Contingency theories, Transactional, Transformational

2. • Contingency Theories
• Transactional Theory
• Transformational Theory

3. Contingency Theory
- Are a class of behavioural theory that
contend that there is no one best way of
leading and that a leadership style that is
effective in some situations may not be
successful in others.
- An effect of this is that leaders who are
very effective at one place and time may
become unsuccessful either when
transplanted in another situation or
when the factors around them change.

4. • Contingency theories in general
state that the effectiveness of
leadership depends upon the
situation, and there are
numerous factors, such as the
nature of the task, leader's
personality, and make-up of the
group being led.

5. Transactional Leadership Theory
• also known as managerial
leadership, focuses on the role of
supervision, organization, and group
performance; transactional
leadership is a style of leadership in
which the leader promotes
compliance of his/her followers
through both rewards and
punishments

6. • . Unlike Transformational leadership,
leaders using the transactional approach
are not looking to change the future,
they are looking to merely keep things
the same. Leaders using transactional
leadership as a model pay attention to
followers' work in order to find faults and
deviations. This type of leadership is
effective in crisis and emergency
situations, as well as for projects that
need to be carried out in a specific way.

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

8. • is a style of leadership where the leader is charged with
identifying the needed change, creating a vision to guide
the change through inspiration, and executing the change
in tandem with committed members of the group. It also
serves to enhance the motivation, morale, and job
performance of followers through a variety of mechanisms;
these include connecting the follower's sense of identity
and self to the project and the collective identity of the
organization; being a role model for followers in order to
inspire them and raise their interest in the project;
challenging followers to take greater ownership for their
work, and understanding the strengths and weaknesses of
followers, allowing the leader to align followers with tasks
that enhance their performance.
Transformational leadership

9. • The concept of transformational leadership was
initially introduced by leadership expert and
presidential biographer James MacGregor Burns.
According to Burns, transformational leadership
can be seen when "leaders and followers make
each other advance to a higher level of morality
and motivation." Through the strength of their
vision and personality, transformational leaders
are able to inspire followers to change
expectations, perceptions, and motivations to
work towards common goals.

10. • There are 4 components to
transformational leadership,
sometimes referred to as the 4 I's:
1. Idealized Influence (II) - the leader
serves as an ideal role model for
followers; the leader "walks the talk,"
and is admired for this.

11. 2. Inspirational Motivation (IM) - Transformational
leaders have the ability to inspire and motivate
followers. Combined these first two I's are what
constitute the transformational leader's charisma.
3. Individualized Consideration (IC) -
Transformational leaders demonstrate genuine
concern for the needs and feelings of followers. This
personal attention to each follower is a key element
in bringing out their very best efforts.
4. Intellectual Stimulation (IS) - the leader
challenges followers to be innovative and creative.
A common misunderstanding is that
transformational leaders are "soft," but the truth is
that they constantly challenge followers to higher
levels of performance