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Transactional Leaders were first described by Weber (1947) and later by Burns (1978) as one of the two main categories of leaders, the other being transformational leaders. Transactional leaders are characterized by their ability to seize opportunities through bargaining or the exchange of favors.
Transactional leaders are willing to work with existing systems and negotiate in order to attain the goals of the organization. They are leaders that tend to think "inside the box" to solve problems. This is at the opposite side of the spectrum from the transformational leader that is comfortable seeking solutions that are innovative and without constraints.
The leadership models of both Weber and Burns theorized that leaders would actually fall along a continuum of leadership qualities that included transformational leaders at one end of the spectrum and transactional leaders at the other.
Other forms of this term include - transactional leader, transactional leadership |
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