Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

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 Pier Professional

Transforming or Transacting? The Role of Leaders in Organisational Transition

Loading next page...
 
/lp/pier-professional/transforming-or-transacting-the-role-of-leaders-in-organisational-bvGe0q0sFt
Publisher
Pier Professional
Copyright
Copyright © 2006 by Pier Professional Limited
ISSN
1747-9886
eISSN
2042-8642
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 ServicesPier Professional

Published: Sep 1, 2006

Keywords: transforming

There are no references for this article.