TRANSACTIONAL LEADERSHIP STYLE ANALYSIS

TRANSACTIONAL LEADERSHIP STYLE ANALYSIS Management is doing things right; leadership is doing the right thing Peter F. Drucker A leader is a person who guides others toward a common goal, showing the way by example, and creating an environment in which other team members feel actively involved in the entire process. Leadership remains a very important factor to successful organizations. Ensuring that effective leaders are selected, trained and developed is of significance importance to todays organizations. Three major types of organizational leaderships have been presented throughout the years; transactional leadership, transformational leadership, and charismatic leadership. Each type of leadership contains a certain number of attributes which distinguishes it from the others, however many theories converge into the position that each type can be used separately or in conjunction with the others. In transformational leadership the leaders motivate their followers to perform beyond expectations by fostering a climate of trust and by creating and representing an inspiring vision of the future. In charismatic leadership, leaders differ from others by their ability to foster an impression that they and their mission are extraordinary. As such, individuals choose to follow such leaders in management settings not only because of formal authority but out of perceptions of extraordinariness. However in some extent transformational and charismatic leadership are similar and compatible. On the other hand transactional leadership is complementary to the other two types of leadership and is based on an exchange process in which the leader provides rewards in return for the followers effort and performance. In this paper we are going to define what transactional leadership is and then we are going to present the attributed behaviours that transactional leaders have and how these behaviours affect the organizational identification, the organizational commitment, trust and organizational citizenship behaviours of the followers. TRANSACTIONAL LEADERSHIP: All research and studies that have been conducted throughout the years about transactional leadership have accepted the definition given by Bass (1985) that transactional leaders clarify for their followers the followers responsibilities, the expectations the leaders have, the tasks that must be accomplished and the benefits to the self-interests of the followers for compliance. Transactional leaders usually operate within the boundaries of the existing system, emphasize process rather than substance as means of control and are effective in stable and predictable environments. The primary factors of transactional leadership model include contingent reward, management-by-exception and laissez-faire. The leaders, who engage in transactional behaviours, focus mainly on low order construct such as broad performance goals due to the absence of experience which is required in order to focus on higher level organizational visions. In cases when the leaders confront these kinds of situations, they engage in strategic processes so as to find a novel way to encourage their subordinates to work towards that vision. However, in most cases they emphasize on specific goals and performance outcomes such as increase in team productivity and establishment of effective working relationships within the groups. Additionally, transactional leaders expect their followers to have attributes such as commitment to goals, expectancy of goal attainment, expectancy of rewards and need for role clarity. In order to achieve the highest subordinate performance, these leaders use rewards and punishments as tools. For a given performance failure, transactional leaders are likely to make an attribution to lack of goals or lack of expectations of a reward from the side of the follower and therefore they respond with goal setting, instruction and training, work assignment and reward or punishment. Finally, transactional leaders focus on environmental conditions in which they are able to interact with the followers to increase motivation through goal setting, increase action-to-action and outcome-to-outcome expectancies, and influence follower skills and abilities through training. Such conditions may include increasing resources, technology, social support and equipment. However, it is very important to determine whether all the above attributes that transactional leaders possess are adequate enough to affect the followers and increase their performance. EVALUATION OF TRANSACTIONAL LEADERSHIP: There are two ways for an employee to determine if he/she has been treated fairly in his/her job; distributive justice which is related to the fairness of the outcome an employee receives and procedural justice which is related to the fairness of the procedures used to determine those outcomes. Transactional leaders are more likely to motivate and persuade the employees who are concerned about the fairness of the outcome because their relationship with their leaders is based on the rewards they receive in exchange for their efforts. Since one of the main attributes of the transactional leader is to make rewards contingent on performance and specify the outcomes that the individual can expect in exchange for good performance, job satisfaction will be increased when these conditions will be satisfied. On the other hand in environments where procedural justice is the main way to determine the fairness of treatment to subordinates, the leader-employee relationship is outside the economic contract. In that case interpersonally fair treatment is very crucial. However, as we mentioned earlier transactional leaders are based on the exchange procedures to motivate their employees and less on interpersonal relationships. Therefore, in these cases transactional leadership might have no positive effect on job satisfaction. Additionally, transactional leadership directly affects the organizational commitment of the employees. Despite the fact that emotional attachment is the major characteristic of organizational commitment many subordinates consider organizational commitment an important instrument to obtain rewards and recognition. Therefore, leaders who use economic