Transactional And Transformational Leadership Theory

**TransformationTransformational leadership. Burns (1978) and Bass (1985) provided much of the foundational research on transactional and transformational leadership theory that led to advancements in guidelines for leaders. Although Burns (1978) and Bass (1985) agree on the characteristics for both theories, there iswas one point of difference. The one area where a difference exists is that Burns (1978) offered that translational and transformational theory were two separate approaches that existedexist on opposite ends of the spectrum. whereas Bass (1985) argued that transactional leadership was the starting point for a leader moving to a transformational approach. Before a more in-depth review is provided for these alternative views, it is first necessary to provide further background information on transformational leadership. Transformational leadership theory is based upon four specific constructs; charismatic or idealized influence, inspirational motivation, intellectua l stimulation, and individualized consideration. The four constructs serve the leader’s attempt to connect with the follower at a higher level of interest (Alabduljader, 2012; Groves LaRocca, 2011; Liu et al., 2011; Odumeru Ogbonna, 2013; Washington et al., 2014). Laissez faire Leadership. Laissez faire leadership. The laissez-faire leadership approach is characterized as management-by-exception, or passive management (Sosik Jung, 2010). 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