International Journal of Research and Innovation in Social Science (IJRISS) | Volume V, Issue XII, December 2021 | ISSN 2454–6186

Critically Assess How Transactional and Transformational Leadership Affects Workforce Behaviour

 Christopher Banura Ruyooka
Doctoral Student, UNICAF University – Zambia

1.0 Introduction

Leadership is possibly one of the most significant facets of organizations (Weihrich et al., 2008). Since leadership is an important factor that contributes significantly to the general wellbeing of the organization, it is equally important to the realization of the vision and mission of the organization (Bans Akutei, 2021). At the same time, Bass (1985) points out a number of theories (e.g., delegative, authoritative, intercultural, freelance, transactional, charismatic, transformational, visionary, and coaching) that have been anticipated to explain the efficacy of leadership. But, only two of these theories (transformational and transactional leaderships) are well known to be the most famous leadership styles in organizations (Awamleh and Gardner, 1999, Bass, 1985, Conger and Kanungo, 1987). In addition, a number of important organizational outcomes are associated with these two leadership styles, to name but a few; contentment, managerial success, solidarity, and responsibility (Kirkpatrick and Locke, 1996).
Whereas most writers approve that transactional and transformative leadership differ in perception and practice, many authors believe that transformative leadership significantly reinforces transactional leadership resulting in higher individual, group, and organizational performance (Bass & Avolio, 1994. Howell and Avolio, 1993., Lowe et al., 1996). Others believe that transactional leadership is a transformative form of leadership (Weihrich et al., 2008). Therefore, this article attempts to assess how transactional and transformational leadership influences employee behavior by examining their similarities and differences and showing whether leaders can be effective when merging these two approaches.

2.0 Definitions of Key terms

2.1 Transactional Leadership

Burns (1978) describes transactional leadership as one that involves an exchange between a leader and supporters. In this leadership style supporters obtain assured outcomes (e.g., salary, prestige) when they act according to the wishes of their leader. Furthermore, transactional leadership models are based on the impression that manger-employer relationships are based on a series of hidden exchanges or negotiations between managers and employees (Burns, 1978).

2.2 Transformational Leadership

On the other hand, a transformative leadership consists of initiating a change in organizations, groups, oneself and others (Khalil et al, 2016). Bass and Avolio (1990) advised that transformative leadership can be instructed to people at all levels of an organization and that it can positively affect a company’s performance. Besides, it can be used in selection, staffing, and promotion, as well as in training and development. It can also be used to improve team development, decision-making groups, quality initiatives, and restructurings (Bass & Avolio, 1994).