Which of the following statement is an assumption of behavioral leadership theories?

The transactional style of leadership was first described by Max Weber in 1947 and then by Bernard Bass in 1981. This style is most often used by the managers.

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Assumptions of Transactional Theory
Implications of Transactional Theory
Difference between Transactional and Transformational Leaders
Related Articles
The Trait Theory of Leadership
Leaders’ Traits
The Contingency Theory of Leadership
The Behavioral Theory of Leadership
The Full-Range Theory of Leadership
Which of the following statements is an assumption of behavioral leadership theories?
What are the behavioral theories of leadership?
What are the 4 behavioral leadership styles?
Which of the following are assumptions of Theory Y?

It focuses on the basic management process of controlling, organizing, and short-term planning. The famous examples of leaders who have used transactional technique include McCarthy and de Gaulle.

Transactional leadership involves motivating and directing followers primarily through appealing to their own self-interest. The power of transactional leaders comes from their formal authority and responsibility in the organization.

The main goal of the follower is to obey the instructions of the leader. The style can also be mentioned as a ‘telling style’.

The leader believes in motivating through a system of rewards and punishment.

If a subordinate does what is desired, a reward will follow, and if he does not go as per the wishes of the leader, a punishment will follow. Here, the exchange between leader and follower takes place to achieve routine performance goals.

These exchanges involve four dimensions:

Contingent Rewards: Transactional leaders link the goal to rewards, clarify expectations, provide necessary resources, set mutually agreed upon goals, and provide various kinds of rewards for successful performance. They set SMART (specific, measurable, attainable, realistic, and timely) goals for their subordinates.

Active Management by Exception: Transactional leaders actively monitor the work of their subordinates, watch for deviations from rules and standards and taking corrective action to prevent mistakes.

Passive Management by Exception: Transactional leaders intervene only when standards are not met or when the performance is not as per the expectations. They may even use punishment as a response to unacceptable performance.

Laissez-faire: The leader provides an environment where the subordinates get many opportunities to make decisions. The leader himself abdicates responsibilities and avoids making decisions and therefore the group often lacks direction.

Assumptions of Transactional Theory

Implications of Transactional Theory

The transactional leaders overemphasize detailed and short-term goals, and standard rules and procedures. They do not make an effort to enhance followers’ creativity and generation of new ideas. This kind of a leadership style may work well where the organizational problems are simple and clearly defined. Such leaders tend to not reward or ignore ideas that do not fit with existing plans and goals.

The transactional leaders are found to be quite effective in guiding efficiency decisions which are aimed at cutting costs and improving productivity. The transactional leaders tend to be highly directive and action oriented and their relationship with the followers tends to be transitory and not based on emotional bonds.

The theory assumes that subordinates can be motivated by simple rewards. The only ‘transaction’ between the leader and the followers is the money which the followers receive for their compliance and effort.

Difference between Transactional and Transformational Leaders

Transactional leadership	Transformational Leadership
Leadership is responsive	Leadership is proactive
Works within the organizational culture	Work to change the organizational culture by implementing new ideas
Transactional leaders make employees achieve organizational objectives through rewards and punishment	Transformational leaders motivate and empower employees to achieve company’s objectives by appealing to higher ideals and moral values
Motivates followers by appealing to their own self-interest	Motivates followers by encouraging them to transcend their own interests for those of the group or unit

Conclusion

The transactional style of leadership is viewed as insufficient, but not bad, in developing the maximum leadership potential. It forms as the basis for more mature interactions but care should be taken by leaders not to practice it exclusively, otherwise it will lead to the creation of an environment permeated by position, power, perks, and politics.

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For a number of years, researchers have examined leadership to discover how successful leaders are created. Experts have proposed several theories, including the trait, behavioral, contingency, and full-range models of leadership.

The Trait Theory of Leadership

The search for the characteristics or traits of effective leaders has been central to the study of leadership. Underlying this research is the assumption that leadership capabilities are rooted in characteristics possessed by individuals. Research in the field of trait theory has shown significant positive relationships between effective leadership and personality traits such as intelligence, extroversion, conscientiousness, self-efficacy, and openness to experience. These findings also show that individuals emerge as leaders across a variety of situations and tasks.

