Introduction
The thesis statement for this annotated bibliography is “Team Members Are More Successful with A Transformational Leader Versus the Transactional Leader”. The sources that have been chosen will be useful and will allow an effective research process with information being added to the body of knowledge relative to the specified subject. To gather a clearer understanding of the thesis there must be an understanding of the transformational leader and the transactional leader.
Leadership carries with the title the responsibility of understanding different methodologies and/or theories that can be used in order to ensure the success of the department, team, and organization. Leaders should possess certain traits to include honesty thereby having the ability to lead by example; knowing how to delegate responsibilities to others creating an organized and efficient department and/or team; communicating effectively when relating the vision to the team while also training team members how to become leaders; being confident thereby learning while leading; being committed to the team as well as the organization which aids in the improving of commitment to the organization and to the staff; having a positive attitude which keeps the team feeling good and being positive especially in times of challenges; being creative thereby being open to new ideas while at the same time allowing the team to be creative and innovative; intuitive which is of great benefit when the team is embarking on something new allowing the building of trust for the team; inspiring which can be of great benefit when changes occur within the plan of organizational change; and being approachable which invites team members to be open discussing any concerns or ideas that can be beneficial to the project. Two such leadership theories that can assist a leader include the transformational and transactional leadership theories.
Transformational leadership theory is the process where the leader and the team work together in a manner that is beneficial to the team as well as the organization. This leader sets a model of integrity, sets goals that are easily understood, has high expectations of the team, encourages others, and inspires people to reach the highest of goals (Hartsfield). Due to the ever changing dynamics of the work environment, these leaders are needed to ensure that the followers stay inspired as the foundation of this leadership style is to promote the vision and mission of the organization with clarity while guiding the followers with a sense of meaning. This leader must keep the team enthusiastic and optimistic even in the midst of challenges.
The transactional leader’s focus is usually on maintaining the normal flow of organizational day to day operations (Tebogo, Gilbert, and Renier). This leader will use disciplinary power and sometimes, a collection of incentives to motivate employees to perform at maximum productivity. This process is sometimes accomplished with the promise of rewards based upon performance.
There are advantages to both leadership styles as transactional leaders provide advantages to the organization based on the abilities to address minute operational details with ease as well as efficiency. Transformational leadership focuses on building the team, motivating and collaborating with employees while enabling the employees to achieve great heights personally and professionally. Transformational leaders focus on the present and future while transactional leaders focus only on the present.
The planned hypothesis that will be used relative to transformational and transactional leadership is shown below.
“Team Members Are More Successful with A Transformational Leader Versus the Transactional Leader”
H1: Team members are more successful with transformational leadership as transformational leadership is 1) positively related to positive outcomes, and b) positively related even in negative outcomes.
H2: In addition to perceived leadership, perceived similarity between team members and their leader explains unique variance in outcome variables.
This paper contains 5 entries that contain a brief summary of the author’s work covering the main points made concerning the work and the second and following paragraphs will discuss the strengths of the scholarly articles and the benefits to the thesis.
Bibliography 1
Comber, Evelyn. "Does Team Leader Level of Transformational Leadership, Emotional Stability, Conscientiousness, and Agreeableness Impact Team Member Stress, Trust, and Team Climate?" Order No. 3639962 Northern Illinois University, 2014. Ann Arbor: Academic Search Premier. Web. 29 July 2016.
This study looks at how individual qualities of a group facilitator sway colleagues' anxiety level; trust in initiative, and group climate. Participants contained evaluation groups in the understudy issues of advanced education. This gave a novel point of view on an initiative part in which progressive situating between the facilitator and supporter was at its minimal. The study tried various theories and while a large extent of them were disapproved the study showed that transformational leadership is a great as an indicator of trust: the higher the score, the more trust picked up. This speculation had full backing, with transformational initiative being a dependable indicator of trust.
Bibliography 2
Hartsfield, Michael. "The Internal Dynamics Of Transformational Leadership: Effects Of Spirituality, Emotional Intelligence, And Self -Efficacy". Search.proquest.com.proxy.cecybrary.com. N.p., 2003. Web. 7 Aug. 2016.
