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expectations are expressed by top leadership, but the reward for achieving
them is not considered adequate, staff leaders may not be motivated to
work hard to make these outcomes happen.

The strictly transactional leader is unable to embody qualities like
empowerment and development of employees, whereas the
transformational leader that is discussed in the next section will realize
certain situations call for a transactional style of leadership. The main
difference between the two styles, however, is that the relationship

between transactional leaders and employees is centered on goals and
rewards, such as increases in pay and moving up in an organization. For
strictly transactional organizations, the overall outcome is simply a
“prescription for mediocrity.”
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Transformational Leadership

Clearly the leader who commands compelling causes has an extraordinary
potential influence over followers. James MacGregor Burns.

In the 1970s and 1980s, researchers such as J. M. Burns and B. M. Bass
defined the concept of transformational leadership. Transformational
leadership grows out of the assumption that people will follow a leader
who inspires and motivates them. In this leadership style, the leader
motivates and inspires by developing a compelling vision, selling that
vision, and focusing on developing relationships with followers as a

teacher, mentor, and coach.

Although the charismatic leader and the transformational leader can have
many similarities, their main difference is in their basic focus. Whereas the
transformational leader has a basic focus on transforming the organization
and, quite possibly, their followers, the charismatic leader may not want to

change anything except to improve on his or her popularity. Those
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leaders who are not charismatic extroverts are more likely to take a team

48 http://integratingwomanleaders.com/transformational-leadership-do-great-leaders-share-the-same-
traits/?goback=%2Egde_1022597_member_131169946.
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http://changingminds.org/disciplines/leadership/styles/charismatic_leadership.htm.
David Kolzow 43