Transactional Leadership Known As Managerial Leadership Commerce Essay

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Transition services are a complex process involving many issues. When outsourcing to IBM, you get the benefit of our qualified transition professionals and their dedication and experience in providing fully scalable project management capabilities. Using IBM's methods, these are some of the key project benefits we are able to offer.

• Risk is managed more effectively because the project is properly defined within your business environment and threats are clearly identified and mitigation plans developed.

• Productivity is increased through a clear definition of roles, responsibilities and deliverables. This gives a faster start up, less rework and more productive time in the project.

• Communication is easier and clearer using IBM teaming and comprehensive communications approach.


Transactional Leadership known as managerial leadership, focus on the role of supervisions, organization, and group performance; transactional leadership is a great style of leadership and his followers through both reward and punishment. Unlike Transformational leadership, leaders using the transactional way are not looking to change the future; they are looking to keep things the same. These leaders pay attention to followers' work in order to find faults and deviations. This leadership is effective in crisis situations, when your projects need to be carried out in a specific fashion.


In 1976, Wozniak single handedly invented the Apple computer. Wozniak showed it to Jobs, who advises that they sell it. Job and Ronald Wayne found Apple computer in the garage of Jobs parents for sell it. They funding from a then semi-retired product-marketing manager and engineer Mike Markula. In 1978, Apple recruit Scott from National Semiconductor to became as CEO for what turned out to be several turbulent year.

In10/ 2005, Bob Igor replaced Eisner at Disney, and Igor quickly works to patch up relations with Job and Pixar. On 1/2006, Job and Igor announced that Disney had agreed to purchase Pixar in an all stock transaction total worth $7.4 billion.

Job holding in Disney far exceed those of Eisner who has 1.76 percent and Disney family member Roy E. Disney, who until 2009 death held about one percent of the company stock and whose criticisms of Eisner - especially that he soured Disney relationship with Pixar accelerated Eisner's ousting. Upon completion of the merger, Jobs received 8% of Disney shares, and join the Board of Directors as the largest personal shareholder. Upon Job death his shares in Disney were transferred to the Steven.


The transformational leadership enhances motivation morale and performance of followers through mechanisms. These include connecting the follower sense of identity and self to the project and the collective identity of the organization. Being a role model for followers that inspires them and makes them interested; challenging follower to take greater ownership for their work, and knowing the strengths and weaknesses of follower, so the leader can align followers with task that their performance.


Branson started his business that he ran the Student. Branson advertised news records in The Student of Magazine .it was an overnight success. Trading under the name is "Virgin", he sold records for considerably not more than the "High Street" outlets.

In 1993, to keep his company afloat, Branson sold the Virgin label to other for £500 million. Branson wept when the sale was completed since the business had been the birth of the Virgin Empire. He later formed v-2 Records to re-enter the music business.[

The transformational leadership enhances motivation morale and performance of followers through mechanisms. These include connecting the follower sense of identity and self to the project and the collective identity of the organization. Being a role model for followers that inspires them and makes them interested; challenging follower to take greater ownership for their work, and knowing the strengths and weaknesses of follower, so the leader can align followers with task that their performance.


Incremental changes

The company subsequent branched out and improving upon other appliances. The product with the introduction of the iPod portable music player, iTunes digital music software, and the iTunes Store.

On the6/ 29/ 2007, the product apple entered the cellular phone with the introduction of the iPhone, this is multi-touch display cell phone, which also included the features of an iPod and its own phone browser, revolutionized the phone browsing scene. Jobs like reminded his employees that "real artists ship''.

In 1987, Jobs bought The Graphics Group then become Pixar for the price of $10 million, it also have $5 million of which was given to the company as base capital.

Radical changes

Apple's president and board, though, avoided giving him full authority, and Steve was digging his own corporate grave.

The real is that Job summary executions were rare, but a handful of victims were able to terrorize a whole company."Jobs also changed the idea for Macintosh clones, making it too expensive for the manufacturers to continue making the machines.

In 2006, Job responded to criticism of Apple's for e-waste in the world by lashing out at environmental at Apple's Annual Meeting in Cupertino in April 2006. Few weeks later, Apple product announced it would take back iPods for free at its retail stores.


Incremental changes

He was earning enough money. In 1973 the Virgin Records and Nike Powell bought a country estate which they installed a recording studio. He leased out studio to fledgling artists also including multi-instrumentalist Mike Oldfield, whose debut album Tubular Bells was Virgin Records first release and a chart topping best seller.

In the early 1981, Virgin bought the gay club of Heaven. In 1990, in a consortium and David Frost, Branson had made the successful bid for three ITV franchisees under the CPV-TV name.

Branson has also developed a Virgin Cola brand and an even a Virgin Vodka brand.

Radical changes

In 1994, Branson saw as one of riskier business exploits by entering into the railway business. Virgin Trains won the franchise for the Intercity West Coast and Cross-Country sectors of British Rail.

