Leadership

[DanaC]

The second is a better way to go if you ask me, but it doesn't always work because some people don't want to know. They just want to be told what to do.

I think it's more complex than that Ali. People often want to be 'told what to do' in circumstances which are outside their comfort zone. Those same people may well be more confident in different situations and then they may require more in the way of reasons and motivation.

[Jeboduuza]

Each is valid and appropriate concerning the perceived situation.

Transactional leadership tend to focus on goals, finding problems and solving them, interpreting principals and making corresponding decisions and getting down to business. These methods can and are very efficient given the setting.

Transformational leadership can be and is entirely different. Instead of working, say, for a reward or to miss a consequence, the collectiveness of the group takes importance. Accordingly, transformation of the individual's ideals and functioning for the group's common interest and objective. Underlying compenents include but are not limited to the charisma of the leader towards followers, inspirational motivation, individualized consideration and intellectual stimulation.

In layman's terms, one is about achieving and doing. The other is about expanding and growing.

[Aliantha]

Originally Posted by DanaC

I think it's more complex than that Ali. People often want to be 'told what to do' in circumstances which are outside their comfort zone. Those same people may well be more confident in different situations and then they may require more in the way of reasons and motivation.

Of course this is true. It's also true that some people may change from one to another during the course of their lives or according to their level of experience.

In my experience, I'd say that when people have more knowledge they're more likely to be interested in finding and solving problems as well as improving the outcomes for the group as well as themselves. People with less knowledge need more direct guidance and are more likely to take on board simple tasks which may contribute to the overall wellbeing of the group, but are unable identify innovations which could improve their output.

With this in mind, I believe leaders need to be able to wear both caps equally, particularly during training stages for new staff as an example.

Consolidate then delegate.