Bernard Bass
Critique on the contribution of the transactional-transformational leadership paradigms of Bernard Bass to modern management thought and practice
INTRODUCTION
Transformational leadership, (TFN) was first distinguished from transactional leadership, (TCN) around 1973 by Downton. James Mc Gregor Burns, in the late 1970s, studying the histories of various political leaders, continued to redefine the differences in (TFN) leadership and (TCN) leadership. TFN leaders? and followers? purposes become fused, as both seek new ways of working with an objective, thus achieving more for both. TCN leaders engage with followers in a transaction that involves rewards (pay, promotion, etc) for the followers, for superior performance. (Burns, 1978)
In ?Factors of Transactional and Transformational Leadership?, Bass (1985) concludes that neither purely transactional nor purely transformational leadership style would result into subordinates? performance beyond expectation. Analyses of various surveys make him suggest that a mixture of both provides the highest outcome.
While theories since the 1980s widely assume that one leader has only one style, others analyses of the correlation between leadership behavior and employee motivation suggest that transformational leadership would drive higher achievement than transactional, Bass observes that one leader, mainly belonging to one of the two styles, might show attitudes of the other style as
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