Branson the Virgin group is Virgin Fuels respond to global warming and exploit the recent spike in costs by offering a revolutionary, because cheaper fuel for automobiles in the near future aircraft. Branson was formed a global warming septic and it was influenced in his decision by a meeting.

Branson has been named as a "transformational leader" in the management, his maverick strategies and his stress on the Virgin Group is bottom-heavy rather than strangled by top of level management.


I. The natural or normal reaction to change is resistance. Every individual has a threshold for how much change they can absorb. However, the number one reason front line employees resist change often good many project teams.

(1) The employees were not aware of the underlying business need for change.

(2) Lay-offs were announced or feared as part of the change in the future.

(3) The employees were not sure they had needed skills for success in the future state.

(4) The Individuals were comfortable in the current state, the employees wanted to maintain the personal reward and sense of accomplishment and fulfillment provided by the status quo.

(5) The employees felt they were being required to do more and they needs more for the same pay.

II. People often to change by resisting and smart change to know that being aggressive makes people increasing defensive. Have are three ways to move around the defenses.

Find another way in the issue. If your change is rebuffed, try another ways. Find out problems what matters to the people whose support you need or shift the focus of the change to take their goals into account.

Befriend people closest to your resisters. Make friends with administrative assistants, direct reports, or other people who spend time with them. These relationships often yield useful information and help get your ideas heard.

Go bottom up. If senior management is resisting your idea, start from the bottom of the organization and build grassroots support. With enough backing, you may be able to convince leaders to reconsider.

 Lack of Self Belief.  If you go to the trouble of setting a goal, do yourself a favor and believe in ability to achieve it. If your best friend told you they were going to change this year, this year was going to be different. This year they are going to stop doing what they have always done and do what needs to be done to achieve the changes that they want to achieve.

Lack of planning. If you want anything to work well it must have a POA (Plan of Action) You need to put some thought into What, When, Why and any other question word you can think of. If you want to create the habit of exercise then you must decide what exercise, what days and for how long before you put your gear on. Failing to plan is setting you up to fail.

III Step 1: Create a Sense of Urgency

It is necessary to create a sense of urgency around the initiative in order to maximize your chances of success. Koter estimated that 75% of management needs to back an initiative in order for it to be successful. Use as many facts as possible to persuade others to support you. In this step what you're really trying to do is build lots of support for your initiative, so that the sense of urgency builds and reinforces itself.

Step 2: Form a Guiding Coalition

It's not enough simply to try and push true a major change by yourself, you need to form powerful coalitions with key people in the organization. By getting powerful and respected people within the organization on side, you are far more likely to drive the change through. Bring all your key people together to form a change coalition or powerful change steering group. Aim to have as diverse a group of powerful people as possible, from different functional parts of the organization.

Step 3: Create a Vision

A clear vision of how you see the future organization looking and why that's beneficial will help everyone to clearly understand why you're asking them to action or assist this change. Every member of the change coalition should be able to describe the vision in less than 5 minutes, and it's a good idea for you as the leader to practice you're vision speech often, as you're trying to inspire and lead the team to get behind you.

Step 4: Communicate the Vision

Without credible communication, the hearts and minds of those who have to execute the change will not be won. If you think about all the different communications that happen on any given day in a typical organization, it should be obvious to you why your communication needs to be very clear and strong. Make use of all the communication channels available to you. Ensure that your change coalition is leading by example and walking the walk. Every time you speak or communicate in any way about the initiative remember to tie it back to the vision.

Step 5: Empower Others to Act on the Vision

Until now you've been painting a picture of the vision to inspire the team, now it's time to remove any blockers or barriers so that the team can get on and implement the vision. Create the organization structure, either permanently or a project or program structure, so the work gets done. Set up the rewards system so the team is motivated. Keep a watchful eye for those who are resisting or blocking the change, and give them special attention to bring them on side.

Step 6: Create Quick Wins

Major transformation can take a very long time, but without quick wins people will lose faith or give up altogether. You need to structure the transformation so it contains short term targets, remembering to communicate widely your successes. Remember that nothing breeds success like success. Praise and reward those who help reach the targets.

Step 7: Build on the Change

As already stated, real change takes a very long time. Until new approaches have sunk in deeply, there is a high-risk of people reverting to the old practice or way of doing things. To counter this tendency, continue to set ever bigger goals to build on the successes and momentum you've already achieved. After each minor win, analyses what needs to be improved.

Step 8: Institutionalize the Change

This is the final step of the Katter Change Model. In this step we aim to show how new systems, approaches, and behaviors have benefited the organization. How the values behind the original vision can now be seen by all.

Katter Change Steps: Advantages

The advantages of the 8-step Change Model include:

It focuses on obtaining buy-in from key employees to ensure success

It fits well on top of traditional organization structures


The Katter 8-Step Change Model provides a step-by-step process you can follow to affect change within an organization. It can serve as a reminder that you need to get buy-in from senior stakeholders to ensure effective change. When program managing a major change initiative it is useful to refer to the 8-steps to help identify any areas you may have overlooked in managing the change. The Change Curve can be used to help you tailor your communications as you move through the Katter change steps.