Transactional leadership
This type of leadership has traits very similar to laissez-faire leadership, an expression that means letting go or letting go, that is, letting everyone work on their own, the managers do not exercise control, with the disadvantage or aggravation that originates in a transaction: "you support me to achieve something and I let you do what you want" used many times to achieve a promotion, or appointment; but by the way of wanting to achieve it, it can be noted that the motivation for said promotion would be what David Mc Lelland catalogs as the need to achieve power, leaving aside values and the only premise is: "the end justifies the means", phrase attributed to Nicholas Machiavelli, in which ethics and morals take a backseat.In this kind of transaction between the administrator and the administrators, to achieve interested support, they forget that the main affected by this type of attitude is THE COMPANY.People who apply transactional leadership forget an important premise: leadership must be in tune with the mission, vision, organizational culture and values of their company.
Can you be unethical or "morally elastic" and be successful? Maybe Will this success be lasting in the long run? No. Ines Temple.
This type of leadership in which everyone does what they want or what they think, puts aside all regulations, the administrator or manager will later have to waste their time solving problems; Many times they believe that it is a way to test their capacity as an executive, coming to comment that such an administrator is very good because it solves many problems that probably would not have occurred if an inspiring, transformative or reference leadership had been exercised, in which the values, regulations, workers and the institution are considered.
In a more advanced culture, the best manager or administrator is not the one who solves problems, but the one who avoids them with proper analysis, risk management and decision-making. In your institution there are almost no problems. They do not forget to control compliance with standards and do not neglect values and principles.
When talking about good personal relationships, it is not about achieving them by misinterpreting, what this means as part of emotional intelligence or tolerance, This type of leadership based on mercenary interests, we know is very negative for the company and for the workers because of the type of motivation, even more so if the institution has several locations, this type of leadership becomes a bad example; Due to the ease, permissiveness and lack of principles, the workers of other headquarters or offices want the administrator or manager of the office to also implement it in theirs.
Inés Temple, in the book You SA, says that to get a job, I assume that also to keep the one we have, we must manage well on the social level: “For this reason the social level is key, in three points it makes us more competitive: the first: ethics and values; the second: handle personal interrelations very well; and the third: have a positive attitude, with energy, of proactive collaboration. " (one)
As we can see, the first point that should make us more competitive is ethics and values; Therefore, in the name of tolerance, we must not fall into permissiveness. We know that for people guided by mercenary interests and lacking in values, these aspects are not important and they take advantage of it because it is the easiest way to achieve interested support and a misnamed unity, confusing tolerance into permissiveness, which could well be classified as complicity. Let us not forget that tolerance must have a limit, after which it ceases to be a virtue.
Reference
- You SA -Empleabilidad y Marketing Personal- Inés Temple.