exchanges to appraise good performance are more likely to increase the commitment of their employees. On the other hand transactional leadership does not affect the relationship of trust between the leader and the subordinates. As we mentioned transactional leaders emphasize on specific goals and performance outcomes by requesting from their employees commitment to goals and expectancy of goal attainment. The feedback that they provide to their subordinates for their performance is either a reward or a punishment. This kind of interaction does not affect the feeling of trust from the side of the employees. This can be enhanced by the fact that transactional leaders focus on low order constructs such as broad performance goals and not on organizational visions which require the trust of the subordinates to successfully achieve these visions. Finally, under certain conditions transactional leadership can play an important role in the organizational identification which affects the effectiveness of the company, increases the organizational citizenship behaviours and reduces turnover. As organizational identification we define the perception of belongingness to an organization, of which the person is a member. Since transactional leaders provide the employees with useful information about their roles in the organization and about what is expected of them in their work, they help them to understand what the organization stands for and what it is like to be a typical member of it. However, the effectiveness of this type of leadership will also depend on the subordinates identity level. In cases where the employees are characterized by individual identities, transactional exchanges such as performance evaluations through rewards and punishments will overemphasize the individual contributions against the organizational goals an d therefore will not increase the organizational identification. Therefore, transactional leadership will only have an effect on employees who think and behave in ways that emphasize collaboration with the others. Additionally, despite the fact that transactional leaders provide clarity, direction and sense of security to their employees they are not able to convince employees who experience feelings of stress and anxiety to establish a strong connection with the organizational collective. This can be explained by the fact that transactional leaders do not use inspiration and mentoring to heighten the followers sense of belongingness. IMPLEMENTATION OF TRANSACTIONAL LEADERSHIP IN THE ORGANIZATIONS: According to the previous paragraphs, transactional leadership is the type of leadership in which the leaders emphasize in the clarification of roles and task requirements and provide followers with material or psychological rewards contingent on the fulfilment of contractual obligations. In order for the managers to apply this type of leadership in their organizations first they must discuss with their followers what is required and clarify how these outcomes are to be achieved and the reward they will receive in exchange for their satisfactory effort and performance. This can be done by clearly defining the job descriptions of each employee, and the rules regarding work duties and then by using performance appraisals. Therefore, when the leader assigns work to its employee, it is the responsibility of the employee to see that the assigned task is finished on time. If the assigned task is not completed on time or does not have the optimum result then the manager will have the right to punish his/her employee for the failure. But if they accomplish the task in time then the followers will receive the rewards for successfully completing the task. Furthermore, the managers must provide rewards in cases where the followers exceed the requested expectations. Through this policy the transactional leader can increase the job satisfaction and the expected performance of his/her employees. PERSONAL OPINION: As concerns my view I believe that transactional leadership can be potentially applicable and effective only in certain organizational situations. The conditions which favour the emergence of transactional leadership are characterized by stability. In stable predictable environments, organizations tend to be strictly controlled and formalized. Such organizations favour the elaboration of certain rules and regulations and determine specified performance measurement systems and hierarchical distribution. In these environments transactional leaders can emerge and become effective by emphasizing on specific goals, processes and performance outcomes. However, there are conditions that require a leader with characteristics more than those of the transactional leader. In cases when tasks are not analyzable, standard operating procedures are not helpful, and progress cannot be easily measured, employees are likely to be frustrated and discouraged, and transactional leadership might not be applicable. The only way for a leader to motivate its members under such conditions is to infuse their tasks with an ideological meaning and purpose. Additionally, as mentioned in the previous paragraphs transactional leaders do not focus on organizational visions but they stick on the accomplishment of specific goals. Therefore, in situations where the conditions dynamically change it is likely to be difficult for them to provide a feasible solution. For example in cases of crisis where performance goals cannot be easily specified and where leaders cannot link rewards to individual performance, employees tend to follow the person who has a vision, and novel ideas. In that case the leader must be able to establish relationships of trust and respect with its employees in order to inspire them and convince them that he/she is capable of providing inspiring strategic and organizational goals for the future. As a conclusion I believe that a leader must combine the characteristics of transactional leadership with the characteristics which are applied in the other two types of leadership; charismatic and transformational. Therefore, he/she must be able to recognize the conditions that emerge in each situation and try to implement the right type of leadership in this situation so as to proceed with the optimal solution.

