14) Transactional leadership

Transactional leaders use rewards and punishment to encourage followers to accomplish organizational goals (Bass, Avolio, Jung, & Berson, 2003) .

Leaders agree on the performance and the reward that will accompany it (contingent reward), the leader actively search for contract/agreement breach and offer punishment (active management by exception) or the leader only steps in to punish the follower when goals are not met (passive management by exception).

15) Leader-member exchange

Lunenburg (2010) argues that the leadership process in LMX depends on the dyadic relationship between the leaders and members (followers) in both the in-group and out-group.

Leader creates and maintains a close relationship with the in-group and the opposite is true for the out-group. The responsibilities, attention and rewards that a follower gets from the leader depending on the level of their relationship (stranger, acquaintance and partnership).

16) Path-goal

Theory advocates for alignment of leader’s behaviour, followers’ characteristics and task characteristics. Leader’s

behaviouris subject to tasks’ and followers’ characteristics (House & Mitchell, 1974) .

The leader motivates the followers to achieve planned goals through the following behaviour: directive, supportive, participative and achievement-oriented leadership.

The leaders understand tasks characteristics, work environment, followers’ characteristics and how to motivate them to carry out the tasks.

Goals

17) Transformational leadership

The leader motivates followers to perform beyond expectation (to make huge changes in the organization). Both the leader and followers work together toward a higher level of productivity (Bass, 1985) .

High moral

standards

Leaders offer idealized influence, inspired motivation, intellectual stimulation and individualized consideration to their followers.

Performance beyond expectations

18) Servant leadership

Servant leader is a servant to his followers first and foremost. He also ensures that followers are well-equipped for their roles (Greenleaf, 1970; Spears, 2002) .

Leader serves the followers with sheer humility.

Leader is a listener, he heals, he empathizes with others, he is self-aware, he is persuasive and he has foresight.

The leader is committed to people’s growth and community building

The servant leader conceptualizes the vision for the organization.