Transformational Theory and Transactional

Topic: Transformational Theory and Transactional
Order Description
Although often difficult to define, leadership presents a pivotal aspect in any organization. Over the course of history, various leaders have embodied characteristics and qualities that have proved effective and ineffective within various situations. For example, a health director of a physician’s office might exhibit a different leadership perspective than a director of staff for an intensive care unit at large hospital. Though characteristics and qualities may vary among leaders, their primary goals for followers and organizations may be similar. Understanding the most appropriate leadership perspective may impact your future leadership perspective in the field of public health.
For this project, review the articles below on Transformational Theory and Transactional Theory. Reflect on your understanding of the theories in relation to various situations. Additionally, consider how these theories relate to previous leadership perspectives of Trait Theory, Skills Approach, and behavioral perspective studied in this course.
Write on the below headings:
-An explanation of how Transformational leadership and Transactional leadership relate to Trait -Theory, Skills Approach, and behavior perspective.
-Then, explain under what circumstances a Transformational leadership might be preferred
– and under what circumstances Transactional leadership might be preferred.
Provide an example and justify your response.
References

• Laureate Education, Inc. (Executive Producer). (2012). Leadership theory: Transactional transformational leadership theory. Baltimore, MD: Author
• Nahavandi, A. (2014). The art and science of leadership (7th ed.). Upper Saddle River, NJ: Pearson.
o Chapter 6, “Current Era in Leadership”
• Danforth, E. J., Doying, A., Merceron, G., & Kennedy, L. (2010). Applying social science and public health methods to community-based pandemic planning. Journal of Business Continuity & Emergency Planning, 4(4), 375–390.
Retrieved from the Walden Library databases.
• Lindebaum, D., & Cartwright, S. (2010). A critical examination of the relationship between emotional intelligence and transformational leadership. Journal of Management Studies, 47(7), 1317–1342. Retrieved from the Walden Library databases.
• Melvyn, R. W., Hamstra, N. W., Yperen, V., Wisse, B., & Sassenberg K. (2011).Transformational-transactional leadership styles and followers’ regulatory focus: Fit reduces followers’ turnover intentions. Journal of Personnel Psychology, 10(4), 182–186.
Retrieved from the Walden Library databases.
• Osterholm, M.T. (2005). Preparing for the next pandemic. The New England Journal of Medicine, 352(18), 1839–1842.
Retrieved from the Walden Library databases.
• Silvia, C., & McGuire, M. (2010). Leading public sector networks: An empirical examination of integrative leadership behaviors. The Leadership Quarterly, 21(2), 264–277.
Retrieved from the Walden Library databases.
• Weberg, D. (2010). Transformational leadership and staff retention: An evidence review with implications for healthcare systems. Nursing Administration Quarterly, 34(3), 246–258.
Retrieved from the Walden Library databases.
• Gupta, A. (2009). Transformational leadership. Practical management: Designing a better workplace. Retrieved from https://www.practical-management.com/Leadership-Development/Transformational-Leadership.html
• Leadership Champions. (2008). Transactional Leadership vs. transformational leadership. Retrieved from https://leadershipchamps.wordpress.com/2008/08/04/transactional-leadership-vs-transformational-leadership/
• Leadership-Central. (2011). Leadership theories. Retrieved from https://www.leadership-central.com/leadership-theories.html#axzz1dlH7YU4o