Transactional, Charismatic and Transformational Leadership Article 2022

Running Head: Leadership Responsibility
Transactional, Charismatic and
Transformational Leadership
Critical Essay
System04104
8/16/2019

Leadership Responsibility
1
Transactional, Charismatic and Transformational
A leader determines the success or failure of people or organisation. Even in the modern
organisations, the role of leader is not limited to motivate people rather they are also
responsible to encourage and drive the people towards the organisational goals and
objectives. In last few decades, there are many scholars and authors have drawn differences
between three popular leadership style- transactional, charismatic, and transformational
leadership. Popper and Zakkai (1994) also tried to find difference between these three types
of leadership in their article.
According to Kotter (1990), a good leader always encourages and motivates people to
involve in any act without any coercion (Deichmann and Stam, 2015). Most of the authors
were agree on this definition of Kotter. This definition of Kotter has helped many people in
their research on leadership style and development (Deichmann and Stam, 2015). There were
various researches and literature were written about the responsibility, duty, wok, and role of
a leader and most of the researches were agree that a good leader can easily motivates the
people with their positive leadership traits towards the goal and objective.
The author discriminate the three type of leadership style in the article. According to the
Popper and Zakkai (1994), transactional leadership is based on ‘give and take’ relationship.
Transactional leader always believe in motivational transactional relationship. However, it is
not applied in modern organisation. It has been seen that some time the transactional leader
penetrate the subordinate for their bad performance and it demotivate the people (Popper and
Zakkai, 1994). For example, a person who was not performing well in the organisation and
the transactional leader decide demote the people in lower level department may hit the
confidence and motivational level of employees. Here, it can be said that transactional
leadership style not always motivates the employees rather it demotivates people when they
are penetrated for their bad performance (Afsar, Badir, Saeed, and Hafeez, 2017). However,
if a leader acts intelligently on the situation, the leader can avoid such situation. An effective
transactional leader must balance their relationship with the employees and understand the
situation and expectations of employees. The ‘exchange relationship’ between the
transactional leader and subordinates not always effective in every situation rather it applies
only one some circumstance where there is no sense of approaching threat or anxiety on
employees or subordinates of a transactional leader. However, this type of leadership style is