Transformational and transctional leadership (oppositioanal and complimentary)

Effective leadership
Leadership can be defined as the ability of an individual or an organization to influence the judgment of people in favor of the achievement of an organizational goal. Leadership has often been considered as an essential aspect of trying to fathom and encourage people in an organization, may it be in terms of politics or a business set up, to try and influence the general masses, in relation with a political set up and the employees, in relation to the organization, so that both the business as well as the political set up can develop and prosper as per the aspirations of the higher management (Homring, 2001). Leadership has also been defined as a creation of a path through which individuals can create and contribute to making something extraordinary happen (Peiers, 1997). As leadership evolved, students of leadership managed to evolve various traits that included the essence of leadership, such as situational interaction, vision and values, intelligence, functions, behavior and charisma, amongst other aspects related to the learning curve. Effective leadership can easily be described through the means of trait theory, as this is a medium of expression through which an individual has the ability to express the thoughts and feelings into practice and then go on to assess the overall affects of the imbibed qualities in a practical scenario (Morris, Brotheridge & Urbanski, 2005). The first academic theory of leadership was developed by Thomas Carlyle, who in turn was considered a pioneer of sorts when it came to developing and enhancing the abilities of an individual in terms of the appropriate identification and the usage of skills, talent and the physical characteristics of individuals who made a mark by rising to power (Kouzes & Posner, 2007).

The transformational leader
There are numerous kinds of leadership models in this world and while most cannot be considered effective, there are a few which are considered effective and proficient to bring about an organizational change, in relation to the human resource set up in the modern era. According to Jim Collins, a management expert, transformational leadership is the only method through which an organization, in relations to the human resource department, can hope to achieve success in any sphere. In his research, he found that only 2 out of 1,473 companies could actually emerge from “good to great” and this is owing to the fundamentals of a transformational leadership (Larson & Jerry, 2009).. Through the concept of a Level 5 executive, Collins revealed the true importance of a transformational leader and how the leader, through the paradoxical blend of professional will and personal humility, allowed the organizations to grow at war speed. As compared to the CEO’s, who also happen to be larger than life characters, the Level 5 leaders proved to be calm, determined, inspired, charismatic, motivated and focused towards the overall improvement of the organization. Hence, in the case of a human resource environment, the need for Level 5 plus leaders is of vital importance. Charisma and presence are two of the most important qualities which are supposedly considered an essential perquisite for human resource managers who aspire to lead their organizations on a path to victory while withstanding the pressures of a modern business environment. If a human resource management is to achieve success in any sphere, the management needs to let go off the traditional transactional leadership model, which works on the basis of punishment and rewards and apply the transformational leadership module, which develops the employees through intrinsic motivation and motivates the workers through long term goals (Larson & Jerry, 2009).

Qualities of a transformational leader
The organizational benefits of leadership styles have been successfully demonstrated by Bernard Bass, the editor in chief of the Leadership Quarterly journal, along with Ronald Riggio, who happens to be a professor of leadership and psychology in Claremont McKenna College (James, 2008). According to their researches, transformational leaderships are oriented towards achieving real and positive changes through an optimum combination of virtues and morals. In the wake of leadership capacity, Robert Quinn has outlined the normal and fundamental states of leadership model by corresponding transactional and transformational leadership qualities (Bass, 1985). During the time of crisis, a transformational leader needs to act in an open an authentic manner so as to allow a transformation and in this way, a leader would be forced to move beyond the transactional state and use means to produce authentic results. In relation with the human resource management, the concerned leaders are supposed to use their transformational skills to enhance the philosophy, core values and the mission, and this in turn ensures that the human recourse management would be able to evolve in the wake of a dynamic cultural landscape (Bass, 1985). The foundational component, which has been considered effective for transformational leadership is supposed to be derived from leaders’ Emotional Intelligence Quotient. Reuven Bar-On, a psychologist in the University of Texas explains that despite the high level of Emotional Quotient (EQ), transformational leaders are fairly effective in a human recourse environment. In order to become the next generation of transformational leaders, we need to imbibe the five elements of Intelligence Quotient, namely, interpersonal skills like self awareness, intrapersonal skills like social awareness, adaptability with the changing environment, stress management through emotional regulation and the general mood through optimism and motivation are of immense importance in a successful transformational leader (James, 2008).

