as "the New leadership" (p. 5). "The New leadership" integrates ideas from the trait, style, and contingency approaches of leadership (Bryman, 192, p. 5).
One argument with respect to transactional leadership is that this leadership style involves an exchange between leader and subordinate. Subordinates receive specific valued outcomes when they act according to their leader's wishes. Thus, transactional leadership frequently is conceptualized as a cost-benefit exchange process (Whitener, Brodt, Korsgaard, & Werner, 1998).
Transactional leadership theories are based on the concept that leader-subordinate relations are based on a series of exchanges or implicit bargains between leaders and subordinates. Thus, when the job and the environment of the subordinate fail to provide the necessary motivation, direction and satisfaction, the leader, through her or his behavior, will be effective by compensating for the deficiencies (Wilson, 1995). The leader, thus, clarifies the performance criteria within the contexts of what is expected from subor
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