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Transactional leadership (or transactional management) is a type of leadership style that focuses on the exchange of skills, knowledge, resources, or effort between leaders and their subordinates. This leadership style prioritizes individual interests and extrinsic motivation as means to obtain a desired outcome.
Burns shifted the focus of leadership studies from the traits and actions of great men to the interaction of leaders and their constituencies as collaborators working toward mutual benefit. [8] He was best known for his contributions to the transactional , transformational , aspirational, and visionary schools of leadership theory .
The study found that there is a relationship between emotions, labor behavior and transactional leadership that affects the team. Depending on the level of emotions of the team; this can affect the transactional leader in a positive or negative way. Transactional leaders work better in teams where there is a lower level of emotions towards a ...
When transformational leadership was used in a nursing environment, researchers found that it led to an increase in organizational commitment. [35] A separate study examined that way that transformational leadership and transactional leadership compare when implemented into an online class. [36]
The full range of leadership model (FRLM) is a general leadership theory focusing on the behavior of leaders towards the workforce in different work situations. The FRLM relates transactional and transformational leadership styles with laissez-faire leadership style.
The term transactional leadership was introduced by Weber in 1947. [116] There are several forms of transactional leadership, the first being contingent reward, in which the leader outlines what the follower must do to be rewarded for the effort.
A transactional leadership practice is defined by its "trans-actors" who "enact new and unfolding meanings in on-going trans-actions." [47] Actors operating "together-at-once" in a transaction is contrasted with the older model of leadership defined by the practices of actors operating in self-actional or inter-actional way. In the former ...
It is a multi-rater form, meaning that it analyzes the leader's self-assessment alongside how superiors, peers, subordinates, and others perceive their leadership behaviors. The MLQ 360 measures transformational leadership, transactional leadership, passive/avoidant behaviors, and outcomes of leadership.