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Critically Assess How Transactional and Transformational Leadership Affects Workforce Behaviour

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  • Christopher Banura Ruyooka

    (Doctoral Student, UNICAF University – Zambia)

Abstract

Leadership is possibly one of the most significant facets of organizations (Weihrich et al., 2008). Since leadership is an important factor that contributes significantly to the general wellbeing of the organization, it is equally important to the realization of the vision and mission of the organization (Bans Akutei, 2021). At the same time, Bass (1985) points out a number of theories (e.g., delegative, authoritative, intercultural, freelance, transactional, charismatic, transformational, visionary, and coaching) that have been anticipated to explain the efficacy of leadership. But, only two of these theories (transformational and transactional leaderships) are well known to be the most famous leadership styles in organizations (Awamleh and Gardner, 1999, Bass, 1985, Conger and Kanungo, 1987). In addition, a number of important organizational outcomes are associated with these two leadership styles, to name but a few; contentment, managerial success, solidarity, and responsibility (Kirkpatrick and Locke, 1996).

Suggested Citation

  • Christopher Banura Ruyooka, 2022. "Critically Assess How Transactional and Transformational Leadership Affects Workforce Behaviour," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 6(1), pages 19-22, January.
    • Handle: RePEc:bcp:journl:v:6:y:2022:i:1:p:19-22
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