Transformational leadership, in relation with the nursing model clearly represents the efficiency of the module in terms of generating the best out of the existing business. With regards to the organizing factor in a human resource environment, it needs to be noted that the leadership modules play a major role in deciding the final outcome of a business organization. Transformational leadership would lead to the following benefits: (1) better employee engagement- through the means of transformational leadership, the organization can hope to generate seven times the average rate of employee engagement. Likewise, such workers are habitual of sharing best practices, help each other at tasks and have fewer accidents at workplace (Allen, 2008), (2) staff retention is higher- whenever an employee is motivated through the aid and efforts of a transformational leader the chances are that the employee’s retention rate would increase four folds (Ammeter & Dukerich, 2004), (3) better customer satisfaction- transformational leadership module is based upon the ability of an individual to mould the environment in such a manner that the overall business scenario can exceed expectations. When the productivity increases, the overall consumer satisfaction also increases (Bass, 1990), (4) fewer accidents- when the organization is solely based on effort and there exists a harmonious relationship, the chances of accidents are automatically minimized. Transformational leadership equips employees to look after their safety, remain vigilant towards fellow workers and helps employees recover in the act of accidents by informing their families, (5) better coordination- people who are led by informational leaders are supposedly better coordinated in terms of work, and (6) lesser pilferage- whenever employees are governed by the principles of transformational leadership, they tend to respect the organizations property as their own and hence, the chances of pilferage and stealing are very low (James, 2008).

Advantages of transformational leadership
In order to understand the true meaning of transactional leadership and transformational leadership, a researcher needs to first realize and fathom the true meaning which often is like hidden beneath the veil of leadership tips. The first tip is to know you job well as proficiency in your skills would automatically propel people to follow you. A true leader is a true and honest individual who does not believe in the institution of lies. Instead of patronizing the staff by insincere praise, a true leader always lauds the employees with sincere praise. Instead of threatening and indulging in a shallow methodology, a true leader always tries to explain things in a systematic fashion, with the explanation being clear and accurate. In a managerial scenario, with due respect to the human resource environment, a true leader would never talk bad about the managerial staff, for such talk would disrespect the superior’s authority and in turn would degrade a leaders’ position in the eyes of the employees. A true leader learns to keep promises, is optimistic by nature, has a vision for the organization, never confuses coercion, manipulation and power with leadership, is understanding, always lend an ear to listen, is ready to take calculated risks, never looks for a scapegoat, never denies the existence of a problem, seldom jumps to conclusions, is always flexible and ready to mix both transactional as well as transformational leadership styles when the need arises. Leadership is therefore goal oriented and is never about a singe leader but is in relation to a follower ship (Jr & Joseph, 2008).

There has often been a debate regarding the authenticity and benefit of transformational leadership over transactional leadership. There was a time when President Bush during his candidature had cast himself as a transformational leader and people believed that his inspirational style of leadership was far more ethical than compared to modest objectives of a transactional style. Transactional leaders prove to be more successful from the point of view of generating profits because they achieve predetermined goals through the means of rewards and punishments (Bass, 1990). A classic example of a successful transactional leadership was when James Madison, during the formation of the American constitution, clearly stated the application of transactional leadership in a bid to overcome the problem of cleavage and faction. In accordance to Madison’s famous solution, an institutional framework was readied wherein faction was countered through faction and ambition was countered by ambition. Laws were given more importance than leaders through the implementation of balances, powers and checks. Hence, whenever a group disagreed with the ultimate goals, the members of the groups proved successful in creating pluralism and diversity without having to annihilate the group as a whole (Jr & Joseph, 2008). Leaders of repute prefer transactional form of leaderships because it allows leaders to create a systematic framework which helps maintain institutions and systems. As per a high ranking official working with GE, it is indeed the responsibility of the leader to create a framework, which is capable enough of sharing the norms and values, through a wide sharing basis, the end result of which is the strengthening of integrity, which in turn dissuades the leaders and employees to win in the right way. In a nutshell, transactional leadership maintains institutions while transformational leaderships only inspire employees to work effectively (Jr & Joseph, 2008).