The subject of transformational leadership is discussed via research and is found to be a dominant paradigm when viewing leadership. For clarification of the importance of this leadership theory, the research narrows the study with the identification of three predictor variables to include (1) spirituality which is deeper than the material and tangible but also touches feelings, emotions, and beliefs of the individual; (2) emotional intelligence which refers to the ability of an individual to recognize the relationship and meaning of emotions allowing for the ability to solve problems understanding the basis of the problem: and (3) self-efficacy which is people’s beliefs concerning their capabilities to product designed or expected levels of performance that exercise influence over events that affect their lives. Empirical data was gathered from 124 leaders in a huge United States organization for this research study. While the impact of this leadership on individuals and organizations has been clearly supported by research, there are misunderstandings relative to internal forces that enable a leader to act in a transformational manner. There is the need to understand this dynamic and its impact on the transformational leader thereby gather information that can support this leadership style.
Bibliography 3
Schaubroeck, John, Simon S. K. Lam, and Sandra E. Cha. "Embracing Transformational Leadership: Team Values and the Impact of Leader Behavior on Team Performance." Journal of Applied Psychology 92.4 (2007): 1020. Academic Search Premier. Web. 29 July 2016.
The researchers in this study explored the relationship between transformational leadership conduct and in 218 fiscal management groups that were operating subsidiaries and branches of a bank in the United States and Hong Kong. Transformational leadership had a great impact on the performance of teams through the intervening impact of group intensity. The impact of transformational initiative on the potency of a group was directed by group power separation and the collectivism of the group, to an extent that higher force separation groups and more collectivist groups showed more grounded beneficial outcomes of transformational leadership on the potency of the team. The model was bolstered by information in both Hong Kong and the United States, which proposes a union in how groups capacity in the East and West and highlights the significance of such team values.
Bibliography 4
Tanner, Thomas. "The Role of Transformational Leadership on Team Performance." Order No. 3704284 University of Maryland University College, 2015. Ann Arbor: Academic Search Premier. Web. 29 July 2016.
This study investigated transformational authority and its consequences for group execution. In spite of the fact that there have been various studies concentrating on transformational initiative, more consideration can be raised particularly sketching out the effect on group execution. This exposition fused a precise survey concentrating on the interconnectivity of transformational initiative and group execution. There were various variables that were highlighted with respect to group administration yet all the more particularly, there were significant variables connecting transformational authority to group execution. The degree of this study will be to investigate this conceivable relationship between transformational administration and the sorts of effect it has had on general group execution.
Bibliography 5
Tebogo, Gilbert and Renier Steyn. "The relationship between leadership styles, innovation and organizational performance: a systematic review". Search.proquest.com.proxy.cecybrary.com. N.p., 2015. Web. 7 Aug. 2016.
Through this scholarly article it is stated that the transactional leadership style is most appropriate when the aim of leadership is to instill a culture of innovation. According to Serthibe and Renier (2015) from 11 hypotheses that suggest a relationship between leadership style and organizational performance, nine hypotheses suggest a positive relationship between transactional leadership and organization performance. Of the 11 hypotheses that test the relationship between leadership style and organizational performance, two hypotheses postulate that there is a positive relationship between transactional leadership and organizational performance.
Work Cited
Comber, Evelyn. "Does Team Leader Level of Transformational Leadership, Emotional Stability, Conscientiousness, and Agreeableness Impact Team Member Stress, Trust, and Team Climate?" Order No. 3639962 Northern Illinois University, 2014. Ann Arbor: Academic Search Premier. Web. 29 July 2016.
Hartsfield, Michael. "The Internal Dynamics Of Transformational Leadership: Effects Of Spirituality, Emotional Intelligence, And Self -Efficacy". Search.proquest.com.proxy.cecybrary.com. N.p., 2003. Web. 7 Aug. 2016.
Schaubroeck, John, Simon S. K. Lam, and Sandra E. Cha. "Embracing Transformational Leadership: Team Values and the Impact of Leader Behavior on Team Performance." Journal of Applied Psychology 92.4 (2007): 1020. Academic Search Premier. Web. 29 July 2016.
Tanner, Thomas. "The Role of Transformational Leadership on Team Performance." Order No. 3704284 University of Maryland University College, 2015. Ann Arbor: Academic Search Premier. Web. 29 July 2016.
Tebogo, Gilbert and Renier Steyn. "The relationship between leadership styles, innovation and organisational performance: a systematic review". Search.proquest.com.proxy.cecybrary.com. N.p., 2015. Web. 7 Aug. 2016.
