These key points highlight the evolving landscape of with transactional and laissez-faire leadership

leadership, emphasizing the importance of styles.

adaptability, inclusivity, and the impact of
technology and gender on future leadership • Transformational leaders are characterized by
practices. self-confidence, eloquence, and
enthusiasm, whereas transactional leaders
Charlotte Beers as a Transformational Leader: focus on monitoring and rewarding
performance.
• Beers inspires and motivates her team,
focusing on transforming individuals rather The Multifactor Leadership Questionnaire (MLQ):
than just managing tasks.
• Developed by Bass and colleagues, the MLQ
• After her tenure as CEO, she volunteered with measures key components of
the U.S. State Department to enhance transformational leadership, including the
international relations and empower women four "I's": idealized influence, inspirational
through her book, I’d Rather Be in Charge motivation, intellectual stimulation, and
(Beers, 2012). individualized consideration.

Characteristics of Effective Leaders: Effectiveness of Leadership Styles:

• Effective leaders not only structure tasks • Transformational leaders generally yield
and provide support but also elevate the better results than transactional leaders, who
group’s performance and member still produce positive outcomes compared to
satisfaction. passive leaders.

• Maintaining the status quo is good, but an • A meta-analysis indicated that

excellent leader drives growth and change. transformational leadership correlates
strongly with job satisfaction, performance
Charismatic Leadership: quality, and effectiveness ratings (Judge &
• Early theories focused on charismatic Piccolo, 2004).
qualities of leaders, who profoundly affect Gender Differences in Leadership Styles:
others through their personality and dynamic
communication (Weber, 1946). • Studies suggest women are more likely to
adopt transformational leadership styles,
• Charismatic leaders present appealing ideas while men tend to use transactional or laissez-
and serve as role models for their followers. faire styles (Eagly et al., 2003).
Transactional vs. Transformational Leadership: Cross-Cultural Applicability:
• James McGregor Burns (1978) differentiated • The distinction between transactional and
between transactional leadership (focused on transformational leadership is applicable
exchanges and resources) and across various cultures.
transformational leadership (focused on
mutual motivation and morality). • Leadership training based on transformational
models has shown effectiveness in improving
• Transformational leaders engage with organizational performance (Dvir et al., 2002).
followers in a way that raises motivation and
promotes moral development. The future of leadership is shifting significantly as
societal expectations, technology, and workforce
Measuring Transformational Leadership: dynamics evolve. The following are key trends shaping
• Bernard Bass (1997) identified components of the leadership landscape, backed by recent research
transformational leadership, contrasting it and expert insights.
Transformational, Transactional, and Passive concentrating on task completion and meeting
Leadership Styles deadlines. Studies suggest that transactional
leadership can lead to short-term productivity
Understanding the dynamics of different leadership
improvements, especially when clear goals are
styles—transformational, transactional, and passive
required (Bass, 1985). However, it may not foster long-
leadership—offers valuable insights into
term employee engagement or innovation as
organizational performance, employee motivation,
effectively as transformational leadership.
and overall team dynamics. Each style has unique
characteristics and applications, influencing leaders’
approach to inspiring, managing, and supporting their
3. Passive Leadership
teams.
Passive leadership, sometimes known as laissez-faire
leadership, is characterized by a lack of active
1. Transformational Leadership decision-making, guidance, and involvement. Passive
leaders often avoid direct management, refraining
Transformational leadership is characterized by a
from providing feedback or setting clear expectations.
leader’s ability to inspire and motivate followers to
This hands-off approach can lead to ambiguity,
exceed expectations, fostering a sense of purpose and
unaddressed conflicts, and lower levels of employee
commitment. Transformational leaders prioritize
satisfaction (Skogstad et al., 2007).
building a shared vision, encouraging creativity, and
empowering employees to reach their potential. While passive leadership may offer autonomy, studies
Studies have shown that transformational leadership indicate that it is generally associated with negative
significantly boosts job satisfaction, team cohesion, outcomes, such as decreased employee motivation,
and individual performance (Bass & Riggio, 2006). reduced productivity, and high levels of stress due to
the absence of guidance (Judge & Piccolo, 2004). This
Transformational leaders often exhibit four key
style is often viewed as ineffective, particularly in
behaviors: idealized influence, inspirational
environments that require strong direction and
motivation, intellectual stimulation, and
accountability.
