Leadership and Management

 Distinguishing Leadership from Management: Insights from Situational, Transformational, and Transactional Theories

Introduction:

Leadership and management are often used interchangeably, yet they embody distinct principles and approaches. In his influential article, “Situational, Transformational, and Transactional Leadership and Leadership Development,” Jim Allen McCleskey explores three foundational leadership theories that help clarify this distinction. Situational and transactional leadership align more closely with traditional management, focusing on structure, control, and task completion. In contrast, transformational leadership reflects the essence of true leadership—2. Transformational Leadership (TL)

• Focus: Inspires followers through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

• Leadership Principle: True leaders elevate others to higher levels of moral and personal development.

• Criticisms: Overlapping components; underdeveloped situational variables.

• Leadership Role: Visionary leader — encourages growth, creativity, and values-driven action.

3. Transactional Leadership

• Focus: Leader-follower exchange — rewards for performance, corrective feedback for deviation.

• Management Principle: Stability, consistency, and structured rewards produce results.

• Criticisms: Can result in shallow, short-term relationships and lacks context sensitivity.

• Leadership Role: Manager — ensures performance through agreements and supervision.

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Key Principles of Success from Each Model

Theory	Success Principle
Situational	Success comes from correctly reading the situation and adjusting leadership behavior.
Transformational	Success is achieved by elevating others’ motivations and aligning personal values with organizational vision.
Transactional	Success is achieved through clear expectations, performance monitoring, and consistent reward structures.

Development Implications

• Leadership development under TL requires deep, identity-based transformation focused on self-concept, values, and moral reasoning.

• Management development under transactional and situational frameworks relies more on training in task delegation, communication, and feedback methods.

• TL demands educational and moral development, while SLT and transactional styles require skills training and experience-based learning.

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Conclusion

McCleskey’s article makes it clear that leadership and management are not mutually exclusive but exist along a continuum. Transactional and situational models align more with traditional management—emphasizing structure, behavior, and tasks. Transformational leadership represents a more advanced leadership paradigm, focused on vision, influence, and human development.

To succeed, organizations must:

• Use situational and transactional leadership to manage stability and performance.

• Invest in transformational leadership to foster innovation, morale, and long-term success.

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Reference

McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117–130. https://www.researchgate.net/publication/272353199

Keywords:

leadership theories, transformational leadership, situational leadership, transactional leadership, leadership development

Hashtags:

#LeadershipVsManagement #TransformationalLeadership #SituationalLeadership #TransactionalLeadership #LeadershipDevelopment

Servant Leadership

 

Summary: Leadership vs. Management and Success Principles in Servant Leadership

Based on: Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377–393. https://doi.org/10.1007/s10551-012-1322-6

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Distinction Between Leadership and Management

Parris and Peachey’s (2013) systematic literature review makes a clear conceptual distinction between leadership and management, particularly through the lens of servant leadership theory:

Management	Leadership (Servant Leadership Emphasis)
Focuses on authority from position	Focuses on influence from character and service
Oriented toward control, order, and task execution	Oriented toward empowerment, service, and shared vision
Often emphasizes efficiency and outcomes	Prioritizes ethical conduct, people development, and values
Concerned with “doing things right”	Concerned with “doing the right thing” for others

Whereas managers function within formal structures to coordinate resources and achieve goals, servant leaders begin with the desire to serve, making leadership an ethical, relational, and value-driven process. The leader’s role is not just to direct but to elevate followers—helping them grow, thrive, and, ideally, become servant leaders themselves.

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Key Principles of Success in Leadership and Management

The article identifies success principles linked to both leadership and management, particularly through the empirical validation of servant leadership theory:

1. Service-First Orientation

• True leadership begins with the desire to serve others, not to command.

• Success is measured by follower growth, well-being, and empowerment.

2. Organizational Effectiveness

• Servant leadership positively correlates with:

• Trust in leadership

• Team effectiveness

• Organizational citizenship behaviors

• Lower turnover

• Employee satisfaction and well-being

3. Values-Based Attributes

Empirical studies support servant leadership traits such as:

• Listening

• Empathy

• Stewardship

• Empowerment

• Building community

These traits reinforce long-term organizational health and employee loyalty.

4. Cross-Cultural Relevance

• Servant leadership is effective across cultures, though its components may be interpreted differently based on local values.

• For example, “vision” may be more central in one culture, while “moral responsibility” or “authenticity” may dominate in another.