Application to Clinical Psychology Paper Essay

Introduction ~ Deme Science with all its marvels and wonders continues to press forward making extraordinary breakthroughs. Psychology plays a key role in many of sciences steps forward, each branch of psychology focusing on a specific techniques and theories. In the document the center of attention is surrounding the application of clinical psychology, this branch of psychology is unique as it all realms of an individual’s issue. Specifically speaking, anxiety is the psychological disorder that is under review through the processes of a clinical psychologist, thus concentrating on the biological, psychological and social factors of the disorder. Discussion of what routes of treatment is best for this particular disorder, what outside sources (friends, family , and co-workers) might be involved in the treatment plan, and how would this plan be presented to individual. All of these explorations and others will be answered as we journey into the application of a clinical psychologist such as the ca se of Little Albert. Brief Overview of Little Albert ~ Patricia The case of little Albert was an experiment that was conducted by behaviorist John B. Watson who carried one of the most influential psychology studies out in 1920, which is also known as the Father of Behaviorism. The Little Albert experiment was also conducted by a graduate student Rosalie Rayner, who accompanied John B. Watson during the demonstration, which took place around Little Albert ninth month of growth. During the case of Little Albert, Watson, and Rayner often expose the child to several series of various stimuli to see the reaction of the child. In the experiment, Watson and Rayner would bring out different objects toward Albert to see if he would have any anxiety toward a white rat (Meyer, Chapman, & Weaver, 2009). Although, Watson, and Rayner were both interested in the study of Little Albert, they both were reward a grant to study reflexes, and instinct in  infants. During Watson’s experiment, he exposed Little Albert to white lab rat to see if the child wou ld react to the lab rat in fear. The next time Albert was exposed to the rat, Watson made distressing loud noise while hitting a steal bar with a hammer creating how emotional response could be conditioned or learned. At first response the child seem to become frighten by the loud noise, however, at second response the child began to cry after repeatedly hearing the loud noise (Meyer, Chapman, & Weaver, 2009). While the experiment took place, Little Albert was soon introduced to a white rat combine with a series of other stimuli, which included a rabbit, burning news paper, and a mask. During this process of experimentation, every time Little Albert was shown the white rat pairing with the loud noise, he would begin to cry. The instant the rat was shown to Albert the second or third time, he would began to cry at the sight of the rat alone. Watson wanted to determine if Little Albert would become fearful as a loud sound of the hammer would create a distressing noise near the child that present how classical conditio ning can be use to condition, and emotional response (Meyer, Chapman, & Weaver, 2009). However, Albert fear of the white rat was not the only conditioning, but he was introduce to a wide variety of similar objects as well, such as a white rabbit, Raynor’s furry white coat, and a mask that symbolize Santa’s white beard. Watson had conditioned a fear response in Little Albert during this process to see if the same response of fear would transfer to other objects. During his experiment, Watson discover that Little Albert f ear did in fact extend to other furry animals, and objects, however, before Watson could remove any of signs of phobia, Albert’s mother remove him from the hospital (Meyer, Chapman, & Weaver, 2009). Biological, Psychological, and Social Factors ~ Kimberly According to most research that has been done on the case of Little Albert, it does not seem that there are many biological factors that affect the case. According to Web MD (2012), a mental illness caused by a biological factor includes an abnormal balance of special chemicals in the brain called neurotransmitters. It can also be genetics, brain defects, or even prenatal damage (2012). Little Albert seemed to be normal in that sense to most. However, evidence collected by several researchers say that Little Albert was not a healthy and normal infant as Watson had described (Beck, Fridlund,  Goldie, Irons, 2012). Analysis of the film of little Albert suggests that Little Albert had substantial behavioral and neurological deficits (2012). It was suggested that in these films Little Albert’s unresponsive nature was like that of severely mentally challenged child (2012). So while some may think biological factors played no part, they actually may have. Psychological factors play a huge role in the case of Little Albert. Psychological factors can include psychological trauma suffered as a child, such as emotional, physical or sexual abuse (WebMD, 2012). While Little Albert was not physically or sexually abused, he was in a sense emotionally abused. He was purposely conditioned to be scared of first a noise and then of a rat and the noise. Anytime he saw a rat or anything that resembled a furry object he was scared. He was taken away from the hospital before the conditioning could be reversed. This is something that was a trauma to him and therefore the reason why psychological factors play a huge role in his case. Social factors also played a role in the case of Little Albert. The main social factor that sticks out in this case is that of family. Little Albert’s mother allowed him to be in the hospital and have these experiments to take place. With that being said, she is at fault for Little Albert having the phobia that he did. His mother also took him from the hospital before there was any chance to remove the phobia (Meyer, 2009). Intervention of Little Albert~ Jeffery Since there is no evidence