TRANSACTIONAL LEADERSHIP March 2009

First described by Max Weber in 1947.

Further developed by Bernard M. Bass in 1981.

Considered at the opposite end of the leadership spectrum from Transformational Leadership.

Later became part of a three style model: Transformational, Transactional, Laissez Faire

ASSUMPTIONS A. People are motivated by reward and punishment.

ASSUMPTIONS B. Authority is ceded to the leader in a clear chain of command.

ASSUMPTIONS C. The primary motivation is a quid pro quo.

The leader creates clear structures in which requirements are well understood.

REWARDS ARE ALWAYS EXPLICITLY MENTIONED.

Punishments are not always mentioned but are well understood.

Negotiation often takes place at the initial stages of the leader/follower relationship, but seldom thereafter.

“TELLING” more than “SELLING”

“MANAGEMENT by EXCEPTION” Operations performing as expected do not need attention; however, exceptions in either direction (positive or negative) do! “MANAGEMENT by EXCEPTION” Operations performing as expected do not need attention; however, exceptions in either direction (positive or negative) do!

On the leadership vs. management spectrum, transactional leadership very much towards the management end of the scale.