Analisis efisiensi gaya kepemimpinan transformasional & transaksional

Transformational Leadership and Job Performance: The Mediating Role of Work Engagement

 

According to Bass (1985), transformational leadership comprises four dimensions.

*First, idealized influence is the degree to which followers realize leaders' value, confidence, belief, power, and ethical or moral orientation; their willingness to identify with these attributes; and a diversion from self-interest to higher collective goals (Antonakis & House, 2002).

* Second, inspirational motivation describes how leaders articulate visions to inspire and motivate subordinates to reach desired goals (Antonakis & House, 2002).

*Third is intellectual stimulation, which refers to leaders who challenge the status quo and underlying assumptions, encourage followers to do so, and are open to new and creative solutions to problems (Antonakis & House, 2002).

*The final dimension is individualized consideration. Here, like mentors or coaches, leaders provide emotional support and consideration for each follower (Antonakis & House, 2002).

Through these four dimensions, transformational leaders engage followers and accomplish significant outcomes (Burns, 1978).

to emphasize the importance of goals, similar to role models (House & Shamir, 1993), transformational leaders invest their full resources in attaining these goals. House and Shamir (1993) added that transformational leaders increase the intrinsic value of goal accomplishment and foster followers' commitment, attaching a sense of meaningfulness to goals. Thus, both idealized influence and inspirational motivation might make members believe that collective goals are meaningful (i.e., psychological meaningfulness) and attainable, and more willing to present themselves physically, cognitively, and emotionally at work.

Transformational leaders may successfully divert followers from self-serving to holistic and challenging goals, some difficulties might arise during this process. For followers, challenging and holistic goals imply high risk; thus, unforeseen failures may occur during work role performance. This unsafe feeling and unpredictability of outcomes hinder members' desire to strive for these goals, unless leaders create a safe and supportive environment (Kahn, 1990) in which they can express themselves without fears of negative consequences. Transformational leaders pay personal attention to each member, try to understand their needs, and provide emotional support when they are frustrated at work. These supportive gestures enhance members' feelings of safety and encourage them to present their preferred self when working on tasks. For example, earlier research contended that transformational leadership could increase perceived supervisor support (Liaw et al., 2010).

Transformational leaders not only comfort members when dealing with challenging goals but also enhance members' problem-solving abilities. That is, transformational leaders use intellectual stimulation to encourage members to question the status quo and approaches, and invite their opinions or solutions to improve productivity and conserve resources (e.g., energy). As such, transformational leaders encourage members to effectively use their intelligence or experience, view problems from various angles (Bass, 1985; House & Shamir, 1993).

In short, this study expects that through the abovementioned four behaviors, transformational leaders can stimulate their members into becoming more engaged in their takes. Prior research (e.g., Chua & Ayoko, 2019; Ghadi et al., 2013; Vila-Vzquez et al., 2018; W. Zhu et al., 2009) suggests that transformational leaders enhance members' work engagement through these four dimensions.

A Systematic Review of the Transactional Leadership Literature and Future Outlook

By being flexible and innovative, leaders can create more business opportunities and competitive advantages for the organization. Simultaneously, transactional leaders must remain focused during periods of change, collaborating with employees to address market challenges and opportunities, and fostering a conducive external environment and organizational climate. However, slow or conservative decision-making can lead to lost opportunities and competitive disadvantage. Therefore, transactional leaders must be proactive, adaptable, and able to adjust strategies and decisions to maintain a competitive edge while mitigating risks.

 The relationship between leaders and employees is critical to organizational effectiveness, and transactional leaders must build fair and equal relationships based on an exchange of benefits (Graen & Uhl-Bien, 1995). Transactional leaders focus on exchanging benefits and achieving goals, so their relationship with employees tends to be more transactional. As a result, transactional leaders can promote employee engagement and organizational effectiveness based on mutual trust, respect, and shared interests. However, the relationship can undermine employee morale and organizational stability if transactional leaders are only concerned with their interests or if employees feel exploited. Therefore, transactional leaders need to focus on the interests and needs of their employees and build a fair and equal relationship to promote employee morale and organizational stability.

Transactional leadership is a crucial leadership style in organizations. This review aims to synthesize key findings from transactional leadership research and integrate them with the broader literature, providing insights into the critical aspects of this leadership style. Transactional leaders place a strong emphasis on performance management to drive long-term organizational development and sustained growth (Locke & Latham, 1990). By setting clear goals and key performance indicators (KPIs), these leaders can efficiently track progress and make necessary adjustments to ensure the achievement of organizational objectives. However, critics argue that an overemphasis on performance metrics may lead to short-term thinking and undermine innovation and creativity.

Another vital aspect of transactional leadership is its focus on teamwork. These leaders promote collaboration and concentrate on building effective teams and organizational cultures. By fostering positive communication and interaction, trust and cooperation among team members are established, ultimately improving organizational performance (Tuckman, 1965). Nevertheless, the challenge remains to strike a balance between teamwork and individual autonomy, as overemphasis on collaboration may stifle independent thinking and decision-making.

Focusing on employee development is another key aspect of transactional leadership. These leaders enhance their employees' skills and qualities by providing training and development opportunities (Noe et al., 2017). They believe that employees are an essential resource for the organization, and only by continuously improving their capabilities and quality can they drive sustainable development. However, a critique of this approach is that it may create a dependency on the leader, limiting the employees' ability to grow and develop autonomously.

Menurut saya gaya kepemimpinan yang cocok di terapkan yaitu gaya kepemimpinan transformasional karena beberapa pekerja di harapkan dapat memiliki sifat independent dalam pekerjaan nya, seperti yang di sebutkan bahwa gaya kepemimpinan transaksional adalah pemimpin memamaparkan visi dan misi yang di milikinya sehingga para pekerja dapat mengikuti visi dan misi dari pemimpin tersebut, kemudian pemimpin juga memberikan kebebasan berpendapat pada pekerja hal ini dapat membuat pekerja merasa lebih di hargai dan menjadi lebih kreatif, kemudian pemimpin memberikan kepercayaan pada pekerja untuk menjalankan tugas masing- masing individu hal ini dapat menimbulkan rasa percaya diri pada pekerja dan membuat pekerja merasa terpacu untuk memberikan yang terbaik pada perusahaan. Selain itu pemimpin yang menerapkan gaya tranformasional akan memberikan dukungan emosional dan pengarahan kepada pekerja, hal tersebut yang dapat membuat pekerja menjadi lebih bersemangat untuk memberikan yang terbaik dan juga pengarahan yang di berikan dapat menjadi acuan bagi pekerja agar dapat memilih langkah yang lebih baaik selama bekerja.

Apabila pekerja sudah mengetahui visi misi, kemudian terdapat kebebasan untuk berpendapat, kemudian di berikan arahan, di berikan dukungan serta kepercayaan, maka yang akan di lakukan oleh karyawan adalah memberikan hasil kerja yang maksimal kepada pemimpin. Ketika hasil kerja yang di berikan sudah maksimal maka pihak yang akan di untungkan adalah perusahaan selain itu pekerja tersebut juga mendapatkan keuntungan berupa reward yang di berikan oleh pemimpin.