of any biological factors that were evident in the case of Little Albert, then there is no way to implement any biological interventions for him. But we can see that psychological factors played a significant role in his anxiety and as such Cognitive –Behavioral Treatment could be effective in helping him overcome his disorder. Cognitive behavioral therapy (CBT) of various Anxiety disorders is based on the presumption that the disorder is a result of constant perceptions that there is a need to be afraid of a particular object or item, which then results in the an increase in maladaptive and habitual interactions among cognitive, behavioral, and physiological response systems. Maladaptive cognitive  responses include a pre-attentive bias to threat cues (Mathews, 1990), negatively valenced images and worrisome thinking (Borkovec & Inz, 1990), and cognitive avoidance of some aspects of anxious experience (Borkovec, Shadick, & Hopkins, 1991). Maladapt ive behavioral responses include subtle behavioral avoidance (Butler, Fennel, Robson, & Gelder, 1991) and slowed decision-making (Metzger et al., 1990). In the case of Little Albert he was definitely conditioned to be afraid of rats and certain noises which then led to fear and anxiety over anything that reminded of these objects. In treating a person for anxiety the therapist would build a relationship with the patient thus instilling trust and alleviating a certain amount of fear and anxiety at the beginning. As this trust increases the therapist would teach the patient to the idea of self awareness, where the client begins to recognize subtle changes in their anxiety levels and recognize what is triggering this anxiety. Such things as poor thinking, external cues, physiological activity, and then as they recognize these cues implement newly learned intervention techniques to help lower their anxiety levels. This form of treatment then focuses on both the psychological and social factors that the individual must learn to deal with. Since it was the mother that was responsible for these tests being done on Little Albert and then pul ling him out of treatment before any therapy to correct the anxiety was able to be performed, Family Systems intervention could also be beneficial to helping them deal with his anxieties. This systems intervention approach is different than other approaches in that it includes the family unit in the counseling and treatment sessions. So in a case such as little Albert, both he and his mother would be in the treatment program. This treatment then helps the individual understand how their disorder is impacting others and helps the family understand what trigger points are and how to recognize them so they can help their loved overcome the disorder. As these sessions continue the past is explored as to what may be the cause of their anxiety and how they have impacted each section of the family and how each family can contribute to helping overcome the disorder. In the case of Little Albert the Therapist would help them to focus on the psychological causes and the social causes of this disorder and to learn new thought processes and support systems to correct his way of thinking. Conclusion ~Deme In closing, our case study â€Å"Little Albert† who had been subjected to classical conditioning using a stimulus to promote a certain behavior – fear and anxiety. In the practice of clinical psychology is imperative to get all parties involved for successful treatment. The approach of intervention is sensitive and clinical psychologist makes every effort to move forward with hopes of the case study not relapsing. In the case of treating Little Albert and the treatment for his fears and anxiety through the application of clinical psychology, however, no real conclusion for this case study was ever provided; therefore, we can only suggest the steps of the clinical psychologist according to the specific structure for treating individuals. References: Craske, M.G., Barlow, D.H., & O’Leary, T. (1992). Mastery of your anxiety and worry. Albany, NY: Graywind Publications Incorporated. Fridlund, A.J., Beck, H.P., Goldie, W.D, & Irons, G. (2012, January23). LITTLE ALBERT: A Neurologically Impaired Child. History of Psychology. Advanced online publication. doi:10.1037/a0026720 Goldfried, M.R. & Davison, G.C. (1969). Clinical behavior therapy. New York: Holt, Rinehart, and Winston Inc. Meyer, R. G., Chapman, L. K., & Weaver, C. M. (2009). Case studies in abnormal behavior (8thed.). Boston, MA: Pearson Education/Allyn & Bacon. WebMD. (2012). Retrieved from http://www.webmd.com/anxiety-panic/mental-health- causes-mental-illness

Computers and Ethics in the Workplace Essay

This paper discusses issues with ethics that have derived in the workplace as a result of the use of business computers. The definition of computer ethics is simple; they are a set of moral principles that intend to help with the regulation of the use of computers. Some common problems with computer ethics consist of privacy concerns, intellectual property rights, and the way computers have an effect on people. In other words, computer ethics refers to the ways people take ethical traditions and test, stretch, apply, negotiate and break in the realm of computer technology. As technology continues to evolve, there are a great deal of ethical issues and principles of behavior concerning privacy and accurateness for managerial leaders to deal with. In finding the issues of ethics that the Technology Age has brought to the workplace, organizations must be hands-on when it is time to highlight ethical use of technology by employees. Making sure that employees are knowledgeable on the proper policies the organization has on computer ethics. Promoting good computer ethics is a great way for companies to keep morale high and unnecessary issues from arising in the workplace. Introduction As technology like computers progresses, they will continue to contain a larger impact on people in today’s society. For that reason, computer ethics