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Transactional Leadership

Transactional leadership was first described by Max Weber in 1947 and further developed by Bernard Bass in 1981. It is considered the opposite of transformational leadership on the leadership spectrum. Transactional leadership assumes that people are motivated by rewards and punishments from leaders, who cede authority through a clear chain of command based on a quid pro quo relationship. The leader creates clear structures where requirements are understood and rewards are explicitly mentioned.

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249 views15 pages

Transactional Leadership

Transactional leadership was first described by Max Weber in 1947 and further developed by Bernard Bass in 1981. It is considered the opposite of transformational leadership on the leadership spectrum. Transactional leadership assumes that people are motivated by rewards and punishments from leaders, who cede authority through a clear chain of command based on a quid pro quo relationship. The leader creates clear structures where requirements are understood and rewards are explicitly mentioned.

Uploaded by

clytielejarde
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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TRANSACTIONAL

LEADERSHIP
March 2009
First described by
Max Weber in 1947.
Further developed by
Bernard M. Bass in
1981.
Considered at the
opposite end of the
leadership spectrum from
Transformational
Leadership.
Later became part of a
three style model:
Transformational,
Transactional, Laissez
Faire
ASSUMPTIONS

A. People are motivated by


reward and punishment.
ASSUMPTIONS

B. Authority is ceded to
the leader in a clear
chain of command.
ASSUMPTIONS

C. The primary motivation


is a quid pro quo.
The leader creates
clear structures in
which requirements are
well understood.
REWARDS ARE
ALWAYS EXPLICITLY
MENTIONED.
Punishments are not
always mentioned
but are well
understood.
Negotiation often takes
place at the initial
stages of the
leader/follower
relationship, but
seldom thereafter.
TELLING more
than SELLING
MANAGEMENT by
EXCEPTION
Operations performing as
expected do not need attention;
however, exceptions in either
direction (positive or negative)
On the leadership vs.
management spectrum,
transactional leadership
very much towards the
management end of the
scale.

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