individualized consideration. By creating an
emotionally engaging environment, these leaders
build strong relationships with team members,
Comparison of Leadership Styles
promoting a high level of trust and loyalty.
Transformational leadership is often linked to high Each of these leadership styles has its strengths and
organizational effectiveness and positive employee drawbacks depending on the organizational context
morale (Avolio & Yammarino, 2013). and team dynamics. Transformational leadership
tends to promote innovation and long-term employee
commitment. Transactional leadership is practical for
2. Transactional Leadership structured tasks that require strict adherence to
processes, while passive leadership may be suitable
Transactional leadership operates on a structured,
in highly skilled, self-motivated teams but generally
reward-and-punishment basis. Leaders set clear
leads to poorer performance and morale in most
tasks and expectations, rewarding employees for
organizational settings.
compliance and delivering consequences for non-
compliance. Transactional leaders primarily focus on
maintaining productivity, enforcing rules, and
Conclusion
monitoring performance. This style is effective in
highly regulated environments or where processes are Leadership style greatly influences organizational
well-defined (Burns, 1978). success, employee morale, and productivity. While
transformational leadership often achieves the most
While transformational leadership aims to inspire,
sustainable and positive outcomes, transactional and
transactional leadership is goal-oriented,
passive leadership can be effective in specific
contexts. Leaders who can adapt and combine these 10. Rise of Women in Leadership:
approaches as situations demand will likely foster a 1. There is a potential increase in the
more dynamic and resilient organizational culture. number of women assuming
leadership roles.
2. Male and female leaders are similar in
References providing task orientation and
relational support.
1. Bass, B. M., & Riggio, R. E. (2006). 11. Differences in Leadership Styles:
Transformational Leadership. Psychology 1. Women often adopt participative and
Press. transformational leadership styles,
which are generally more effective
2. Avolio, B. J., & Yammarino, F. J. (2013). than autocratic or transactional styles.
Transformational and Charismatic 2. As biases diminish and fair
Leadership: The Road Ahead. Emerald Group promotional practices increase,
Publishing. women leaders will become more
common and accepted in leadership
3. Burns, J. M. (1978). Leadership. Harper & Row.
positions.
4. Skogstad, A., Einarsen, S., Torsheim, T.,
Aasland, M. S., & Hetland, H. (2007). The 1. Increased Focus on Emotional Intelligence and
Destructiveness of Laissez-Faire Leadership Empathy
Behavior. Journal of Occupational Health
Future leaders will need to develop strong emotional
Psychology, 12(1), 80.
intelligence (EI) to effectively support and motivate
5. Judge, T. A., & Piccolo, R. F. (2004). their teams. As workplace pressures grow, leaders
Transformational and Transactional who demonstrate empathy and understanding
Leadership: A Meta-Analytic Test of Their improve team morale and productivity. Research by
Relative Validity. Journal of Applied Goleman (2020) emphasizes that emotionally
Psychology, 89(5), 755. intelligent leaders excel in navigating complex
interpersonal dynamics and challenging
6. Decentralization of Organizations: environments, positioning EI as a core competency in
1. Organizations are moving towards a modern leadership.
decentralized, flatter structure rather
than a traditional hierarchical model. 2. Commitment to Diversity, Equity, and Inclusion
2. Leadership approaches will shift from (DEI)
leader-centered to group-centered.
7. Impact of Information Technologies: Diverse teams foster greater innovation, creativity,
1. The rise of information technologies and problem-solving capabilities. As such, future
will change how leaders interact with leaders are expected to prioritize DEI efforts within
followers. their organizations. A study by McKinsey & Company
2. Traditional leadership forms will (2022) found that companies with diverse leadership
evolve into new forms of e- teams have a 25% higher chance of outperforming
leadership. their peers financially, underscoring that inclusive
8. Diversity in Work Groups: leadership isn’t just ethical but also strategically
1. Increased diversity in teams will advantageous.
present challenges for leaders, who
will need to adapt their methods and 3. Adaptability and Technological Agility
styles to meet the needs of With the rapid advancement of technologies such as
heterogeneous groups. artificial intelligence and automation, adaptability has
9. Leading Subgroups: become essential for leaders. The World Economic
1. Future leaders will not only lead Forum (2023) reports that half of the workforce will
individuals but also manage various
need reskilling within the next few years to keep up
subgroups within their organizations.
with technological changes. Leaders who embrace 5. Harvard Business Review. (2022). Leading
continuous learning and technological adaptation will Remote Teams: Best Practices and Strategies.
be better positioned to lead dynamic, competitive
organizations.

