Transformational and transactional Leadership

Transformational and transactional Leadership in higher education by Lloyd Moman Basham (2012) is an article that studies the characteristics of presidents of higher education institutions who practice transformational and transactional leadership. It adds new data to the already published information about these two types of leadership and seeks to review how these leaders impact their institutions using their leadership methods. The paper seeks to determine how best leadership styles can be improved to improve delivery and accommodate tomorrow’s leaders who will meet new challenges. It seeks to introduce into the styles of leadership the ability for leader to think more positively, welcome innovation and enhance preparation.

The author argues that transformational leadership is a leadership style that promotes change the company, leaders and their subordinate. Transactional leadership, on the other hand, refers to as the leadership style of the status quo. Leaders achieve their power by establishing power relationships with their subordinates (Groves & LaRocca 2011).

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Transactional leaders provide their subordinates with something they need in return for something they, the leaders, seek. A transactional leader is bound to continually recognize the continuously changing needs of the subordinates. Some leaders offer tangible things like bonuses while others offer intangible rewards like trust, loyalty, and respect.
Transformational leaders are internally motivated. They bring together followers who have ambitions similar to theirs and work together towards the improvement of the institution.

Results and recommendations
The company realized that there was no proper distinction between the two forms of leadership styles in higher education institutions. The university leaders understood the importance of devoting time and resources towards the success of their institutions. They also understood that they needed to create an environment that created trust in their environment and energized the entire institution (Groves & LaRocca 2011).

Both groups of leaders believed that their competence on various grounds such as skills of leadership, technical expertise, and knowledge would ensure completion of their efforts. The president should also display deeply set values and beliefs, and authenticity. Leaders should also keep their strategies updated and ensure this acquired facts are made available to all levels of the university. The paper also sees a need for a proper review of the presidents before signing contracts of tenure as theirs is a most important position.

The leadership of universities and other higher education institutions is highly dependent on the top leadership. The presidents of institutions should be selected with caution to ensure they meet all the requirements of good leadership. The best leadership should be focused on a specific mission statement that is tailored for the institutions. It should also be based on both transactional and transformational leadership.

In conclusion, a successful organization depends upon the application of both transactional and transformational leadership concepts to deal with different situations. This is because different situations warrant different forms of action and different forms followers are motivated by different leadership styles. Presidents should have contracts that are limited to five to ten years to ensure that those who cannot take the universities forward to not use politics to stay in power and stagnate the company.


Moman Basham, L. (2012). Transformational and Transactional Leaders in Higher Education. SAM Advanced Management Journal (07497075), 77(2), 15-37.

Groves, K., & LaRocca, M. (2011). An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility. Journal Of Business Ethics, 103(4), 511-528. doi:10.1007/s10551-011-0877-y

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