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Maslow's Hierarchy of Needs

See: Maslow's hierarchy of needs

Within the context of Maslow's hierarchy of needs, transactional leadership works at the basic levels of need satisfaction. Transactional leaders focus on the three lower levels of the hierarchy: physiological, safety, and belonging. 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, until the problem is corrected.

With transactional leadership being applied to the lower-level needs, it is also a foundation for transformational leadership which applies to higher-level needs.

Qualities of Transactional Leadership

Transactional leaders use reward and punishments to gain compliance from their followers. They are extrinsic motivators that bring minimal compliance from followers. They accept goals, structure, and the culture of the existing organization. Transactional leaders tend to be directive and action-oriented.

Transactional leaders are willing to work within existing systems and negotiate to attain goals of the organization. They tend to think inside the box when solving problems

Transactional leadership is primarily passive. The behaviors most associated with this type of leadership are establishing the criteria for rewarding followers and maintaining the status quo. (textbook)

Within transactional leadership, there are two factors, contingent reward and management-by-exception. Contingent reward provides rewards for effort and recognizes good performance. Management-by-exception maintains the status quo, intervenes when suobrdinates do not meet acceptable performance levels, and initiates corrective action to improve performance. (textbook)

Transactional vs. Transformational Leadership

The transactional leadership theory has become part of a three style model: transformational, transactional, laissez-faire. Transactional and transformational are the two modes that tend to be compared the most. Transactional leaders tend to be more passive as transformational leaders demonstrate active behaviors that include providing a sense of mission.

Transactional
• Leadership is responsive
• Works within the organizational culture
• Employees achieve objectives through rewards and punishments set my leader
• Motivates followers by appealing to their own self interest
• Management-by-exception: maintain the status quo; stress correct actions to improve performance (BOOK.)

VS.

Transformational
• Leadership is proactive
• Works to change the organixational culture by implementing new ideas
• Employees achieve objectives through higher ideals and moral values
• Motivates followers by encouraging them to put group interests first
• Individualized consideration: Each behavior is directed to each individual to express consideration and support. (BOOK) • Intellectual stimulation: Promote creative and innovative ideas to solve problems

Examples of Transactional Leadership

Coaches of athletic teams provide one example of transactional leadership. These leaders motivate their followers by promoting the reward of winning the game. They instill such a high level of commitment that their followers are willing to risk pain and injury to obtain the results that the leader is asking for. Another example of transactional leadership is former Wisconsin state senator, Joseph McCarthy. His ruthless style of accusing people of being Soviet spies during the Cold War. By punishing for deviation from the rules and rewarding followers for bringing him accused communist infiltrators, McCarthy promoted results among followers Because this leadership style is especially effective in crisis situations, another example of this type of leadership, was Charles de Gaulle. Through this type of reward and punishment he was able to become the leader of the free French in a crisis situation

References