Highlight the most prominent situations affecting leadership from the Industrial Age to the Information Age. Consider how these situations affect an organization with which you are affiliated (or of which you have knowledge), and discuss what your leadership approach to change would be in response to these situations.  Week Five Lecture   Leaders inspire and encourage their followers to reach objectives they have deemed important. The ability to empower others to reach these objectives is a key skill of a leader. Many U.S. workers value "innovation, entrepreneurship, autonomy, teamwork, and diversity" (Nadler, Gerstein, & Shaw, 1992, p. 173). The capacity of leaders to build organizations where workers can gain the skills to act on their values is at the heart of the concept of transformational leaders whose relationships with followers extend to helping them lead productive lives that align with their corporate identities.    Transformational Leaders    Because of their influential and motivational relationships with followers, transformational leaders can sometimes be viewed as charismatic. People follow them because they have a certain charm. Followers often view charismatic leaders as fair and cooperative people and thus give them their own cooperation (De Cremer & van Knippenberg, 2002).   Transactional Leadership In some circles, transactional leadership might be overshadowed by proponents of transformational leadership. However, understanding the foundations of this theory is useful. Schermerhorn, Hunt, and Osborn (2005) noted that the exchanges between leaders and followers that take place are necessary to some extent to accomplish basic and repetitive organizational tasks. Transactional leadership can include contingent rewards, active management by exception (correcting followers if needed), passive management by exception (only making adjustments if standards are not met), and laissez-faire (avoiding making a decision at all).  The types of exchanges used by transactional leaders are not limited to monetary rewards (Hughes, Ginnett, & Curphy, 2009). The exchange can take many forms, including economic, political, or psychological trade-offs. Transactional leaders might not possess the leadership characteristics that allow transformational leaders to develop interpersonal relationships with their followers; however, they can have a positive influence on follower satisfaction and performance when the time is available to use these skills (Avolio & Bass, as cited in Hughes et al., 2009). Transactional leadership is often underused since the value of the theory is often overlooked. The downside of using only this theory is that it often maintains the status quo and is ineffective at producing long-term change. The good news is that transactional leadership skills appear to be easier to improve than transformational skills, based on research conclusions (Hughes et al., 2009).   Conclusion With transformational theory, le ...

1. Highlight the most prominent situations affecting leadership
from the Industrial Age to the Information Age. Consider how
these situations affect an organization with which you are
affiliated (or of which you have knowledge), and discuss what
your leadership approach to change would be in response to
these situations.
Week Five Lecture
Leaders inspire and encourage their followers to reach
objectives they have deemed important. The ability to empower
others to reach these objectives is a key skill of a leader. Many
U.S. workers value "innovation, entrepreneurship, autonomy,
teamwork, and diversity" (Nadler, Gerstein, & Shaw, 1992, p.
173). The capacity of leaders to build organizations where
workers can gain the skills to act on their values is at the heart
of the concept of transformational leaders whose relationships
with followers extend to helping them lead productive lives that
align with their corporate identities.
Transformational Leaders
Because of their influential and motivational relationships with
followers, transformational leaders can sometimes be viewed as
charismatic. People follow them because they have a certain
charm. Followers often view charismatic leaders as fair and
cooperative people and thus give them their own cooperation
(De Cremer & van Knippenberg, 2002).
Transactional Leadership In some circles, transactional

2. leadership might be overshadowed by proponents of
transformational leadership. However, understanding the
foundations of this theory is useful. Schermerhorn, Hunt, and
Osborn (2005) noted that the exchanges between leaders and
followers that take place are necessary to some extent to
accomplish basic and repetitive organizational tasks.
Transactional leadership can include contingent rewards, active
management by exception (correcting followers if needed),
passive management by exception (only making adjustments if
standards are not met), and laissez-faire (avoiding making a
decision at all).
The types of exchanges used by transactional leaders are not
limited to monetary rewards (Hughes, Ginnett, & Curphy,
2009). The exchange can take many forms, including economic,
political, or psychological trade-offs. Transactional leaders
might not possess the leadership characteristics that allow
transformational leaders to develop interpersonal relationships
with their followers; however, they can have a positive
influence on follower satisfaction and performance when the
time is available to use these skills (Avolio & Bass, as cited in
Hughes et al., 2009). Transactional leadership is often
underused since the value of the theory is often overlooked. The
downside of using only this theory is that it often maintains the
status quo and is ineffective at producing long-term change. The
good news is that transactional leadership skills appear to be
easier to improve than transformational skills, based on research
conclusions (Hughes et al., 2009).
Conclusion
With transformational theory, leadership makes yet another
shift moving from exchanges with people that essentially

3. control events to influencing and motivating followers through
the establishment of a highly valued relationship between
leaders and followers. Today, transformational theory resides in
many of the research efforts on teams and teamwork and in
studies of performance and positive organizational change.
Forbes School of Business Faculty
References
De Cremer, D., & van Knippenberg, D. (2002). How do leaders
promote cooperation: The effects of charisma and procedural
fairness. Journal of Applied Psychology, 87(5), 858-866.
doi:10.1037/0021-9010.87.5.858
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2009).
Leadership: Enhancing the lessons of experience (6th ed.). New
York, NY: McGraw-Hill/Irwin.
Nadler, D. A., Gerstein, M. S., & Shaw, R. B. (1992).
Organizational architecture: Designs for changing
organizations. San Francisco, CA: Jossey-Bass.
Schermerhorn, J. R., Jr., Hunt, J. G., & Osborn, R. N. (2005).
Organizational behavior (9th ed.). Hoboken, NJ: Wiley.
Required Resources

4. Text
Warrick, D.D. (2016). Leadership: A high impact approach
[Electronic version]. Retrieved from
https://content.ashford.edu/
Recommended Resources
Article
Yun, S., Cox, J., & Sims, H. P., Jr. (2006). The forgotten
follower: A contingency model of leadership and follower self-
leadership. Journal of Managerial Psychology, 21(4), 374-388.
Retrieved from the ProQuest database.
Multimedia
INTELECOM (Producer). Contingency theory (Links to an
external site.)Links to an external site. [Video file]. Retrieved
from
http://searchcenter.intelecomonline.net:80/playClipDirect.aspx?
id=4870EEC7664070BB9915C7C9656B6ED52F514680433C867
266498D8F1CBAE88DE16BD42E3D16FAAAFFFE711DF0EEE
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