Transactional leadership
Transactional leadership is a model that is based upon the overall process of social exchange wherein the leader explains and clarifies the details of the assigned task. Transactional leadership also involves the leader clarifying the details of the rewards that would be showered upon the successful completion of the tasks as well as the punishments that may be applied if the assigned task is not completed in the required manner (Bass, 1990). Henceforth, a transactional leadership is a module wherein the employees are required to successfully accomplish a task by fulfilling the requirements of the leader and seeking rewards after the successful completion of an assigned task. Transactional leadership consists of two aspects. The first is active leadership, wherein the leader takes extra initiative in deciding and gathering relevant information regarding the mistakes, exceptions, deviations from the set standards, irregularities, adherence to rules and regulations, complaints as well as failures. In terms of an active leadership, it is the duty of the leader to take corrective and remedial action on or before such an event takes place. In case of an active leadership, the leader does not wait for the irregularities to happen and is ready to take remedial action before the outbreak of an issue. Passive leadership implies that the leadership management is not at all efficient in handling problems. It waits for the employees to point out the mistakes and once the flaws have been made and the damage done, the management gets into gear and considers a remedial action. In a nutshell, a transactional leadership is a model through which the management and the employees are made aware of the hierarchical levels and the overall functionality of an organization rests on the award and punishment relationship (Robert; Joseph & Craig, 2008).

In relation with the current cultural transformations, it is the duty of the organizational management to capitalize on the current cultural transformations and ensure that they reach their goals without creating a feeling of insecurity and lack of knowledge in any way (Morris et al, 2005). Leadership is of immense importance in a public school environment, wherein it is of vital importance to use transactional leadership skills to respond to the systematic cultural shifts in this fast changing global scenario. In order to seek inputs, align, guide, inspire, direct, sustain and reach the related constituent groups, the human resource administrations of the 21st century schools would have to adopt the principles of the transformational leadership skills to achieve the desired goals. A classic example of transactional leadership was displayed when Karl Fisch held a small presentation titled, “Did You Know/Shift Happens?” The talk was based on the works of the Pulitzer Prize winning author Thomas Friedman, educator Ian Jukes and many other renowned personalities. The presentation was an insight into the future of students, wherein it was categorically stated that school graduates would hold between 10 to 14 jobs by the time they turn 38 and that the top students of India and china would surpass and outnumber all the students in North America. It was also revealed that the number one English speaking country would be China and that one week of the New York Times news page would contain more information than what an 18th century individual was exposed to in his/her entire lifetime (Larson & Jerry, 2009).

Transactional leadership-The 21st century challenge
In relation with the education standards in the United States of America, it has been noticed that in the 100 years, there has been no significant change whatsoever and that, the standards have remained more or less static in nature (Homring, 2001). While the world is changing with the emerging technologies, the methodology in schools has remained unfazed by the dynamics of a global scenario. Most schools in the United States, with exception of a handful, have been modeled on an industrial set up. There is a hierarchical setup, wherein the teachers expect a level of compliance from their students and vice versa. While this model has been long standing and with most schools readily accepting this rigid framework, the fact remains that the need for a fundamentally structured learning organization is the need of the hour, wherein the organization is focused towards the overall improvement of the institution by paying adequate attention towards all its constituents. With the need for implementing transactional leadership models, institutions from all walks of life, including corporations, communities and schools have begun using models which are far more inclusive and transparent. By making use of transactional leadership, schools would be provided with a greater sense of preparatory facilities which are essential for preparing students for an interconnected world and while this may cause tensions between school leaders, parents, boards and even students, the end results would certainly be appreciated by all. Through collaborations and partnerships, the National Association of Independent Schools have begun initiate the methodologies of an interdependent partnerships in a bid to allow the academic institutions to sustain and thrive through the medium of a transactional leadership model. The end result would be that the schools would be working towards a greater good (Larson & Jerry, 2009).

Traits of a transactional leader
A transactional leader is supposed to be an ideal manager, who is disciplined, is aware of the social obligations, is perfect with his skill set and has the ability to lead an organization by considering the position of the chair as a trademark for passing orders and getting the work done (Baker, 2006). An ideal transactional leader should also be a perfectionist in the task and should ideally see to it that the task is accomplished to perfection. While trying to execute the tasks to perfection, the leader needs to realize that the methods are fairly rigid in nature and that nothing much can be done in terms of flexing them to suit the needs of both the management as well as the employees. While the disadvantage is fairly clear as the employees have to either face the wrath of the leader in the form of a punishment, if they fail in a task, or they can always receive a reward, in case the assigned task is accomplished to the best of their ability. Over here, the employees do not have much choice on their hands. On the other hand, from the point of view of the management, the assigned tasks are provided with a greater sense of reliability as strictness of procedures ensures that deadlines are met on a random basis. Likewise, the transactional leader tries to behave in a self disciplined and organized manner and carried an attitude which is considered socially acceptable in the managerial environment (Baker & Gerlowski, 2007). The leader is bound by guidelines, which in turn are chained by rules and regulations. Lack of flexibility can, at times, cost the management to loose out in terms of accomplishing a task on a timely basis.

