Bernard M. Bass was an influential researcher who, in 1985, popularized and elaborated on the concepts of transactional and transformational leadership, establishing them as major styles within leadership theory.

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Leadership styles are a significant topic within Industrial-Organizational psychology, with numerous theories proposed by researchers. A prominent framework, popularized by researcher Bernard M. Bass, contrasts two key approaches: transactional leadership and transformational leadership.

Leadership Styles

Spielman, R. M., Jenkins, W. J., & Lovett, M. D. (2020, April 22). Psychology (2nd ed.). OpenStax. https://openstax.org/books/psychology-2e/pages/1-introduction

OpenStax Psychology (2nd ed.) Textbook

Followership is an emerging research area that examines leadership from the follower's perspective. This approach posits that to fully understand the dynamics of leadership, the leader-follower relationship must be viewed as bidirectional. It emphasizes that because followers are individuals with unique traits and preferences, there is no universally optimal leadership style or leader-follower dynamic.

Followership in Leadership Style

An influential early study by Kurt Lewin, Lippitt, and White used children as subjects to investigate the effects of different leadership styles. The research focused on how leadership impacted aggression, group dynamics, and satisfaction, providing key insights for both social and organizational psychology.

Lewin's Leadership Study with Children

Bernard M. Bass

Transactional leadership is a management style focused on supervision and the achievement of organizational goals. This approach operates through a system of transactions, where rewards are given for meeting objectives and punishments are applied for failing to do so. Leaders using this style typically work to maintain the existing status quo within the organization.

Transactional Leadership

Transformational leadership is a style that contrasts with the transactional approach. It is characterized by leaders who possess four key attributes in varying degrees: they are charismatic role models, inspirational and optimistic about goals, intellectually stimulating by encouraging critical thought, and considerate of their followers' individual needs.

Transformational Leadership

Research indicates that transformational leadership approaches are generally more effective than transactional approaches. Nevertheless, individual leaders typically exhibit and apply elements of both styles.

Comparative Effectiveness of Leadership Styles

Meta-analyses have revealed slight but significant gender differences in leadership styles. One study by Eagly & Johnson (1990) found that women tend to adopt an interpersonal style focused on employee morale, while men favor a task-oriented style centered on goal accomplishment. Another study by Eagly et al. (2003) showed that women are more likely to exhibit transformational leadership traits, whereas men more frequently display transactional characteristics. However, these differences are generally small and not absolute, with leaders often exhibiting traits from multiple styles.

Gender Differences in Leadership Styles

Analyze the manager's approach described in the scenario. Identify the primary leadership style being demonstrated and provide at least two specific examples from the text to support your conclusion.

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