Four Theories of Leadership. http://oer2go.org/mods/en-boundless/www.boundless.com/management/textbooks/boundless-management-textbook/leadership-9/defining-leadership-68/four-theories-of-leadership-344-7580/index.html Content and user contributions on this site are licensed under CC BY-SA 4.0 with attribution required.

According to trait leadership theory, effective leaders have in common a pattern of personal characteristics that support their ability to mobilize others toward a shared vision. These traits include dimensions of personality and motives, sets of skills and capabilities, and behavior in social relationships. Using traits to explain effective leadership considers both characteristics that are inherited and attributes that are learned. This approach has been used to differentiate leaders from non-leaders. Understanding the importance of these traits can help organizations select, train, and develop leaders.

Leaders’ Traits

Following studies of trait leadership, most leader traits can be organized into four groups:

Personality: Patterns of behavior, such as adaptability and comfort with ambiguity, and dispositional tendencies, such as motives and values, are associated with effective leadership.
Demographic: In this category, gender has received by far the most attention in terms of leadership; however, most scholars have found that gender is not a determining demographic trait, as male and female leaders are equally effective.
Task competence: This relates to how individuals approach the execution and performance of tasks. Hoffman groups intelligence, conscientiousness, openness to experience, and emotional stability into this category.
Interpersonal attributes:These relate to how a leader approaches social interactions. According to Hoffman and others (2011), traits such as extroversion and agreeableness are included in this category.

The Trait Theory Approach. http://oer2go.org/mods/en-boundless/www.boundless.com/management/textbooks/boundless-management-textbook/leadership-9/trait-approach-69/the-trait-theory-approach-345-3943/index.html Content and user contributions on this site are licensed under CC BY-SA 4.0 with attribution required.

The Contingency Theory of Leadership

Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that persons who are leaders in one situation may not necessarily be leaders in other situations. According to this approach, called contingency theory, no single psychological profile or set of enduring traits links directly to effective leadership. Instead, the interaction between those individual traits and the prevailing conditions is what creates effective leadership. In other words, contingency theory proposes that effective leadership is contingent on factors independent of an individual leader. As such, the theory predicts that effective leaders are those whose personal traits match the needs of the situation in which they find themselves. Fiedler’s contingency model of leadership focuses on the interaction of leadership style and the situation (later called situational control). He identified three relevant aspects of the situation: the quality of the leader’s relationships with others, how well structured their tasks were, and the leader’s amount of formal authority.

The Behavioral Theory of Leadership

In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors. They evaluated what successful leaders did, developed a taxonomy of actions, and identified broad patterns that indicated different leadership styles. Behavioral theory also incorporates B.F. Skinner’s theory of behavior modification, which takes into account the effect of reward and punishment on changing behavior. An example of this theory in action is a manager or leader who motivates desired behavior by scolding employees who arrive late to meetings and showing appreciation when they are early or on time.

The Full-Range Theory of Leadership

The full-range theory of leadership is a component of transformational leadership, which enhances motivation and morale by connecting the employee’s sense of identity to a project and the collective identity of the organization. The four major components of the theory, which cover the full range of essential qualities of a good leader, are:

Individualized consideration: the degree to which the leader attends to each follower’s concerns and needs and acts as a mentor or coach
Intellectual stimulation: the degree to which the leader challenges assumptions, takes risks, and solicits followers’ ideas
Inspirational motivation: the degree to which the leader articulates a vision that is appealing and inspiring to followers
Idealized influence: the degree to which the leader provides a role model for high ethical behavior, instills pride, and gains respect and trust

Styles and Traits theory. By Rebecca Jewett-Geragosian, (2018). Content and user contributions on this site are licensed under CC BY-SA 4.0 with attribution required.

Which of the following statements is an assumption of behavioral leadership theories?

Which of the following statements is an assumption of behavioral leadership theories? Good leadership is rooted in behavior.

What are the behavioral theories of leadership?

Behavioral theories of leadership focus heavily on the actions of a leader—this theory suggests that the best predictor of leadership success is viewing how a leader acts. Action rather than qualities are the focal points of behavioral learning theory.

What are the 4 behavioral leadership styles?

Types of Leadership Styles.

Autocratic..

Democratic..

Laissez-faire..

Transformational..

Which of the following are assumptions of Theory Y?

Assumptions of Theory Y They exercise their physical and mental efforts in an inherent manner in their jobs. Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives.