Transformational and transactional leadership

The presentation was given at IED in M.Phil class by Aftab Hussain Rajper & Uzma Hussain

1. Transactional & Transformational leadership Facilitator: Dr. Takbir Ali Presenters: Uzma Hussain & Aftab Hussain Cohort 2020: M. Phil Course: Leadership in Education

2. Transactional Leadership Transformational Leadership Comparison Conclusion & Discussion References Objectives

3. QUIZ/TASK Individual activity based on recommended readings. Choose between Transactional & Transformational Leaderships Time : 03 Minutes

4. Transactional Leadership Transactional Leadership is based on Rewards Sanctions Management by Exception Praise Active Passive

5. From Literature Transactional leader does not individualize the needs of followers or focus on their personal development. Transactional leaders exchange things of value with followers to advance their own and their followers’ agenda (Kuhnert, 1994). Transactional leaders are influential because it is in the best interest of followers for them to do what the leader wants (Kuhnert & Lewis, 1987) Politicians who win votes by promising “no new taxes” are demonstrating transactional leadership. Similarly, managers who offer promotions to employees who surpass their goals are exhibiting transactional leadership. In the classroom, teachers are being transactional when they give students a grade for work completed .(Leadership “Theory & Practice” by Peter G.Northouse Western Michigan University)

6. Transactional leadership Key Points Transactional leadership works within set established goals and organizational boundaries . Resistance to change Discourages independent thinking Transactional leadership emphasizes organization, performance evaluation and rewards, and is task- and outcome-oriented .

7. Transformational Leadership (4 I’s)

8. From Literature This form of leadership assumes that the central focus of leadership ought to be the commitments and capacities of organizational members. Higher levels of personal commitment to organizational goals and greater capacities for accomplishing those goals are assumed to result in extra effort and greater productivity (Leadwood et al., 1999:9).

9. Transformational Leadership Key Points Leith wood (1994) conceptualizes transformational leadership along eight dimensions : Building school vision ; Establishing school goals ; Providing intellectual stimulation; Offering individualized support; Modelling best practices and important organizational values; Demonstrating high performance expectations; Creating a productive culture ; and Developing structures to foster participation in school decisions.

10. Comparison Transactional Leadership Transformational Leadership Leadership is responsive Works within Organizational structure and never deviates Maintains the status-quo Objectives are achieved through a reward/punishment system Leadership is proactive Constantly seeking to improve organizational structure with new ideas Promotes innovative ideas to solve problems Objectives are achieved through motivation to do better for the common good. Management by Exception (Passive) Contingent Reward Transformational Leadership Effective Ineffective Active Passive Management by Exception (Active)

11. Conclusion & Discussion Transformational (www.google.com/images/transformational/lleaders) Transactional (www.google.com/images/transactional/lleaders) Pseudo-transformational Transformational (www.google.com/images/transformational/lleaders)

12. S.No Statement Transactional Transformational 1 People who tap the motives of followers in order to better reach the goals of leaders and followers. (Leadership “Theory & Practice” by Peter G.Northouse Western Michigan UniversityP.162)    2 the bulk of leadership models, which focus on the exchanges that occur between leaders and their followers.( p.162)    3 This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.      4 They become motivated to transcend their own self-interests for the good of the group or organization (Bass & Avolio , 1990)      5 These leaders are influential because it is in the best interest of followers for them to do what the leader wants (Kuhnert & Lewis, 1987 ).    Task Key

13. References (articles or books) https://www.google.com/search?q=Transformational+leaders&source=lnms&tbm=isch&sa=X&ved=2ahUKEwi0pY6N1aXnAhUC26QKHXi5CJIQ_AUoAXoECA8QAw&biw=1366&bih=625#imgrc=KwkqZLySKnqWhM https://courses.lumenlearning.com/boundless-management/chapter/types-of-leaders/ Leithwood K, Jantzi D & Steinbach R 1999. Changing Leadership for Changing Times. Buckingham: Open University Press. South African Journal of Education Copyright © 2007 EASA Vol 27(3)391–406 Educational leadership and management: theory, policy, and practice Tony Bush [email protected] Northouse , Peter Guy. Leadershop : theory and practice/Peter Northouse , Western Michigan University.—Seventh Edition . https://www.youtube.com/watch?v=OPwoUO9D54U

14. Thank You