Theories in Action, part 2

Transformational leadership is definitely present at MWC. Yesterday, the interns were pulled into a conference rooms to discuss our performance thus far. Our supervisors and a few associates from around the firm shared their perspectives on the work we’ve submitted, our conduct, and how well we get along. The meeting was largely positive. At the end, we were given suggestions on how to improve going forward and encouraged to keep up the good work. No punishments or rewards were doled out.

I can see why MWC would lean into transformational leadership as opposed to transactional. In a setting that relies on cordial relationships, tensions may arise if criticism is too harsh or the punishment too great. Rewards for positive work could easily appear nepotistic, especially since lobbying is all about networking.

Rather, the reward is additional pay from the client one retains depending on the size of the contract, and the punishment is termination for embarrassing the firm before a client. The latter seldom occurs.

However, evaluation is a key pillar of workforce development and its value should not be disregarded. I can see how transactional leadership might be more valuable in a workplace where the average employee is younger and the nature of assignments is consistent. At MWC, associates are usually older and more experienced and tasks can vary widely, making it difficult to grant rewards and exact consequences fairly.

Transformational leadership style does have its drawbacks. A supervisor might not provide harsh enough criticism or might cause someone to feel slighted by not properly rewarding their achievement.