ABSTRACT
This chapter focuses on transactional leadership and transformational and inclusive leadership. It reviews historical instances where leaders have adopted the transactional leadership. Employees can feel restrained and be less open than with inclusive managers. What is more, transactional leadership can impact on our personal life and well-being since we may feel less confident and less valued and sense that we are not able to grow and progress. Under transactional leadership, we are not being inspired to bring the whole of us to the job and we are generally operating at a level below where we should. The monitoring and correcting element that is part of transactional leadership gives rise to micro-management and a blame culture as well. A study of the academic literature, historical accounts of transactional leaders and the opinions of twelve people show the extent to which transactional leadership can create working environments that undermine performance, motivation, creativity and well-being.