Drawbacks of transactional leadership
Transaction leadership module is completely dependent on the ability of leader to either surpass the set boundaries by exhibiting the values of a positive framework or allow the passive behavior to take a pioneering step and prove to be a failure in all aspects of business ethics and values (Bass, 1990). While transactional leadership is often touted as an essential means of instilling the required discipline in the production of finished and non finished goods, the rigidity of rules and regulations, at times, proves to be a hindrance in developing and nurturing the overall emotional quotient of an employee. There has often been a debate whether a non profitable institution or business organization is considered efficient while functioning through the means of a transactional leadership regime. Researches clearly state that the rigidity of the rules and regulations, with regards to the lack of flexibility in the norms set by the higher management and the factors which govern rewards and punishment, are primarily suitable for profit generating industries and are therefore not conducive for the overall functionality of the non-profit institutions (Allen, 2008). A major drawback with transactional leadership model is the lack of transparency and emotional satisfaction on the part of employees and hence, inner motivation is said to lack when we consider the final outcome of a transactional leadership approach. At times, this rigid approach, in relation with the laid down rules and regulations, can often hamper the overall process of the designated goals, as leaders cannot go beyond the prescribed limit and are therefore helpless when the situation demands and extra effort, in relation to a more flexible approach. Lastly, the leaders themselves are fairly ill equipped while dealing with situations which demand negotiating the labyrinths of a successful business campaign (Jens, 2008).

Leadership has no parallels when one needs to make optimum use of it in a bid to achieve managerial goals at the earliest given opportunity. Unlike what most researchers think, true leadership is far above simple structural hierarchy and has a lot to do with a definition which almost all researchers know but only a few can define (verbally). In order to ascertain the true meaning of the term leadership, the concerned individual requires observing a few good leaders, reading a few good books and attending a few selective leadership classes. Interestingly, a renowned researcher by the name of Mica Calfee (Mica, 2008), categorically stated that while interviewing numerous individuals, including government servants and firemen, not one had the ability to define leadership as a single entity, although many managed to define the qualities of leadership besides providing a headcount of a few well known leaders. It is evident through numerous researches that leadership is allowing those who follow a leader to do what is best because a leader wants them to. Likewise, management and leadership are two separate entities, management is what one knows and leadership is all about one’s persona (Buckley, Kicza & Crane, 1987). Individuals need to be proud of their leaders, so as to follow their directions without a second thought. While transformational and transactional leaderships are two separate ends of the same branch, in order to know more about them, an individual needs to first understand then imbibe the basic qualities of a leader. This is only possible when that individual has the capacity to define leadership in its actual sense. Henceforth, instead of attending leadership classes, which are more to do with personnel management than leadership skills, it is advisable that the participant is given an insight regarding the true nature of leadership skills (Mica, 2008).

Human resource leadership
With regards to a set up wherein an institution requires adequate leadership qualities, the need for a sound human resources managerial skills are considered imperative. While administrative support has no relevant definition , statistical data reveals that a suitable administrative support needs to include adequate time for meetings, adequate aid for in-service training, timely payment for time which is spent outside school hours, adequate support towards district service requirements and finally, suitable help for scheduling and record maintenance. This is in relation to a typical school data. In relation with school leadership, pertaining to the human resource approach, Anderson (2004) developed three distinct approaches, which in turn seem to imply for collaborative team support. Also known as a buffered approach, a contested approach and an interactive approach, these approaches have been considered inevitable for the successful functioning of the human resource management of a school (Craig et al, 2008).

The buffered model
The first model is a buffered model, wherein the principal serves as the leader and is in turn is buffered by various teachers. This model was designed by Whitaker and Conley. Over here, teacher mediators act as mediators between the principal and the remaining staff members. Unit leaders have been known to operate in large institutions. The biggest drawback of a buffered model is the lack of transparency in the approach, mainly because not all teachers are capable of becoming leaders and not all leaders are capable of leading the institution towards success. Owing to a lack of team collaboration from the staff members, the collaborative model is often considered as a laidback model and is certainly not as effective as the others (Craig et al, 2008).

