transactional leadership การใช้

• Transactional leadership did not predict trust or performance in either population.
• Frequently associated leadership styles include transformational leadership, transactional leadership, and Ambidextrous leadership.
• The transactional leadership style promotes exploitative behaviors.
• Agreeableness, however, has been found to be negatively related to transactional leadership in the military.
• Within transactional leadership, there are two factors, contingent reward and management-by-exception.
• Finally, in contrast to Burns, Bass suggested that leadership can simultaneously display both transformational and transactional leadership.
• The second is transactional leadership, which is most concerned with keeping subordinates in-line with deadlines and organizational policy.
• Bernard M . Bass ( 1985 ), extended the work of Burns ( 1978 ) by explaining the psychological mechanisms that underlie transforming and transactional leadership.
• The path-goal model can be classified both as a transactional leadership theory, as the theory emphasizes the reciprocity behavior between the leader and the followers.
• Another example of transactional leadership is former Wisconsin state senator, Joseph McCarthy, and his ruthless style of accusing people of being Soviet spies during the Cold War.
• With transactional leadership being applied to the lower-level needs and being more managerial in style, it is a foundation for transformational leadership which applies to higher-level needs.
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• The MLQ does test for some transactional leadership elements-Contingent Reward and Management-by-Exception-and these results for these elements are often compared to those of the transformational elements that the MLQ tests for.
• In opposition to the above findings, Walumbwa, Lawler, and Avolio ( 2007 ) compared data from China, India, Kenya, and the U . S . and found a strong presence of transformational and / or transactional leadership in these countries.
• Leadership behaviors have also been found to be an important predictor of OCB . These behaviors fall into four categories : transformational leadership behavior, transactional leadership behavior, behaviors having to do with the leader-member exchange was positively related to altruism and an overall composite measure of OCB.
• During this period of widespread rejection, several dominant theories took the place of trait leadership theory, including Fiedler's ( 1967 ) contingency model, Blake and Mouton's ( 1964 ) managerial grid, Hersey and Blanchard's ( 1969 ) situational leadership model, and transformational and transactional leadership models ( Avolio, Sosik, Jung, & Berson, 2003; Bass, 1985; Podsakoff, MacKenzie, Moorman, & Fetter, 1990 ).