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Ng environment io3_module1_introducing leadership_unit1_p1_leadership
1. IO3 – Training package for social and green
NGO leadership
Module 1: Introducing leadership
Unit 1: What is leadership?
Prepared by UPB
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
2. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
Agenda
Unit 1: What is leadership?
1.1 Definition of leadership
1.2 Leadership theories and models
Unit 2: Leadership Styles
2.1 Different leadership styles
2.2 Identification of own leadership style
Unit 3: Social Aspects/ specifics in NGO-Leadership
3.1 Components of social aspects
3.2 Importance of leadership when starting a NGO
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
2The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
3. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 1
Learning Outcomes
The aim of this module 1 is to introduce you to leadership NGO.
Moreover, this module highlights the importance of being a
competent leader for a running and successful NGO-business.
The learning outcomes can be defined as follows:
Define leadership
Understand why leadership is important when starting a NGO
Understand the different styles of leadership
Understand social aspects/ specifics in NGO-Leadership
Identify your own leadership style
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
3The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
4. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
Unit 1: What is leadership?
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
4
https://pixabay.com/de/photos/f%C3%BChrer-f%C3%BChrung-gesch%C3%A4ftsf%C3%BChrer-team-2206099/
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
5. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
Unit 1: What is leadership?
Leadership is objective-oriented influence [...]. The leaders
should be persuaded to achieve certain objectives, which are
usually derived from the objectives of the company.
(von Rosenstiel 2009, p. 3)
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
5The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
6. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.1 Definition of leadership
Differentiation into two types:
Leadership through structures
Structures control and coordinate activities
Soft factors such as norms or corporate cultures
Leadership through humans
Influence by the behaviour of the chief (Motivation through staff appraisals, task
coordination, clarification of objectives etc.)
(von Rosenstiel 2009, pp. 3ff.)
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
6The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
7. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Differentiation into two basic leadership theories
(related to the content orientation):
Transactional leadership
Transformational leadership
(Schirmer/ Woydt 2016, p. 158.)
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
7The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
8. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Transactional leadership
“Transactional management is based on the learning theory
of the Principle of Reinforcement: The Executive controls both
the path taken by the employees in the pursuit of their goals,
as well as to the target achievement.”
(Nerdinger 2016, p. 90)
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
8The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
9. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Transactional leadership (managerial leadership)
focuses on the role of supervision, organisation and group performance
leader promotes compliance of his followers through both rewards and
punishments.
leaders using the transactional approach are not looking to change the
future, they are looking to merely keep things the same.
these leaders pay attention to followers' work in order to find faults and
deviations.
this type of leadership is effective in crisis and emergency situations, as well as
when projects need to be carried out in a specific fashion.
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
9
(Odumeru, James A.; Ifeanyi Georg O. 2013)
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
10. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Transactional leadership:
Exchange model
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
10
Positive
amplifiers
Negative
amplifiers
Reduce bonus
Bad
reputation
Exclusion
Larger office
Praise and
recognition
Bonus
payments
Rewards for good job
Sanctions for poor
work or negative
outcomes
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
11. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
11
TASK!
Did you ever get in contact with exchange
models?
How did you perceive it?
What are further positive or negative
amplifiers?
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
12. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Transactional leadership
transactional leaders focus on
the lower levels of the hierarchy
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
12
Self- actualization
(desire to become the most that one can be
Esteem
(respect, self- esteem, status, freedom etc.)
Love and belonging
(friendship, intimacy, family etc.)
Safety needs
(personal security, employment, health, etc.)
Physiological needs
(air, water, food, sleep, clothing, etc.)
Maslow´s hierarchy of needs
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
13. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
13
TASK!
What are your expectations for a satisfactory
job?
Which needs should the leader satisfy?
14. H5P-Task
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
15. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Transformational leadership
“Transformation leadership starts with the normal effort of the
employees and increased - i.e. transformed –
it into an extra effort.”
(Nerdinger 2016, p. 90)
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
15The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
16. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Transformational leadership
Four Dimensions:
Charisma:
The leader acts as a role model for the employees
The leader sets moral standards and develops the vision
The leader have to convey enthusiasm
The leader have to create a basis of trust
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
16
(Bass / Avolio / Jung / Berson 2003, p. 208; Schirmer / Woydt 2016, p. 188.)
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
17. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Transformational leadership
Four Dimensions:
Inspiration:
The leader motivates the employees with visions
The leader encourages their interest in the tasks
Symbols and emotional appeals increase the awareness for the objectives
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
17
(Bass / Avolio / Jung / Berson 2003, p. 208; Schirmer / Woydt 2016, p. 188.)
