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Several taxonomies for categorizing leaders by style have been suggested in the literature. It would appear that the transactional/transformational leadership theory has been the focus of most of the recent attention (see, for example, Judge and Bono, 2000). Especially, with the modern organization and its complexities, this categorization has allowed investigators to distinguish between meaningful, substantial and practical techniques. Transactional leadership is associated with contingent reinforcement and allows the worker freedom to perform as he/she sees fit with the leader intervening when a problem occurs. Here, the leader and subordinate are involved in a series of exchanges or bargains so as to assure goal attainment. In contrast, transformational leaders are not involved in bargaining rather they motivate the worker to achieve transcendental, longer-lasting goals instead of short-term ones. The latter leader is often viewed as charismatic, a visionary who provides individual attention and intellectual stimulation. The advantages of transformational leadership are obvious, especially at the top of the organizational pyramid, and may be considered as fact as it has been observed across many studies (Bass, 1990; Conger and Kanungo, 1988). Although few studies have been done on the relationship between leaders and team performance, two recent ones do indicate that transformational leadership is effective for teams. Bass et al. (2003) compared transactional contingent reward and transformational leadership of infantry unit leaders and found that both active transactional and transformational leadership are needed to perform successfully. A passive leader would not be expected to reach desired goals. Also using a military setting, Dvir et al. (2002) compared an experimental group of leaders trained with transformational concepts with a control group of leaders provided with eclectic training. Findings showed that the transformational group had a greater positive impact on the direct followers’ development and on indirect followers’ performance than the control group leaders. In summary, although many argue that leadership effectiveness should be assessed in terms of team or organizational effectiveness (e.g. Hogan et al., 1994), in reality, except for a few studies, most investigators evaluate leadership effectiveness in terms of ratings on individuals provided by superiors, peers, or subordinates (Judge et al., 2002). In the present study, we examine some of the leadership qualities of the dominant member of a team, as well as some specific group characteristics, in order to predict team effectiveness.The Essay is provided by UK Assignment http://www.szdhsjt.com |