5. Team and Follower-Centric Results

• Leadership practices focused on serving others foster:

• Positive work climate

• Greater creativity

• Higher commitment

• Increased collaboration

This highlights that servant leadership succeeds not just through strategy, but through strengthening human relationships.

6. Ongoing Challenges and Future Directions

• A key management challenge remains: lack of consensus on how to define and measure servant leadership.

• While numerous frameworks exist (e.g., Greenleaf, Spears, Laub), empirical clarity and standardization are still evolving.

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Conclusion

This systematic review affirms that leadership rooted in service and ethics is not only philosophically compelling but also practically effective. While managers are essential for systems and process execution, leaders—especially servant leaders—are essential for fostering vision, trust, and sustainable organizational growth.

Empirical evidence suggests that servant leadership enhances both individual well-being and organizational outcomes across diverse settings and cultures. As such, it is both a moral imperative and a strategic asset in 21st-century leadership.

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Reference (APA 7th Edition):

Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377–393. https://doi.org/10.1007/s10551-012-1322-6

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Keywords: servant leadership, leadership vs. management, organizational effectiveness, employee well-being, ethical leadership

Hashtags: #ServantLeadership #LeadershipMatters #OrganizationalSuccess #EthicalLeadership #EmployeeEngagement

Management, Leadership and Leadership Styles

Summary: Leadership vs. Management and Keys to Organizational Success

Based on: David McEntire’s “Management, Leadership and Leadership Styles” (2023)

Watch the video

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Distinction Between Leaders and Managers

David McEntire explores the differences between managers and leaders, emphasizing that while both roles are essential, they serve different purposes within an organization:

Managers	Leaders
Focus on counting things (e.g., employees, output, profit)	Focus on counting value and impact
Influence those who report to them	Inspire broader groups, regardless of direct authority
Control processes and ensure order	Motivate others toward a shared vision
Rely on authority from a formal position	Build trust and develop power through influence
Short-term, task-focused	Long-term, visionary and change-oriented
Accept and manage the status quo	Challenge and transform it
Excel at processes and systems	Excel at people and relationships

McEntire underscores that excellent leaders often incorporate management skills, and effective managers can demonstrate leadership—yet the mindset and goals diverge significantly.

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Key Principles of Leadership Success

McEntire introduces four leadership styles, each suited to different contexts, with examples and pros/cons:

1. Transactional Leadership

• Core Idea: Clear expectations tied to rewards or punishments.

• Strength: Provides structure, clarity, and measurable goals.

• Limitation: Stifles creativity and relies on extrinsic motivation.

• Best for: Stable environments with clear outcomes.

2. Situational Leadership

• Core Idea: Adapt style based on employee needs and circumstances.

• Strength: Flexible and responsive.

• Limitation: Can cause confusion if approaches shift too frequently.

• Best for: Complex or changing environments requiring empathy and awareness.

3. Transformative Leadership

• Core Idea: Inspire innovation and long-term change through vision and collaboration.

• Strength: Encourages intrinsic motivation and high-level engagement.

• Limitation: Risk of burnout from constant change.

• Best for: Organizations seeking cultural or strategic transformation.

4. Servant Leadership

• Core Idea: Prioritize the needs and development of employees.

• Strength: Builds trust, buy-in, and a positive work culture.

• Limitation: Can cause mission drift if employee comfort outweighs organizational goals.

• Best for: Environments needing morale boosts and stronger interpersonal bonds.

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Real-World Application

McEntire shares personal examples from his time as a college dean:

• When dealing with a struggling aviation department, he used situational leadership to rebuild trust and culture.

• To retain flight instructors, he implemented a transformational strategy involving performance-based bonuses.

• He applied servant leadership by redesigning a hangar workspace for efficiency and employee comfort.

• Over time, with systems in place, he shifted to transactional leadership to reward outcomes and enforce standards.

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Conclusion

McEntire concludes that successful leaders must:

• Recognize when to lead and when to manage,

• Select the right leadership style for the context,

• Balance vision with practicality,

• Empower others while maintaining accountability.

Effective leadership is not rigid—it is adaptive, empathetic, and strategic.

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Keywords: leadership styles, leadership vs. management, organizational behavior, situational leadership, transformational leadership

Hashtags: #LeadershipMatters #ManagementSkills #TransformativeLeadership #OrganizationalSuccess #ServantLeadership