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Public Leader: Public leader is a dynamic personality who lives for the cause of his people. He is never bothered about his own selfish needs. He is born to serve his people at the time of crisis with his great pragmatic approach and has the wisdom to bring great transformation.

Two Leadership Theories

1. Great Man Theory which was propounded by Thomas Carlyle in 1840’s is considered to the most archaic and apprehended theory which formulates the idea that” leaders are born not made”. These leaders are often born at the great hour of need and usually belong from the family lineage of aristocracy. Gandhi, Buddha, Napoleon are the prominent example of this. All these prominent personalities left their own comforts and luxuries to serve the mankind. Such people have the natural gift of leadership qualities like charm, courage, intelligence, persuasiveness. No matter what social group they enter in, they always attain the dignified status with their qualities.

A modification of the Great Man Theory is the Trait Theory which says that leadership qualities or traits can be acquired. They need not necessarily be inborn. The trait theory of leadership further states that there are certain identifiable qualities that are unique to leaders and that can be achieved with training and practice. Trait theory sought personality, social, physical and intellectual trait which differentiates between a leader and non-leader. This theory also has a limitation that it is not based on any research or any systematic concept. But this theory supports the definition of the Public Leader in a way that these traits helps the Leader to bring transformation to the Nation.

Theories of Leadership 1

This can be explained with the example of World War II in which people were focused on what enabled individuals like Hitler and Mussolini to become so popular. The most immediate observation was charisma; Hitler was electrifying. In his Mein Kampf, Hitler wrote of having to

practice speaking and emulating the likes of Gustav Le Bon in his 1896 work The Crowd: A Study of the Popular Mind. The iniquity of Hitler did not negate the fact that he was a "great" man in the sense of standing far above the others.

Leadership Styles

In this global competitive environment, effective leadership style is necessary to reduce the abrasion rate. From the effective leadership styles only it is possible to achieve organizational goal productively. Leadership styles affect on the employee performance and productivity.

Transformational Leadership Style

Transformational leadership may be more effective at creating and sharing knowledge at the individual and group levels. Transformational and charismatic leadership theories provide a useful lens for understanding how leaders impact the management of organizational knowledge.

Transformational leaders are active leaders that have four distinguishing characteristics: charisma, inspiration, intellectual stimulation and individualized consideration (Bass, 1985; Conger, 1999). Charisma is the extent of pride, faith and respect leaders encourage their workers to have in themselves, their leaders and their organizations. Inspiration is the ability to motivate followers largely through communication of high expectations. Intellectual stimulation is the frequency with which leaders encourage employees to be innovative in their problem solving and solutions.

Several elements of transformational leadership theory fit well with managing knowledge. Employees are more productive when they have the freedom to create new ideas, share those ideas with coworkers and test out their new ideas (Sosik, 1997). Transformational leaders create an atmosphere conducive to knowledge creation, sharing and exploitation. In particular, by using charisma, encouraging intellectual development and by paying individual attention to workers, transformational leaders motivate their workers to create and share knowledge. Transformational leaders are able to attract talented individuals by clearly articulating a challenging vision and strategic goals for the organization (Conger & Kanungo, 1998).

Example: Meg Whitman is a transformational leader, her principle is that employees should be motivated and inspired so they can perform at the best. She is a perfect example of a leader who would rather set a good example for her subordinates and let encourage them to be productive and assertive than force them to report to work every day. For her, it is more important to keep employees engaged and happy because this way, they will be more productive and enthusiastic at the workplace.

Transactional Leadership Style

The transaction leadership style is a form of management which focuses on the basic management process of controlling or supervising, organizing, and short-term planning or assessing of performance. It was first described by Max Weber in 1947 and then later by Bernard bass in 1981. (Sabado, 2012)

Transactional leadership is more effective at exploiting knowledge at the organizational level. Transactional leaders have three primary characteristics. First, transactional leaders work with their team members to develop clear, specific goals and ensure that workers get the reward promised for meeting the goals. Second, they exchange rewards and promises of rewards for worker effort. Finally, transactional leaders are responsive to the immediate self-interests of workers if their needs can be met while getting the work done. Transactional leadership encourages specific exchanges and a close connection between goals and rewards. Consequently, workers are not motivated to give anything beyond what is clearly specified in their contract. This is especially troubling for knowledge workers for whom it is much more difficult to specify complete job descriptions in advance. Workers may also choose to utilize their excess brain capacity by consulting or starting their own business if they are not challenged and rewarded for extra effort in the firm.

Joseph McCarthy and Charles de Gaulle are just a couple examples of transactional leaders.

Bill Gates is a great example, transactional leader. Bill Gates was born in Seattle in 1955. In his early teens, he met Paul Allen at the Lakeside School, where they both developed computer programs as a hobby. When Gates went to Harvard, Allen went to work as a programmer for Honeywell in Boston. In 1975, they started Microsoft, and by 1978, the company had grossed $2.5 million, when Gates was 23. In 1985, Microsoft launched Windows. Bill Gates is now one of the richest and most influential people in the world. As a transactional leader, he used to visit new product teams and ask difficult questions until he was satisfied that the teams were on track and understood the goal.

References

Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.

Bryant, S. E. “The Role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledge.” Journal of Leadership and Organizational Studies 9, no. 4 (January 1, 2003): 32–44. doi:10.1177/107179190300900403.

Conger, J. A. & Kanungo, R. N. (1998). Charismatic leadership in organizations. Thousand Oaks, CA: Sage.

Nanjundeswaraswamy, T. S. & Swamy, D. R. (2014). Leadership styles. Advances in management, 7(2), and 57.

Sosik, J. J. (1997). Effects of transformational leadership and anonymity on idea generation in computer-mediated groups. Group & Organization Management. 22: 460-479.