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
18. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Transformational leadership
Four Dimensions:
Intellectual stimulation:
The leader tries to break up established patterns of thought
The leader tries to convey new insights
18
(Bass / Avolio / Jung / Berson 2003, p. 208; Schirmer / Woydt 2016, p. 188.)
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the
Commission cannot be held responsible for any use which may be made of the information contained therein.
19. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
Transformational leadership
Four Dimensions:
Individual esteem:
The leader takes individual care of the employees
Consideration of the employees needs
The leader promotes the employees intensively
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
19
(Bass / Avolio / Jung / Berson 2003, p. 208; Schirmer / Woydt 2016, p. 188.)
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the
Commission cannot be held responsible for any use which may be made of the information contained therein.
20. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership
1.2 Leadership theories and models
Differentiation between transactional and transformational
leadership:
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
20
(Stock-Homburg 2013, p. 464)
Transactional leadership Transformational leadership
Coordination mechanism Contracts, rewards, punishment Enthusiasm, solidarity, trust,
creativity
Staff motivation Extrinsic incentives Intrinsic incentives
Perspective of achievement of
objectives
Rather short-term Rather long-term
Content of objectives Material objectives Idealistic objectives
Role of the leader Instructor Teacher, Coach
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the
Commission cannot be held responsible for any use which may be made of the information contained therein.
21. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
1.2 Leadership theories and models
To sum up the learning outcomes of unit I
Transformational leadership
“Transformational leadership style concentrates on the development of followers as well as their needs. Managers with
transformational leadership style concentrate on the growth and development of value system of employees, their
inspirational level and moralities with the preamble of their abilities.” (Ismail A. et al. 2009)
Transactional leadership
“Transactional leadership relies more about "trades" between the leader and followerbywhich followers are
compensated for meeting specific goals or performance criteria.” (Trottier T. et al. 2008)
“Transactional leadership in organizations plays an exchange role between managers and subordinates.” (Jung D.I
2001)
Exchange model with rewards and sanctions (Odumeru, James A.; Ifeanyi Georg O. 2013)
21The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the
Commission cannot be held responsible for any use which may be made of the information contained therein.
22. H5P-Task
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership–
Module 1
23. Thank you very much for
your attention!
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
24. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO2 - Induction to Pedagogy for NGO staff
Sources
Bass, B. M./ Avolio, B. J./ Jung, D. I./ Berson, Y. (2003): Predicting Unit Performance by Assessing Transformational and Transactional Leadership. In Journal of Applied Psychology, Vol. 88,
No. 2, pp. 207–218.
Ismail A., Halim F. A., Munna D.N., Abdullah A., Shminan A. S. andMuda A. L. (2009): The mediating effect of empowerment in the relationship between transformational leadership and
service quality,J.Bus. Manage.,4(4), 3-12
Jung D. I., (2001): Transformational and transactional leadership and their effects on creativity in groups,Creativity Research Journal, 13, 185-195 Trottier T., Van WartM.andWang X.,
Examining the Nature and Significance of Leadership in Government Organizations,Public Administration Review, 319-333 (2008)
Nan jundeswaras wamy T.S. andSwamy D.R. (2014): Leadership styles. Review paper: Department of Industrial Engineering and Management, JSS Academy of Technical Education,
Bangalore, INDIA*nswamy.t s@gmail.com. P.58. Link: https://www.mnsu.edu/activities/leadership/leadership_styles.pdf
Nerdinger, F. W. (2016): Führung von Mitarbeitern. In: Nerdinger, F. W. / Blickle, G. / Schaper, N. (Hrsg.): Arbeits- und Organisationspsychologie (3rd edition), Berlin, Heidelberg 2014, pp. 83-
118.
Odumeru, J. A., Ogbonna, I. G. (2013): Transformational vs. Transactional Leadership Theories: Evidence in Literature. Online Source:
https://pdfs.semanticscholar.org/a44b/2a289a2866ffa714d88e7ee8304b0a4caf5f.pdf?_ga=2.153655473.821097605.1579168553-1825054538.1579168553
Schirmer, U./ Woydt, S. (2016): Mitarbeiterführung (3rd edition). Berlin, Heidelberg: Springer Gabler.
Stock-Homburg, R. (2013): Personalmanagement. Theorien – Konzepte – Instrumente (3rd edition). Wiesbaden: Springer Gabler.
Tannenbaum, R./ Schmidt, W. H. (1973): How to choose a leadership pattern. Harvard Business Review, pp. 162-180.
