Match the following and select the code of correct matching : Code :List - I List - II (a) Motivating through rewards and penalties (i) Charismatic leadership (b) Changing organisation by creating and communicating a vision (ii) Situational leadership (c) Influencing by dint of personality and charm (iii) Transactional leadership (d) Modifying style with respect to readiness of followers (iv) Transformational leadership
(a)-(iii), (b)-(iv), (c)-(i), (d)-(ii)
(a)-(iii), (b)-(iv), (c)-(i), (d)-(ii) — option 2.
| Description | Style | What defines it |
|---|---|---|
| (a) Motivating through rewards and penalties | (iii) Transactional | Leadership as an exchange: the leader clarifies what is required and what the follower gets for it. Its components are contingent reward and management by exception, active or passive. It works on self-interest and produces expected performance |
| (b) Changing the organisation by creating and communicating a vision | (iv) Transformational | The leader raises followers above self-interest toward a collective purpose. Bass’s four I’s: idealised influence, inspirational motivation, intellectual stimulation and individualised consideration. It produces performance beyond expectations |
| (c) Influencing by dint of personality and charm | (i) Charismatic | Followers attribute heroic or extraordinary qualities to the leader on the strength of his personal magnetism. House’s charismatic theory; the source of authority is the person, which is what makes it fragile |
| (d) Modifying style with respect to the readiness of followers | (ii) Situational | Hersey and Blanchard: telling, selling, participating and delegating, chosen according to the follower’s ability and willingness for that particular task |
How to answer it quickly. Two pairings give themselves away in the words: charm and personality can only be charismatic, and readiness of followers is the defining phrase of situational leadership. Fixing (c)-(i) and (d)-(ii) leaves only option 2.
Transactional against transformational is the pair worth holding, since it is the axis of modern leadership research :
| Transactional | Transformational | |
|---|---|---|
| Basis | Exchange — reward for compliance | Inspiration — commitment to a vision |
| Appeals to | Self-interest | Higher-order needs and values |
| Delivers | Expected performance | Performance beyond expectations |
| Relationship | Not opposites — Bass held that transformational leadership builds on a transactional base rather than replacing it | |
Charisma’s double edge is examinable too: it produces high commitment, but because authority rests on the individual it is difficult to institutionalise, hard to succeed, and open to abuse where the leader’s ends are self-serving.
Hence, the answer is (a)-(iii), (b)-(iv), (c)-(i), (d)-(ii).
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