{"id":3033,"date":"2023-02-19T16:11:20","date_gmt":"2023-02-19T16:11:20","guid":{"rendered":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/chapter\/learn-it-9-4-3-leading\/"},"modified":"2025-05-22T19:14:59","modified_gmt":"2025-05-22T19:14:59","slug":"learn-it-9-4-3-leading","status":"publish","type":"chapter","link":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/chapter\/learn-it-9-4-3-leading\/","title":{"raw":"Learn It 9.4.3: Leading","rendered":"Learn It 9.4.3: Leading"},"content":{"raw":"<h2><strong>Transformational Leadership Style<\/strong><\/h2>\r\n<p><strong>Transformational leaders<\/strong> work with subordinates to identify needed change, create and share an inspiring vision, and bring about change together with committed members of a group. Transformational leadership serves to enhance the motivation, morale, and job performance of followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to a project and to the collective identity of the organization; being a role model for followers in order to inspire them and to raise their interest in the project; challenging followers to take greater ownership for their work; and understanding the strengths and weaknesses of followers, allowing the leader to align followers with tasks that promote their professional growth. Transformational leaders are often idealized and viewed as moral exemplars for their contributions to a team, an organization, or a community.<\/p>\r\n<section class=\"textbox proTip\">\r\n<h4>The Four I's of Transformational Leadership<\/h4>\r\n<p>According to Sasha Andrieiev, CEO and founder of Jelvix, a technology company providing custom software development for businesses, transformational leadership can be summed up in four components:<\/p>\r\n<ul>\r\n\t<li><strong>Intellectual stimulation<\/strong>: encouraging new experiences and ways of thinking for yourself and your employees<\/li>\r\n\t<li><strong>Individual consideration<\/strong>: mentoring employees and supporting their professional development<\/li>\r\n\t<li><strong>Inspirational motivation<\/strong>: conveying the organization\u2019s vision that employees learn and create independently<\/li>\r\n\t<li><strong>Idealized Influence<\/strong>: being a role model for desired high-performing behavior[footnote]Andrieiev, Sasha. \u201cTransactional vs. Transformational Leadership: Which Style Fits You and Your Team.\u201d LinkedIn. Accessed December 31, 2022. https:\/\/www.linkedin.com\/pulse\/transactional-vs-transformational-leadership-which-style-andrieiev[\/footnote]<\/li>\r\n<\/ul>\r\n<p>These priorities focus on motivating and nurturing employees in a positive way. Instead of micromanaging, transformational leaders encourage independence, creativity, and innovative thinking and allow room for employees to make their own decisions.<\/p>\r\n<\/section>\r\n<h2><strong>Transactional Leadership Style<\/strong><\/h2>\r\n<p><strong>Transactional leadership<\/strong>, also known as managerial leadership, focuses on supervision, organization, and performance. Transactional leaders pay attention to their followers\u2019 work in order to find fault or deviation and gain their compliance through a system of rewards and punishments. There are two factors that form the basis for this reward\/punishment system: contingent reward, and management by exception. Contingent reward provides rewards (material or psychological) for effort and recognizes good performance. Management by exception allows the leader to maintain the status quo; the leader intervenes when subordinates do not meet acceptable performance levels and initiates corrective action to improve performance.<\/p>\r\n<h2><strong>Narcissistic Leadership Style<\/strong><\/h2>\r\n<p>The narcissistic style, sometimes also called the charismatic style, depends largely on the personality of the leader. Narcissistic leaders are visionary and charismatic, with a keen ability to attract and inspire followers. Anthropologist and psychoanalyst Michael Maccoby observes that \u201cproductive narcissists are not only risk takers willing to get the job done but also charmers who can convert the masses.\u201d[footnote]Maccoby, Michael. \"Narcissistic Leaders: The Incredible Pros, the Inevitable Cons.\" Harvard Business Review. January 2004. Accessed December 31, 2022. <a href=\"https:\/\/hbr.org\/2004\/01\/narcissistic-leaders-the-incredible-pros-the-inevitable-cons\" target=\"_blank\" rel=\"noopener\">https:\/\/hbr.org\/2004\/01\/narcissistic-leaders-the-incredible-pros-the-inevitable-cons<\/a>[\/footnote] Although narcissistic leaders can be transformational leaders, they can also be toxic to an organization. Narcissists tend to listen only to information and advice that supports their view, regardless of the reality. Their sense of supreme self-worth, combined with a continual need for affirmation, eliminates independent thought and creates a culture of yes people. Organizations led by narcissists are typically characterized by fierce internal competition and changing alliances. This culture can be energizing, or, if everyone and everything is perceived as a threat, destructive.<\/p>\r\n<section class=\"textbox tryIt\">[ohm2_question height=\"350\"]6425[\/ohm2_question]<\/section>","rendered":"<h2><strong>Transformational Leadership Style<\/strong><\/h2>\n<p><strong>Transformational leaders<\/strong> work with subordinates to identify needed change, create and share an inspiring vision, and bring about change together with committed members of a group. Transformational leadership serves to enhance the motivation, morale, and job performance of followers through a variety of mechanisms. These include connecting the follower&#8217;s sense of identity and self to a project and to the collective identity of the organization; being a role model for followers in order to inspire them and to raise their interest in the project; challenging followers to take greater ownership for their work; and understanding the strengths and weaknesses of followers, allowing the leader to align followers with tasks that promote their professional growth. Transformational leaders are often idealized and viewed as moral exemplars for their contributions to a team, an organization, or a community.