Transformational Leadership not Easy for Managers

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Transformational Leadership not Easy for Managers
Joseph I. B. Bakibinga, Accountant, Uganda

Traditionally managers have not oriented themselves into playing a leadership role. Their focus seems to be on the task alone with little consideration given to the person performing the task.
The transactional element of leadership for many managers is easier to deal with than the transformational element of leadership that may involve the management of change with employees at the core.

Traditional Management is not Leadership
Toyin Babs-Enoch, Entrepreneur, Nigeria
Traditional, transactional managers are technical in their approach to work. Unlike leaders that are more personal and tend to influence attitudes of their subordinates or followers as the case may be.
The beauty of the first type of management is the ability to ensure law and order and adherence to policy, but it fails to get the motivation and willing commitment needed to achieve the overall corporate goal. Such managers are said to do things right while leaders do the right thing.
If you combine classical management with some leadership qualities that will produce the transformational element missing in the operational variant.

Leadership - Doing the Right Things and Doing Things Right
Sammy Linge, Director, Kenya
Doing the right things in leadership is important. But more important is doing the right things rightly.
There are many people in the name of transformational leadership who are doing the right things wrongly.
Why choose transformational or transactional if the two can enrich one another? The principle of synergy easily applies in transaction and transformation. However, depending on the size and stage of the organization the two operate within a continuum.
Smaller organizations will have more integrated leaders. The big organization requires transactional leaders at a certain level and transformational leaders at another level.

Transformational Leadership
Alex Dail, Management Consultant, United States
In my experience transformational leadership can, and perhaps should happen at all levels. When a person's vision and values are not generated by self-interest, they become natural influencers.
Here's why strongly intrinsic purposes will find extrinsic (outward) attractive expressions, especially if they are not generated by self-interest. When people form their vision and values based on an interest in others, they actively promote those values by word and deed out of an interest in others. This gains peoples' attention.
The result is, people will start following that person because they understand such a person is concerned about what is generally benefical. This will happen regardless whether or not a person holds a senior executive postion.
Conversely senior executives can and should also be highly transactional in their leadership. Why? Because networking is vital, and the strength of working through networks is transactionally based.


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Brian Nehe

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