Transactional is management, (the what) ;transformational is leadership (the how). Obviously we need both. Managers who take responsibility and manage and leaders who challenge the status quo and help set the new direction I worked for a manager once who was really dynamic and enthusiastic- couldn’t organise anything to save his life - used to leave a trail of chaos behind him, other people were left picking up the pieces . I worked for another one who was brilliant at managing data , producing reports but useless at dealing with people Tried really hard after we ran some training- almost like he had been programmed to ask “how are you?” Never listened to the answer!!! Its about being transactional in a transformational way, thinking in how can we go about this in a way that will help me get the best out of my staff
The problem is that motivation levels change over time . When someone starts a new post they are only 40-50% effective for the first 6 months and that’s if it’s a familiar role . Once they become highly proficient motivation will wain if we don’t continue to give them challenging tasks. Eighteen months is usually the point at which they start looking for something else. The leaders role is to recognise that and intervene give them stretching projects Leadership is about saying how can I improve the way I interact with people to improve organisational performance Quick Q and A How good are you at valuing people in LES? How good are you at engaging people whose motivation might be dropping (due to quality of work rather than JE?) What do you need to do more of?
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