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Transactional Theory: Name: Wardinah Syafinah Binti Taib Khan MATRIC NUMBER: 262820

This document discusses transactional theory of leadership. Transactional leadership is contingent on an exchange between the leader and follower, focuses on maintaining the status quo, and values problem and solution identification. It consists of rewarding good performance and correcting mistakes. The document then analyzes the strengths, weaknesses, opportunities and threats of transactional leadership. It provides the example of Tim Parker, the CEO of Automobile Association, as an illustration of a transactional leader.

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Wardinah Syafinah
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159 views11 pages

Transactional Theory: Name: Wardinah Syafinah Binti Taib Khan MATRIC NUMBER: 262820

This document discusses transactional theory of leadership. Transactional leadership is contingent on an exchange between the leader and follower, focuses on maintaining the status quo, and values problem and solution identification. It consists of rewarding good performance and correcting mistakes. The document then analyzes the strengths, weaknesses, opportunities and threats of transactional leadership. It provides the example of Tim Parker, the CEO of Automobile Association, as an illustration of a transactional leader.

Uploaded by

Wardinah Syafinah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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TRANSACTIONAL THEORY

NAME: WARDINAH SYAFINAH BINTI TAIB KHAN


MATRIC NUMBER: 262820
 Introduction

 SWOT Analysis
 Strength
 Weaknesses
CONTENT  Threat
 Opportunity
 Example of a Leader
 Tim Parker – CEO of Automobile Association
 Conclusion
TRANSACTIONAL Icon Watermark
THEORY
 Contingent on a transaction or exchange between leader and follower
 Maintain status quo
 Present traditional approach of leadership
 Value problem & solution identification, product-oriented, focus on
doing leadership tasks
 Consists of a reward & management by exception
INTRODUCTION
BOOST EMPLOYEE MOTIVATION
 Produce productive and efficient team members
 Two reasons:

1. Incentive for the employee


• Contributes to the organization
• Employee will not be left behind
2. A reminder to the employee
SWOT ANALYSIS
• Mistake done & underperformance mean demerit & punishment
i. Strength
UNYIELDING LEADERSHIP
 Unbendable policies and rules
 Work within the rules of the management
 Obey policies or instructions can lead to negative implications
 Leader give directions & do not accept complaints or insubordination of
any kind
 Limits creativity
SWOT ANALYSIS
ii. Weaknesses
INFLUENCE ON TEAM INNOVATIVENESS
 Contribute to team innovativeness in jobs with low-emotional labour
 Largely depends on the context in which it works
 Make active & intentional efforts enhance followers’ innovation
 Focus on the appropriate exchange of resources
 Give something they want in exchange for something the leader wants
 Helps shape strategies & structures, reward efforts & commitment,
SWOT ANALYSIS  Foster better team innovativeness
iii. Opportunity
SHORT-TERM RELATIONSHIPS
 Lead followers to short-term relationships of exchange with the leader
 Relationships tend toward shallow, temporary exchanges of gratification
& create resentments
 Critise from scholar: utilizes a one-size-fits-all universal approach
 Disregards situational and contextual factors related to organizational
challenges
SWOT ANALYSIS
iv. Threat
TIM PARKER

EXAMPLE OF A
LEADER
CONCLUSION
THANK YOU

PREPARED BY:
WARDINAH SYAFINAH BINTI TAIB KHAN (262820)
PREPARED FOR:
DR. LOW KAH CHOON

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