4. Purpose-Driven and Sustainable Leadership

Younger generations are increasingly seeking purpose

in their work, prompting future leaders to align
organizational missions with broader social and
environmental goals. Deloitte’s 2023 Millennial Survey
reports that nearly 60% of millennials would leave a
job that lacks commitment to sustainability and social
impact. Leaders focused on a triple bottom line—
people, planet, and profit—are likely to attract talent
and build sustainable, resilient organizations.

5. Navigating Remote and Hybrid Work

Environments

With remote and hybrid work models on the rise,

leaders must develop skills to manage decentralized
teams effectively. Harvard Business Review (2022)
found that successful remote leaders emphasize
trust, clear communication, and adaptability, which
help maintain performance and cohesion across
virtual teams. As flexibility becomes a standard
expectation, leaders will need to foster a culture of
trust and engagement in diverse working
environments.

Conclusion

The future of leadership is characterized by empathy,

inclusivity, adaptability, purpose, and flexibility.
Leaders who embrace these qualities will inspire
loyalty, foster innovation, and create organizations
resilient enough to thrive amid rapid changes.
Emphasizing these evolving leadership attributes will
be essential for shaping a successful future.

References

1. Goleman, D. (2020). Emotional Intelligence:

Why It Can Matter More Than IQ. Bantam.

2. McKinsey & Company. (2022). Diversity Wins:

How Inclusion Matters.

3. World Economic Forum. (2023). The Future of

Jobs Report 2023.

4. Deloitte. (2023). Millennial Survey.

1. Transactional Leadership (Transaksyonal na 3. Passive Leadership (Pasibong Liderato)
Liderato)
Lider: “Kumusta, lahat. Salamat sa pag-volunteer
Lider: “Magandang araw, team! Salamat sa inyong para sa ating proyekto sa paglilinis ng komunidad.
pag-volunteer para sa araw ng paglilinis ng Alam kong kayang-kaya ninyo ang inyong mga gawain,
komunidad. Para maging matagumpay ang kaya bibigyan ko kayo ng kalayaang magdesisyon kung
proyektong ito, in-assign ko na ang bawat isa ng kani- paano ninyo gustong patakbuhin ang proyektong ito.
kanilang gawain. Maria, ikaw ang bahala sa
Mayroon na kayong mga takdang gawain mula sa
pagrehistro ng mga dadalo. John, ikaw naman ang
napag-usapan natin noong nakaraang linggo, at
mamamahala sa mga kagamitan. Lisa, ikaw ang mag-
nagtitiwala akong maisasaayos ninyo ito. Nandito lang
aasikaso ng social media para mas maraming
ako kung sakaling magkaroon ng malaking problema,
makaalam sa ating proyekto.
ngunit bibigyan ko kayo ng espasyo na magdesisyon
Ito ang inaasahan ko: lahat ay dapat matapos ang sa bawat detalye. Magkita-kita tayo isang araw bago
kani-kanilang gawain bago mag-Biyernes. Para sa mga ang aktwal na event para tapusin ang mga kailangang
makakatapos ng kanilang gawain sa tamang oras, may ayusin.
nakahanda akong sertipiko ng pagkilala at may
Good luck, at maraming salamat sa inyong pagsisikap
premyo rin para sa team na makakapag-imbita ng
para sa ating komunidad!”
pinakamaraming boluntaryo. Susubaybayan ko ang
inyong progreso araw-araw para masiguro ang
tagumpay ng ating proyekto. Maraming salamat at
sama-sama nating gawing matagumpay ang
proyektong ito!”

2. Transformational Leadership (Transformasyonal

na Liderato)

Lider: “Magandang araw, sa inyong lahat! Nakaka-

inspire na makita kayo dito ngayon, handang
magbigay ng kontribusyon para sa ating komunidad.
Ang ating layunin ay hindi lang basta maglinis; ito ay
para pukawin ang damdamin ng ating komunidad,
magbigay ng inspirasyon, at ipakita sa lahat kung
gaano kaganda ang malinis at luntiang paligid.

Nais kong isipin ninyo ang mga paraan kung paano

natin mapapaganda ang proyektong ito upang higit pa
sa simpleng paglilinis. Halimbawa, maaari tayong
maglagay ng booth na magtuturo sa mga residente
tungkol sa recycling o pagbabawas ng basura sa
kanilang mga tahanan.

Tandaan, hindi lang ito tungkol sa gawain mismo—ito

ay tungkol sa epektong iiwan natin sa ating
komunidad. Nandito ako para suportahan kayo nang
isa-isa. Kung kailangan ninyo ng mga resources, ideya,
o payo, huwag kayong mag-atubiling lumapit. Sama-
sama nating gagawing makabuluhan at inspirasyonal
ang proyektong ito!”