May 2018 - Parks & Recreation - 55

consider the leadership style that best fits you, your work and
your overall objective.
Although these leadership styles differ considerably, they are
not necessarily mutually exclusive in a work environment. In
fact, there are times in every industry that call for transactional
leadership. For example, rarely does the completion, presentation and approval of a budget allow for a time of innovation
and vision. However, the conversations leading up to a completed budget should do exactly that. They should allow for creative
exploration of possible projects and programs that could enhance the budget and for thinking beyond the individual department or program and working toward the benefit of the team,
organization and/or community.

Although these leadership styles [transactional vs. transformational] differ considerably, they are not necessarily mutually
exclusive in a work environment.

Four I's of Transformational
Leadership
IDEALIZED INFLUENCE (II) - the leader serves as an ideal role
model for followers; the leader " walks the talk " and is admired for this.
INSPIRATIONAL MOTIVATION (IM) - transformational
leaders can inspire and motivate followers. Combined, the first two
I's are what constitute the transformational leader's charisma.
INDIVIDUALIZED CONSIDERATION (IC) - transformational leaders demonstrate genuine concern for the needs and feelings of followers. This personal attention to each follower is a key
element in bringing out their very best efforts.
INTELLECTUAL STIMULATION (IS) - the transformational
leader challenges followers to be innovative and creative. A common
misunderstanding is that transformational leaders are " soft, " but the
truth is that they constantly challenge followers to higher levels of
performance.

Career Fulfillment
In the ever-changing landscape of employment, it's time that
leadership styles are seriously assessed to determine if they
are meeting the needs of the organization. Does a leadership style encourage staff retention? According to Harvard
Business Review, 66 percent of the millennial workforce says
they want a career that is fulfilling and inspires them. Being inspired by the work done on a day-to-day basis is an
intrinsic motivation. For many, it takes years to find that internal incentive. However, having a leader who inspires and
encourages them to go beyond their perceived potential gets
employees closer to that fulfillment.
Further research related to the powerhouse millennial generation states that being able to provide input is a highly desired
workplace value. Transformational leaders urge that very mindset because it generates ownership of projects that will benefit
not only the individual, but also the entire organization. This
leadership style increases retention of staff and, in particular,
millennial staff, through the important belief of fulfillment.
Transactional leadership and research surrounding this
leadership style have not been proven to be a successful approach to meet the need of career fulfillment. Transactional
leadership depends on self-motivated people who work well
in a structured, directed environment. By contrast, transformational leadership seeks to motivate and inspire workers,
choosing to influence rather than direct others. Rarely does
transactional leadership influence followers to work collecW W W. PA R K S A N D R E C R E AT I O N . O R G | M AY 2 0 1 8 |

Parks & Recreation

May 2018 - Parks & Recreation

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