<\/p>\n<section class=\"textbox proTip\">\n<h4>The Four I&#8217;s of Transformational Leadership<\/h4>\n<p>According to Sasha Andrieiev, CEO and founder of Jelvix, a technology company providing custom software development for businesses, transformational leadership can be summed up in four components:<\/p>\n<ul>\n<li><strong>Intellectual stimulation<\/strong>: encouraging new experiences and ways of thinking for yourself and your employees<\/li>\n<li><strong>Individual consideration<\/strong>: mentoring employees and supporting their professional development<\/li>\n<li><strong>Inspirational motivation<\/strong>: conveying the organization\u2019s vision that employees learn and create independently<\/li>\n<li><strong>Idealized Influence<\/strong>: being a role model for desired high-performing behavior<a class=\"footnote\" title=\"Andrieiev, Sasha. \u201cTransactional vs. Transformational Leadership: Which Style Fits You and Your Team.\u201d LinkedIn. Accessed December 31, 2022. https:\/\/www.linkedin.com\/pulse\/transactional-vs-transformational-leadership-which-style-andrieiev\" id=\"return-footnote-3033-1\" href=\"#footnote-3033-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a><\/li>\n<\/ul>\n<p>These priorities focus on motivating and nurturing employees in a positive way. Instead of micromanaging, transformational leaders encourage independence, creativity, and innovative thinking and allow room for employees to make their own decisions.<\/p>\n<\/section>\n<h2><strong>Transactional Leadership Style<\/strong><\/h2>\n<p><strong>Transactional leadership<\/strong>, also known as managerial leadership, focuses on supervision, organization, and performance. Transactional leaders pay attention to their followers\u2019 work in order to find fault or deviation and gain their compliance through a system of rewards and punishments. There are two factors that form the basis for this reward\/punishment system: contingent reward, and management by exception. Contingent reward provides rewards (material or psychological) for effort and recognizes good performance. Management by exception allows the leader to maintain the status quo; the leader intervenes when subordinates do not meet acceptable performance levels and initiates corrective action to improve performance.<\/p>\n<h2><strong>Narcissistic Leadership Style<\/strong><\/h2>\n<p>The narcissistic style, sometimes also called the charismatic style, depends largely on the personality of the leader. Narcissistic leaders are visionary and charismatic, with a keen ability to attract and inspire followers. Anthropologist and psychoanalyst Michael Maccoby observes that \u201cproductive narcissists are not only risk takers willing to get the job done but also charmers who can convert the masses.\u201d<a class=\"footnote\" title=\"Maccoby, Michael. &quot;Narcissistic Leaders: The Incredible Pros, the Inevitable Cons.&quot; Harvard Business Review. January 2004. Accessed December 31, 2022. https:\/\/hbr.org\/2004\/01\/narcissistic-leaders-the-incredible-pros-the-inevitable-cons\" id=\"return-footnote-3033-2\" href=\"#footnote-3033-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a> Although narcissistic leaders can be transformational leaders, they can also be toxic to an organization. Narcissists tend to listen only to information and advice that supports their view, regardless of the reality. Their sense of supreme self-worth, combined with a continual need for affirmation, eliminates independent thought and creates a culture of yes people. Organizations led by narcissists are typically characterized by fierce internal competition and changing alliances. This culture can be energizing, or, if everyone and everything is perceived as a threat, destructive.<\/p>\n<section class=\"textbox tryIt\"><iframe loading=\"lazy\" id=\"ohm6425\" class=\"resizable\" src=\"https:\/\/ohm.one.lumenlearning.com\/multiembedq.php?id=6425&theme=lumen&iframe_resize_id=ohm6425&source=tnh&show_question_numbers\" width=\"100%\" height=\"350\"><\/iframe><\/section>\n<hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-3033-1\">Andrieiev, Sasha. \u201cTransactional vs. Transformational Leadership: Which Style Fits You and Your Team.\u201d LinkedIn. Accessed December 31, 2022. https:\/\/www.linkedin.com\/pulse\/transactional-vs-transformational-leadership-which-style-andrieiev <a href=\"#return-footnote-3033-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-3033-2\">Maccoby, Michael. \"Narcissistic Leaders: The Incredible Pros, the Inevitable Cons.\" Harvard Business Review. January 2004. Accessed December 31, 2022. <a href=\"https:\/\/hbr.org\/2004\/01\/narcissistic-leaders-the-incredible-pros-the-inevitable-cons\" target=\"_blank\" rel=\"noopener\">https:\/\/hbr.org\/2004\/01\/narcissistic-leaders-the-incredible-pros-the-inevitable-cons<\/a> <a href=\"#return-footnote-3033-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":21,"menu_order":23,"template":"","meta":{"_candela_citation":"[]","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"part":3011,"module-header":"learn_it","content_attributions":[],"internal_book_links":[],"video_content":null,"cc_video_embed_content":{"cc_scripts":"","media_targets":[]},"try_it_collection":null,"_links":{"self":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters\/3033"}],"collection":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/wp\/v2\/users\/21"}],"version-history":[{"count":9,"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters\/3033\/revisions"}],"predecessor-version":[{"id":9541,"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters\/3033\/revisions\/9541"}],"part":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/pressbooks\/v2\/parts\/3011"}],"metadata":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/pressbooks\/v2\/chapters\/3033\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/wp\/v2\/media?parent=3033"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/pressbooks\/v2\/chapter-type?post=3033"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/wp\/v2\/contributor?post=3033"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/wp-json\/wp\/v2\/license?post=3033"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}