Transformational/transactional leadership LO26628

From: Jan Lelie (
Date: 05/04/01

Replying to LO26615 --

Dear Felicia and other happy readers,

Everybody has ideas on leadership. What are your ideas?

It is one of the paradoxes of organizing groups that a group somehow
invokes leadership from its members, thereby transforming the leadership
and the group itself. Calling, creating (i assume ship derives from
"scheppen", to create) leaders, accepting roles are all acts of
transformation, growth and change. Leading is so carefully circumnavigated
in The Fifth Discipline - it is disguised in Personal Mastery, Team
Learning, Shared Vision, Mental Models - one is tempted to conclude that
this book do not want to discuss the subject or (inclusive or) that the
authors only talk about Leading Organizations, but are afraid to do so.

You are right in assuming that leadership is contextually defined and can
be distinguished only by its back grounds. I would say that there are four
archetypal contexts (backgrounds) and leading means a transformation from
one context to another, so there are six discernible leadership styles.
And one should not confuse the one with the other, because then things
become messy.

Kind regards,

Jan Lelie

Felicia Stewart wrote:

> What are the key connections between transformational/transactional leader
> in organisational contexts? Does anyone have any ideas?
> I am trying to find out if leadership in the context of organisational
> change (i.e. restructuring, down sizing, etc) is distinguished from
> leadership in other organisational contexts (i.e. stability).


With kind regards - met vriendelijke groeten,

Jan Lelie

Drs J.C. Lelie CPIM (Jan) LOGISENS - Sparring Partner in Logistical Development mind@work est. 1998 - Group Resolution Process Support Tel.: (+ 31) (0)70 3243475 or car: (+ 31)(0)65 4685114 and/or taoSystems: + 31 (0)30 6377973 -

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