The interactive model
The interactive model is a leadership model in which the principal interacts with all the staff members and reaches a conclusion after having had a conversation or a debate with all the concerned staff members (French et al, 2005). Hence this model takes an input from all the staff members. In relation to internal and external variables, the interactive model, the influence on decisions is based on both individuals as well as groups. In relation to collaborative problem solving abilities, an interactive model is supposed to work wonders and has the ability to take better decisions through individual teacher empowerment. Hence, diffused leadership influences, interrelation between staff members and a positive environment of shared decision making is essential for the success of the interactive model (Craig et al, 2008).

The contested model
This is the final model; the principal is supposed to be outside the teachers’ power structure and at times is aligned against them. In accordance with the contested model, the principal is not the final decision making authority and although there may be supporters, they are not actively enlisted in the overall process of decision making. In relation to contested schools, it is the teacher leaders who stand up to protect the rights of the schools by protecting the establishment against the principal as well as prospective new teacher leaders.

It is important to take note of the situation by trying to understand the complete implication of the leadership models in an educational institution. Here, the human resource department proves to be a pioneering force behind the success or the failure of a school and while comparing the leadership models in terms of a futuristic approach, it is essential to deviate from the rigid norms and take a middle path, which contains the positives of all the three approaches (Craig et al, 2008). Transformational and transactional leadership borrows traits, concepts and theories from the above three models.

The distinction between transformational and transactional leadership
Transformational and transactional leadership both exist in our organizations today either by default or by design. “Transformational leadership is the ability of a leader to get people to do more than they originally expected to do in support of large-scale innovation and change”(Essays, 2008 p.1). Leadership best practice is like a vision that needs to be realized by all employees. It is a process that need to be taken stage by stage with points of check and balance to see if the strategies agreed on are either working or not and if the model is still valid with the current organization structure or not. Maxwell contends, “although it’s true that some people are born with greater natural gifts than others, the ability to lead is really a collection of skills, nearly all of which can be learned and improved. But that process does not happen over night. Leadership is complicated. It has many facets: respect, experience, emotional strength, people skills, discipline, vision, momentum and timing” (Maxwell, 1998 p. 67).

It seems that transactional leadership prevalence is a little bit complicated, for once; management does not accept that this kind of leadership does exist. It is just like a myth and those that do practice this kind of leadership are in denial; they simply do not take auditing of what they do that put them in the transactional leadership category, they simply consider themselves as transformational leaders. “Transformational leader set examples to be emulated by their followers. On the contrary, a transactional leader acts, but has no intention of sacrificing their self-interests for goods of others. Accordingly, they may be manipulative and deceiving” (Essays, 2008, p.1). The cure for transactional leadership is in humility, “Given its potential importance in generating organizational and leader effectiveness, humility may offer a new lens through which to view and understand the leadership process” (Morris et al, 2005 p.1323)

In understanding transactional leadership and how it might compliment transformational leadership, we may need to understand the basics of leadership. “Leadership principles are timeless, while, the models that examine those principles may change” (Morris et al, 2005, p.1). So it is fair to say that transactional leadership comes to exist when leaders are not in touch with the updated model that examines the principles of their leadership. This may impact an organization because if a transactional leader is not in touch with the model and principles of leadership. It is easy not to be in touch with the concepts of efficiency and employees’ positive relationship with the management that promote efficiency and job satisfaction. Transactional leaders operate through the use of charismatic power, which is exploitative in nature and aimed primarily at serving leaders' self-interests. Although these leaders may exhibit expected transformational behaviors, their focus is self-benefit (Bass, 1996). For organization to understand the impacts of transactional leadership, the starting point is likely a great deal of self-reflection (Bowles, 1997), examining one's personally held beliefs, becoming aware of one's self-serving biases, and becoming 'self-affirming yet self-forgetful, positive yet realistic, grace-filled and unpretentious' (Myers, 2000: 174). Leaders need to work together in getting probable solutions for their organization rather than pointing fingers at each other “Such leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality. Their purposes, which might have started out as separate but related, as in the case of transactional leadership, become fused” (Homrig, 2001, p.1).

Conclusion
Transactional leadership can be transformed into transformational leadership; however these two models compliment each other in different ways. Leadership is the art and science of providing direction and translating visions into action. Discipline plays a central role in ensuring that transformational and transactional leadership do not exist in a utopian setting and mind. There is no right or wrong leadership approach or models, however these two models provide more angles that a leader could look at a situation in an effort to promote effective leadership and provide an opportunity for other leaders to be involved and developed in an organization. The basic for success in leadership models, styles and theories is on strategies that translate the future position of the organization. Models alone cannot produce needed results; it takes a leader willingness and curiosity to look at what these models and theories stand for and what they can offer to the leadership.

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