Traditional & Authentic Leadership

AN OVERVIEW OF TRADITIONAL LEADERSHIP APPROACHES

Transactional leadership suggests that leaders respond to lower level subordinates' basic and security needs (Kouzes, 2003). Leaders and subordinates are viewed as bargaining agents where relative power regulates an exchange process as benefits are issued and received. There are two types of behavioral patterns used in transactional leadership: passive and active. The passive style is described as management by exception where employ

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ing over the helm at Honeywell and went to the much smaller Medtronic. Revenues grew from $750 million in 1989 to more than $5 billion when he stepped down in 2001, and the company has operations in more than 120 countries around the world. George worked to ensure that the company's commitment to ethical behavior and strong corporate governance remained central to its activities, and later wrote a book on leadership in which he addresses the lessons learned at Medtronic and elsewhere in his career. The type of leadership that he endorses he terms, "authentic leadership" (Farrell, 2003). Central to George's concept of authentic leadership are five leadership dimensions. Within each of these dimensions, a specific developmental quality must be present for the leader to be successful. George's approach to leadership moves beyond transaction and transformational, and focuses instead on the actions that the leader takes. A charismatic leader or a leadermanager can make use of the dimensions and developmental qualities that George identifies. Indeed, according to George, a leader cannot be successful at work and in life if these are ignored (George, 2003). PURPOSE Finding one's purpose in life is only the first step, accordin
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Approximate Word count = 2195
Approximate Pages = 9 (250 words per page)

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