Reading both Bass and Burns’ articles about transactional and transformational leadership styles it is clear that, in the past and today, transactional leadership is less effective and successful than transformational leadership. Building a quick relationship with someone for the sake of gaining one thing in return provides no opportunity to foster growth in that relationship. There is no incentive or need to continue associating oneself with that leader or trying to learn from the leader when the leader has no desire to continue teaching their followers. In comparison, transformational leaders work to benefit both themselves and their followers. Through a process of teaching and working to accomplish their follower’s motives, followers and leaders are able to build a relationship that continuously grows. Burns specifically notes that this type of relationship elevates both groups and provides a greater feeling of accomplishment.<\/p>\n
Going deeper into the distinctions between the two Bass describes it as seeing what can you do for a certain group versus what that group can do for you and how you can benefit (Bass 10). Most transactional leaders simply see themselves as a priority and put their needs above those of their followers. Instead of the transformational leaders who combine their needs with their followers, the transactional leader works to separate the two. Bass continues by noting the benefits of transformational leadership–by combing one’s goal with their leaders, the followers are able to move further up Maslow’s chart in order to be closer to self- actualization.<\/p>\n
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Reading both Bass and Burns’ articles about transactional and transformational leadership styles it is clear that, in the past and today, transactional leadership is less…<\/p>\n