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Transforming or Transacting? The Role of Leaders in Organisational Transition

Transforming or Transacting? The Role of Leaders in Organisational Transition Within accounts of and frameworks for organisational leadership, especially in the public sector, there is continuing enthusiasm for the distinction between transformational and transactional models, where the latter is typically compared unfavourably with the former. This paper reports on a review of the literature on organisation transition (that is mergers and acquisitions), which found this distinction helpful in ordering the material considered. Unexpectedly, the review found that more of the advice contained within the papers examined focused on interventions that could be broadly categorised as transactional rather than transformational. This seems an important finding in a context where the distinction continues to have salience and when transformational characteristics are often seen as being essential to leadership and transactional attributes are perceived as merely being suggestive of management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Leadership in Public Services Emerald Publishing

Transforming or Transacting? The Role of Leaders in Organisational Transition

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
1747-9886
DOI
10.1108/17479886200600027
Publisher site
See Article on Publisher Site

Abstract

Within accounts of and frameworks for organisational leadership, especially in the public sector, there is continuing enthusiasm for the distinction between transformational and transactional models, where the latter is typically compared unfavourably with the former. This paper reports on a review of the literature on organisation transition (that is mergers and acquisitions), which found this distinction helpful in ordering the material considered. Unexpectedly, the review found that more of the advice contained within the papers examined focused on interventions that could be broadly categorised as transactional rather than transformational. This seems an important finding in a context where the distinction continues to have salience and when transformational characteristics are often seen as being essential to leadership and transactional attributes are perceived as merely being suggestive of management.

Journal

The International Journal of Leadership in Public ServicesEmerald Publishing

Published: Sep 1, 2006

Keywords: Transforming; Transacting; Organisational transition

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