ensure that they
aroive what they want.
Transformations
steal
Burns (1977) argued that it was possible to distinguish between transactional and
transforming leaders. The former, ‘approach their followers with an eye to trading one thing
for another (1977: 4), while the latter are visionary leaders who seek to appeal to their
followers ‘better nature and move them toward higher and more universal needs and
purposes’ (Bolman and Deal 1997: 314). In other words, the leader is seen as a change agent.
Exhibit 3: Transactional and transformational leadership

Transactional Transformational
The transactional leader: The transformational leader:
Recognizes what it is that we want to get Raises our level of awareness, our level of
from work and tries to ensure that we get it consciousness about the significance and
if our performance merits it. value of designated outcomes, and ways of
reaching them.
Exchanges rewards and promises for our
effort. Gets us transcend our own self-interest for
the sake of the team, organization or larger
Is responsive to our immediate self interests polity.
if they can be met by getting the work done.
Alters our need level (after Maslow) and
expands our range of wants and needs.
(Based on Bass 1985 - Wright 1996: 213)

Bass (1985) was concerned that Burns (1977) set transactional and transforming leaders as
polar opposites. Instead, he suggests we should be looking at the way in which transactional
forms can be drawn upon and transformed. The resulting transformational leadership is said
to be necessary because of the more sophisticated demands made of leaders. van Maurik
(2001: 75) argues that such demands ‘centre around the high levels of uncertainty
experienced by leaders, their staff and, indeed, the whole organization… today’. He goes on
to identify three broad bodies of writers in this orientation. Those concerned with:
 Team leadership e.g. Meredith Belbin.
 The leader as a catalyst of change e.g. Warren Bennis, James Kouzes and Barry Posner,
and Stephen R. Covey.
 The leader as strategic visionary e.g. Peter Senge
The dividing lines between these is a matte for some debate; the sophistication of the analysis
offered by different writers variable; and some of the writers may not recognize their
placement but there would appear to be a body of material that can be labelled
transformational. There is strong emphasis in the contemporary literature of management
leadership on charismatic and related forms of leadership. However, whether there is a solid
body of evidence to support its effectiveness is an open question. Indeed, Wright (1996: 221)
concludes ‘it is impossible to say how effective transformational leadership is with any
degree of certainty. We will return to some questions around charisma later – but first we
need to briefly examine the nature of authority in organizations (and the relationship to
leadership).
Contingency Theory Of Leadership
Contingency Theory of Leadership
The most popular and extensively researched situational theory of leadership was first
proposed by Fred Piedler during the 1960s. Fiedler's model claims that group performance
depends on the interaction of the leader style and the favorableness of the situation. Fiedlers
major contributions consist of(l) iden-tifying the leadership orientation of the leader and
developing a way to measure it, and (2) identifying three situational factors influencing
leadership and developing a method of measuring them
Leader orientation. Fiedler's definition of the leader's orientation emerged largely from earlier
studies in which leaders were classified as either relation-ship-oriented or task-oriented.
Relationship-oriented leaders look at others as coworkers and see close interpersonal
relations as a requirement for accom-plishing the task. Task-oriented leaders show a strong
emotional reaction against people with whom they have difficulty working.

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Answer The Following Questions Based On Your Reading and Research in Approximately 650 Words

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Answer the following questions based on your reading and research in

approximately 650 words:

Explain the contemporary theories on leadership

“ Transformational leaders demonstrate self confidence, the ability to articulate a

Andrea Giampetro-Meyer, Timothy Brown, S J M Neil Browne, and Nancy

The contemporary theories on leadership

Contemporary views on leadership

Early theories of leadership

Exhibit 3: Transactional and transformational leadership

The transactional leader: The transformational leader:

(Based on Bass 1985 - Wright 1996: 213)

 Team leadership e.g. Meredith Belbin.

 The leader as strategic visionary e.g. Peter Senge

Contingency Theory Of Leadership

Contingency Theory of Leadership

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