| This article focuses on leadership in the
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| | achieving their own ends.
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| workplace, for both aspiring leaders and
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| | The transformational leader inspires
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| those managers who are taking on
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| | followers to not only perform as
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| leadership roles.
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| | expected, but to exceed expectations -
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| Leadership, what is it and what is the
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| | transformational leaders motivate
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| difference between being a manager and
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| | followers to work for goals that go
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| being a leader?. Definitions of
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| | beyond immediate self-interest, where
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| leadership, there is not a single
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| | what is right and good becomes important
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| definition that everyone agrees on.
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| | - these leaders transform the needs,
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| Manfred Kets de Vries, a professor at
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| | values, preferences and aspirations of
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| INSEAD, says that leadership is a "set of
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| | followers. They do this so that the
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| characteristics, behaviour patterns,
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| | interests of the wider group replaces the
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| personality attributes" that makes
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| | self-interest of individuals within that
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| certain individuals more effective in
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| | group.
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| achieving a set goal or objective.
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| | It's interesting that research has shown
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| Another way of describing leadership is
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| | that the way women leaders describe how
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| to say that, to get the best out of
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| | they behave, lead, is in line with the
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| people, individuals, teams,
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| | transformational style, whereas most male
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| organisations, they need to be led,
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| | leaders when describing themselves use
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| guided, persuaded, motivated, inspired,
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| | words and phrases that describe the
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| to be committed, to do their best, to
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| | transactional style. There are
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| work together to achieve a common
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| | exceptions of course, and in some
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| objective. This, rather than the pure
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| | situations the leader can by viewed
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| "management" approach of being told,
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| | differently by different groups. Many
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| directed, ordered, and treated as
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| | people in the UK would not describe
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| subordinates.
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| | Margaret Thatcher as transformational in
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| True leaders are recognised as being the
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| | style, but more likely they would use
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| leader, and their followers accept that
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| | words such as dictatorial, domineering,
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| they need to be guided by that leader,
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| | riding roughshod over opponents, yet
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| but they do not feel that they are mere
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| | others, in her close team for example,
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| subordinates. A good example is the
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| | describe her as charismatic,
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| captain of a sports team - hockey,
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| | motivational, inspirational, kind,
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| baseball, netball, cricket, soccer,
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| | supportive.
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| football, athletics - these are
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| | We can see from this look at Leadership
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| individuals who have an individual role
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| | that there are different ways of
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| to play, yet find time and ways to
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| | describing what a leader does, and how,
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| motivate and encourage others to do their
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| | at least in some ways, this is different
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| best, to use their own individual skills,
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| | to how a manager behaves. Individuals
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| knowledge and experience (scoring goals,
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| | recognised as leaders makes it obvious
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| defending, winning races, hitting home
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| | that there are great differences in the
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| runs) whilst at the same time working
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| | way in which certain leaders behave. On
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| together as a member of the team to
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| | the surface there are great differences
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| achieve team objectives.
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| | between the leadership style of Prime
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| There are other ways of defining
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| | Minister Thatcher, and that of the Indian
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| leadership, managers perform
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| | industrialist Rajiv Bajaj. Yet both are
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| transactions, and leaders bring about
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| | widely acknowledged as highly successful
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| transformations.
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| | leaders. The common factor, it seems, is
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| The transactional manager influences
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| | that all are able to persuade others to
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| others by appealing to self-interest,
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| | follow them, in order to achieve success
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| primarily through the exchange of rewards
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| | in their particular field. They all have
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| and services. The relationship between
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| | something that brings diverse people
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| this type of manager and the follower is
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| | together, to work as a team, to aim for
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| seen as a series of rational exchanges
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| | and work hard to achieve a common
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| that enable each to reach their own
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| | objective. It is, perhaps, a special
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| goals. Transactional managers supply all
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| | talent, or characteristic, or personality
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| the ideas and use rewards as their
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| | trait, or set of circumstances that they
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| primary source of power. Followers comply
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| | find themselves in, or perhaps a
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| with the leader when it's in their own
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| | combination of all of these. Perhaps
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| interest - the relationship continues as
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| | leaders are born with this ability,
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| long as the reward is desirable to the
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| | perhaps it is something that can be, or
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| follower, and both the manager and the
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| | has to be, learned.
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| follower see the exchange as a way of
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