1. Transactional and
Transformational Leadership
Dr Emma Roberts

2. Bass &
Avolio

3. Which of the following leadership
behaviours do you use?
Link goals to rewards and provide various kinds of rewards
for successful performance.
Actively monitor the work of your subordinates, watch for
mistakes and take corrective action to prevent mistakes.
Intervene only when standards are not met and then use
punishment to improve performance.
Provide an environment where the subordinates get many
opportunities to make decisions and avoid making
decisions yourself.

4. Dimensions of
Transactional leadership
Contingent Rewards:
Transactional leaders link the goal to rewards, clarify expectations, provide
necessary resources, set mutually agreed upon goals, and provide various kinds of
rewards for successful performance.
Active Management by Exception:
Transactional leaders actively monitor the work of their subordinates, watch for
deviations from rules and standards and taking corrective action to prevent
mistakes.
Passive Management by Exception:
Transactional leaders intervene only when standards are not met or when the
performance is not as per the expectations. They may even use punishment as a
response to unacceptable performance.
Laissez-faire:
The leader provides an environment where the subordinates get many
opportunities to make decisions. The leader himself abdicates responsibilities and
avoids making decisions and therefore the group often lacks direction.

5. Transactional leadership
(not to be confused with Transactional Analysis)

Transactional leadership focuses on the
basic management process of
controlling, organizing, and short-term
planning.

Their power comes from their formal
authority and responsibility in the
organization. The main goal of the
follower is to obey the instructions of the
leader.

The leader believes in motivating
through a system of rewards and
punishment

6. Transactional v
leadership
Stable situations:
Leader can identify needs of
subordinates
Stability means context/
task can be structured
In return, subordinates will
exert effort towards leaders
goals.
Keeps things ticking over
Transformational
leadership
Fluctuating situations:
Leader needs vision of what
needs to be done
Leader can communicate this
vision, energise and inspire.
Four ‘I’s
Individualized Consideration
(IC)
Intellectual Stimulation (IS)
Idealized Influence (II)
Inspirational Motivation (IM)
Bass, B. (1990) From Transactional to Transformational
Leadership Organisational Dynamics 18 (1) p19-31

7. Stable situations
Leader behaviour can be calm,
reflective, deliberate and
anticipate future contingencies.
Leadership must be exercised
without the support of strong
emotion or obvious necessity and
must combat the indifference that
frequently accompanies lack of
stress and excitement.
Stable conditions call for selfrestraint and deliberation.

8. Transactional v
leadership
Stable situations:
Leader can identify needs of
subordinates
Stability means context/
task can be structured
In return, subordinates will
exert effort towards leaders
goals.
Keeps things ticking over
Transformational
leadership
Fluctuating situations:
Leader needs vision of what
needs to be done
Leader can communicate this
vision, energise and inspire.
Four ‘I’s
Individualized Consideration
(IC)
Intellectual Stimulation (IS)
Idealized Influence (II)
Inspirational Motivation (IM)
Bass, B. (1990) From Transactional to Transformational
Leadership Organisational Dynamics 18 (1) p19-31

9. Dimensions of
Transformational leadership
Individualized Consideration
(IC) - Transformational leaders
demonstrate genuine concern for the
needs and feelings of followers. This
personal attention to each follower is a
key element in bringing out their very
best efforts.
Intellectual Stimulation (IS) - the
leader challenges followers to be
innovative and creative. A common
misunderstanding is that
transformational leaders are "soft," but
the truth is that they constantly
challenge followers to higher levels of
performance.
Idealized Influence (II) - the
leader serves as an ideal role
model for followers; the leader
"walks the talk," and is admired
for this.
Inspirational Motivation (IM)
- Transformational leaders have
the ability to inspire and motivate
followers. Combined these first
two I's are what constitute the
transformational leader's
charisma.
Bass, B. (1990) From Transactional to Transformational Leadership
Organisational Dynamics 18 (1) p19-31

10. Which of the following are true
about your leadership behaviour?
1. I would never require a
follower to do something that I
wouldn't do myself.
5. My followers would say that I am
very attentive to their needs and
concerns.
2. My followers would say that
they know what I stand for.
6. Even though I could easily do a
task myself, I delegate it to expand
my followers' skills.
3. Inspiring others has always
come easy to me.
4. My followers have told me
that my enthusiasm and positive
energy are infectious.
7. Team creativity and innovation
are the keys to success.
8. I encourage my followers to
question their most basic way of
thinking.

11. Transformational Leadership
(Add up your Yes answers)
Idealized Influence
1. I would never require a follower to
do something that I wouldn't do
myself.
2. My followers would say that they
know what I stand for.
Inspirational Motivation
3. Inspiring others has always come
easy to me.
4. My followers have told me that my
enthusiasm and positive energy are
infectious.
Individualised Consideration
5. My followers would say that I am
very attentive to their needs and
concerns.
6. Even though I could easily do a
task myself, I delegate it to expand
my followers' skills.
Intellectual Stimulation
7. Team creativity and innovation are
the keys to success.
8. I encourage my followers to question
their most basic way of thinking.

12. Optimal
Leadership
Profile
More time using
Transformational
leadership.
Less time using
laissez faire,
rewards and
monitoring styles.