supports the how some debate on just how much influence computers need to have in human communication. With computers evolving constantly, ethical standards will continue to be constructed by computer ethics and will always have newer concerns that come from recent technology. With the new changes in technology like computers, more supervisors are coping with having to manager employees for proper use of company computers; they have to stay informed of all new ethical problems and the laws that were created to enforce ethics with workers. These are problematic areas, particularly with the arrival of the World Wide Web. To date, there have been problems with employees using company computers for purposes other than work. This subject has become more of a problem in today’s society and has been addressed by employers through monitoring computer usage, creating ritten policies, and enforcing other tactics to teach and inflict the ethics of computer use to employees at all levels. This paper topic was inspired through my own experience of an employer who felt that productivity was lower than past years, due to employees who utilized the Internet for reasons other than work. Today, we have monitored email and they are able to tell what Internet sites we visit daily and the duration of the time we are on that site. I must say as an employee, I felt violated for not being able to utilize the Internet throughout the day, as I am someone who still gets my work done each day no matter what. But I can see their reasoning behind and cannot blame them for keeping an eye out. Current Situation Ethics is a set of truthful principles that oversee the actions of people. As a result, computer ethics goes hand in hand with ethics with the intention to control how employees use computers. Often times, frequent issues with computer ethics consist of privacy concerns, intellectual property rights, and the way computers have an effect on people. In other words, computer ethics refers to the ways people take ethical traditions and test, stretch, apply, negotiate and break in the realm of computer technology. A current study shows how computers are making a heavy affect on ethics at work. One study said that almost half of the people they polled said they have participated in some kind of unethical act that relates to computers at work in the last 12 months. Another study found that one out of six working people believes conventional thoughts of moral and immoral have been superseded by new technologies (Websense and Saratoga Institute). These days, its almost impossible for one to keep up with how fast technology advances and has a significant influence on how we do business these days. Corporations, management and employees have to be able to keep up with the changing times in order to be competitive in their profession. The Internet creates an interesting predicament, with many employees utilizing it at work on a daily. The main concern is whether communication and information by way of the Internet should be monitored; this concerns both business and personal communications at work. This issue of employees and the Internet at work is a concern of many employers and managers, because in most cases it affects productivity

A Brief Biography of Edgar Allan Poe Essay - 1192 Words

Known for his disturbing and sinister work, Edgar Allan Poe’s writing has captured the attention of readers for almost two centuries. His works and reputation were largely influenced by his childhood, education, adulthood, and struggles with his career, along with his legacy before and after his death. Edgar Allan Poe was born on January 19, 1809, in Boston, Massachusetts, as being David and Elizabeth Poe’s second child of three. David and Elizabeth were professional theatrical actors in a company that performed around America’s Eastern coast (Dameron, J. Lasley). David was not as popular an actor as Elizabeth was and therefore drank for his miseries before leaving the mother of three to fend for herself and the children. (â€Å"Edgar†¦show more content†¦(â€Å"Edgar Allan Poe.† Edgar Allan Poe.) From there he was accepted into West Point in Boston roughly one year later until he was also forced to leave in January of 1831. He took part in g ambling, drinking and violence which were accepted in the college atmosphere, but because of this he was kicked out of both colleges (Lange, Karen E. 19). In conclusion, Poe received a great education, but was neither committed nor responsible in his college years. He worked hard in his classes, but outside of his studies, he was not smart in the decisions he made. At least getting an early education helped Poe create his masterpieces. The relationships Poe creates and breaks as an adult play a major role in the influence of his writing. Poe and his foster father’s relationship began to fade after Poe showed no interest in the tobacco business and was very engrossed in writing. (â€Å"Poe’s Life†). According to Karen E. Lange, after returning to Richmond, Virginia in 1820, John Allan thought Poe was â€Å"an ungrateful boy who showed no affection toward the family that had taken him in and given him a fine education† (18). John Allan never kept his promise of paying back Poe’s debts in college, which was the reason why Poe was expelled from both University of Virginia and West Point. Later on when John Allan died in 1834, he took Poe out of his will and left him nothingShow MoreRelatedA Brief Biography on Edgar Allan Poe Essay882 Words   |  4 PagesEdgar Allan Poe was born in Massachusetts, U.S. on January 19, 1809. Poe`s parents were Elizabeth Arnold Poe and David Poe Jr. P oe was named after a character in William`s Shakespeare King Lear. Poe was baptized at Episcopal Church in 1812.His mom was an actress and his dad was an actor. Poe`s dad abandoned the family in 1810. Poe had 2 siblings. His brother was named William Henry Leonard he was a writer, sailor, and poet. He was born in Boston on Jan 30, 1807. 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