Von Rosenstiel, L. (2009): Grundlagen der Führung. In: Von Rosenstiel, L./ Regnet, R./ Domsch, M. E. (Hrsg.). Führung von Mitarbeitern. Handbuch für erfolgreiches Personalmanagement
(6th edition), Stuttgart 2009, pp. 3-27.
Wagner, H. L. (1999): The psychobiology of human motivation. London.
Weibler, J. (2016): Personalführung (3rd edition). München: Verlag Franz Vahlen.
Wunderer, R. (2011): Führung und Zusammenarbeit. Eine unternehmerische Führungslehre (9th edition). Köln: Luchterhand.
This project has been funded with the support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
24The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held
responsible for any use which may be made of the information contained therein.
Notes de l'éditeur
“the leader is the inspiration for and director of the action. They are the person in the group that possesses the combination of personality and leadership skills to make others want to follow their direction.” (https://www.thebalancesmb.com/leadership-definition-2948275)
-The transactional leadership was first described by the American sociologist James Downton in 1973 and further developed into a model in 1978 by James MacGregor Burns.
ODUMERU, JAMES A; IFEANYI GEORGE OGBONNA (June, 2013): Transformational vs. Transactional Leadership Theories: Evidence in Literature, in InternationalReview of Management and BusinessResearch, p.358. Link: https://s3.amazonaws.com/academia.edu.documents/37688994/1371451049.pdf?response-content-disposition=inline%3B%20filename%3DTransformational_vs._Transactional_Leade.pdf&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Credential=AKIAIWOWYYGZ2Y53UL3A%2F20200104%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Date=20200104T184408Z&X-Amz-Expires=3600&X-Amz-SignedHeaders=host&X-Amz-Signature=ed802fa086b716608c9029d784c2413d14a82fb64ea5d79be5623191c9740a7b
Transactional Leadership, also known as managerial leadership, focuses on the role of supervision, organisation, and group performance; transactional leadership is a style of leadership in which the leader promotes compliance of his followers through both rewards and punishments. Unlike Transformational leadership, leaders using the transactional approach are not looking to change the future, they are looking to merely keep things the same. These leaders pay attention to followers' work in order to find faults and deviations. This type of leadership is effective in crisis and emergency situations, as well as when projects need to be carried out in a specific fashion.
Transactional leaders use an exchange model, with rewards being given for good work or positive outcomes. Conversely, people with this leadership style also can punish poor work or negative outcomes, untilthe problem is corrected. One way that transactional leadership focuses on lower level needs is by stressing specific task performance (Hargis et al, 2001).Transactional leaders are effective in getting specific tasks completed by managing each portion individually.Transactional leaders are concerned with processes rather than forward-thinking ideas. These types of leaders focus on contingent reward (also known as contingent positive reinforcement) or contingent penalization (also known as contingent negative reinforcement). Contingent rewards (such as praise) are given when the set goals are accomplished on-time, ahead of time, or to keep subordinates working at a good pace at different times throughout completion. Contingent punishments (such as suspensions) are given when performance quality or quantity falls below production standards or goals and tasks are not met at all.
Transactional Leadership, also known as managerial leadership, focuses on the role of supervision, organisation, and group performance; transactional leadership is a style of leadership in which the leader promotes compliance of his followers through both rewards and punishments. Unlike Transformational leadership, leaders using the transactional approach are not looking to change the future, they are looking to merely keep things the same. These leaders pay attention to followers' work in order to find faults and deviations. This type of leadership is effective in crisis and emergency situations, as well as when projects need to be carried out in a specific fashion.
Transactional leaders use an exchange model, with rewards being given for good work or positive outcomes. Conversely, people with this leadership style also can punish poor work or negative outcomes, untilthe problem is corrected. One way that transactional leadership focuses on lower level needs is by stressing specific task performance (Hargis et al, 2001).Transactional leaders are effective in getting specific tasks completed by managing each portion individually.Transactional leaders are concerned with processes rather than forward-thinking ideas. These types of leaders focus on contingent reward (also known as contingent positive reinforcement) or contingent penalization (also known as contingent negative reinforcement). Contingent rewards (such as praise) are given when the set goals are accomplished on-time, ahead of time, or to keep subordinates working at a good pace at different times throughout completion. Contingent punishments (such as suspensions) are given when performance quality or quantity falls below production standards or goals and tasks are not met at all.
