Transformational and Transactional Leadership Styles on Organisational Change in the United Arab Emirates

Abdelkarim Fuad Kitana

doi:10.52962/ipjaf.2019.3.3.78

Abstract

Leaders play essential roles in developing an organisation. The underlying factors of the organisational mechanism, such as process-oriented systems, motivation, and vision, are provided by the leader. Therefore, the study aims to identify and examine the role of transactional and transformational leadership styles in the organisational change process. The researcher believes that those styles of leadership are essential in achieving a positive change in organisations. A focus group session of 120 participants, consisting of subordinates and employees from varying and diverse organisational backgrounds, has been conducted and the study found that certain leadership qualities and attributes are valued over others. Transactional and transformational leadership styles need to be integrated for the success of the organisation. Their association and relationship with factors such as organisational knowledge management, attitudinal and perceptual changes in employee perspectives, cultural changes, development in productivity and efficiency are also among the factors of organisational success. This paper looks at how the leadership styles are associated with each other, along with the reasons why each of these styles might be relevant in their way depending upon circumstances and organisational objectives concerning change and restructuring. The study showed that employees in the private sector prefer the transformational style rather than the transactional style.

Highlights

Leaders play one of the most central roles in the overall functioning and continual development of an organisation
Some of the main findings and conclusions that can be derived from the results include the crucial element that albeit the kind of organisational climate or culture that an employee comes from, specific leadership attributes contribute towards their ideal preference in both positive and negative domains
In the case of employees that come from highly transactional leadership style-backed organisational environments, the attributes often showcase a need to integrate more openness and inclusion of the leader and the employee in the decision-making process and the innovation process as a whole

Summary

Introduction

Leaders play one of the most central roles in the overall functioning and continual development of an organisation. The leader provides essential core elements of the organisational mechanism, such as process-oriented systems, motivation, and vision in an institution or establishment. Another essential role that the leader plays within an Kitana, A. F. organisation is the management of knowledge and the use thereof for competitive advantage. Organisation is the management of knowledge and the use thereof for competitive advantage All of these aspects are used as fundamental reference points for understanding how transactional and transformational leadership styles influence organisational growth and motivation levels amongst employees. Leaders who followed the transactional style of managing organisational functions utilised and leveraged the immediate self-interests of employees as the core motivating factor. The leaders who were conditioned by the transformational style leveraged the ability to uplift employee morale and cater to the moral obligations of employees in order to make them work efficiently

Objectives

Methods

Findings

Conclusion