Within the context of Maslow's hierarchy of needs, transactional leadership works at the basic levels of need satisfaction, where transactional leaders focus on the lower levels of the hierarchy. Transactional leaders use an exchange model, with rewards being given for good work or positive outcomes
Wagner, Hugh L. (1999): The psychobiology of human motivation. London.
Within the context of Maslow's hierarchy of needs, transactional leadership works at the basic levels of need satisfaction, where transactional leaders focus on the lower levels of the hierarchy. Transactional leaders use an exchange model, with rewards being given for good work or positive outcomes
Wagner, Hugh L. (1999): The psychobiology of human motivation. London.
Within the context of Maslow's hierarchy of needs, transactional leadership works at the basic levels of need satisfaction, where transactional leaders focus on the lower levels of the hierarchy. Transactional leaders use an exchange model, with rewards being given for good work or positive outcomes.
“A transformational leader is a person who stimulates and inspires (transform) followers to achieveextraordinary outcomes (Robbins and Coulter, 2007). He/she pay attention to the concern and developmental needs of individual followers; they change followers’ awareness of issues by helping them to look at old problems in a new way ; and they are able toarouse, excite and inspire followers to put out extra effort to achieve group goals. Transformational leadership theory is all about leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole (Warrilow, 2012). The concept of transformational leadership was introduced by James Macgregor Burns in 1978 in his descriptive research on political leaders, but its usage has spread into organisational psychology and management withfurther modifications by B.M Bass and J.B Avalio (Jung & Sosik, 2002).” https://s3.amazonaws.com/academia.edu.documents/37688994/1371451049.pdf?response-content-disposition=inline%3B%20filename%3DTransformational_vs._Transactional_Leade.pdf&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Credential=AKIAIWOWYYGZ2Y53UL3A%2F20200104%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Date=20200104T184408Z&X-Amz-Expires=3600&X-Amz-SignedHeaders=host&X-Amz-Signature=ed802fa086b716608c9029d784c2413d14a82fb64ea5d79be5623191c9740a7b
„Seit einiger Zeit haben sich die Anforderungen an Führung deutlich gewandelt. Verantwortlich dafür sind die geänderten Bedingungen auf den Markten ebenso wie die neuen, schlankeren Strukturen in den Unternehmen (Nerdinger, 2003; Blickle & Schneider, 2010). Unter solchen Bedingungen wird eine Dimension des Führungsverhaltens immer wichtiger, die man als transformationales Verhalten bezeichnet“ (Nerdinger 2016, S. 90).
„Seit einiger Zeit haben sich die Anforderungen an Führung deutlich gewandelt. Verantwortlich dafür sind die geänderten Bedingungen auf den Markten ebenso wie die neuen, schlankeren Strukturen in den Unternehmen (Nerdinger, 2003; Blickle & Schneider, 2010). Unter solchen Bedingungen wird eine Dimension des Führungsverhaltens immer wichtiger, die man als transformationales Verhalten bezeichnet“ (Nerdinger 2016, S. 90).
„Seit einiger Zeit haben sich die Anforderungen an Führung deutlich gewandelt. Verantwortlich dafür sind die geänderten Bedingungen auf den Markten ebenso wie die neuen, schlankeren Strukturen in den Unternehmen (Nerdinger, 2003; Blickle & Schneider, 2010). Unter solchen Bedingungen wird eine Dimension des Führungsverhaltens immer wichtiger, die man als transformationales Verhalten bezeichnet“ (Nerdinger 2016, S. 90).
“Transformational Leadership styles: Transformational leadership style concentrates on the development of followers as well as their needs. Managers with transformational leadership style concentrate on the growth and developm ent of value system of employees, their inspirat ional level and moralit ies with the preamble of their abilit ies21.According to Bass5,the aim of transformational leadership would be to „transform‟ people and organizat ions inside a literal sense -to alter them in the mind and heart enlarge vis ion, ins ightandunderstanding clarify reasons make behavior congruent with values, conceptsandbrings about changes which are permanent, self-perpetuatingandmomentum building.” Source: Nan jundeswaras wamy T.S. andSwamy D.R. (2014): Leadership styles. Review paper: Department of Industrial Engineering and Management, JSS Academy of Technical Education, Bangalore, INDIA*nswamy.t s@gmail.com. P.58. Link: https://www.mnsu.edu/activities/leadership/leadership_styles.pdf
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Jung D. I.,Transformational and transactional leadership and their effects on creativity in groups,Creativity Research Journal, 13, 185-195 (2001)
TrottierT., Van WartM.andWang X., Examining the Nature and Significance of Leadership in Government Organizations,Public Administration Review, 319-333 (2008)
