The Humanistic Leadership

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From the Web, read these articles below: 6. The Humanistic Leadership Model – Craig Nathanson 7. 8. 9. From your reading, what are the differences and similarities between transformational, transactional, situational and humanistic leadership? Which approach do you think will work best for the Gen Z and Millennium generations and why? Avoid using quotes from the articles. Explain the concepts in your own words and use proper citations and references. Use personal voice e.g. I agree, I feel, I believe, etc., and real-life examples from your experience. This paper should have at least 3 references. Suggested format requirements: Write 3-4 pages. Use Times New Roman, 12 font size, double space. Use references and in-text citations in APA format.

Paper For Above instruction

Introduction

Leadership theories provide a comprehensive understanding of how leaders motivate, influence, and guide followers toward achieving organizational goals. Among these, transformational, transactional, situational, and humanistic leadership models are prominent, each emphasizing different aspects of leader-follower relationships and core values. As a student and future professional, I find it essential to analyze these models to determine which approach resonates most with the contemporary workforce, especially the generational cohorts of Gen Z and Millennials.

Transformational Leadership

Transformational leadership is characterized by inspiring and motivating followers to exceed expectations and embrace change. Leaders in this model are visionaries who foster innovation and personal development within their teams. They focus on aligning individual goals with organizational objectives through emotional connections and motivating followers to pursue a shared vision (Bass & Avolio, 1994). In my experience, transformational leaders empower employees by encouraging creativity and recognizing individual contributions, which cultivates a sense of purpose and commitment.

Transactional Leadership

Transactional leadership is grounded in clear structures, routines, and a system of rewards and punishments. Leaders in this paradigm use transactions—exchanges of performance for compensation or recognition—to maintain order and efficiency. This model tends to be task-oriented, focusing on compliance and short-term results (Burns, 1978). I have observed that transactional leadership can be effective in highly structured environments, such as manufacturing or sales, where specific results are measurable.

Situational Leadership

Situational leadership emphasizes adaptability, where leaders modify their style depending on the competence and motivation of followers. The model suggests that no single leadership approach is best; instead, effective leaders diagnose situations and adjust their behavior accordingly (Hersey & Blanchard, 1969). In my workplace, I've seen managers shift between directive and participative styles based on team member development levels, ensuring optimal support and autonomy.

Humanistic Leadership

The humanistic leadership model centers on respect, empathy, and the development of followers as whole persons. It emphasizes building genuine relationships, fostering trust, and supporting personal growth. Craig Nathanson (year) highlights that humanistic leaders prioritize understanding followers’ needs, values, and aspirations. From my perspective, this approach resonates with the desire of Millennials and Gen Z employees for meaningful work and authentic engagement. For example, I have experienced supervisors who prioritize listening and mentorship, which enhances motivation and well-being.

Differences and Similarities

While transformational and humanistic leadership both emphasize inspiring and empowering followers, the former primarily aims to drive change through vision, whereas the latter focuses on nurturing individuals' holistic development. Transactional leadership contrasts with these models by stressing compliance and reinforcement rather than intrinsic motivation. Situational leadership shares similarities with transformational leadership in its adaptability but differs in its emphasis on adjusting behaviors based on followers' readiness.

Despite their differences, all models recognize the importance of leadership in influencing followers’ attitudes and behaviors. They vary in their core assumptions: transformational and humanistic theories are more relational and value-oriented; transactional is more pragmatic and consequence-focused; while situational is flexible and context-dependent.

Implications for Gen Z and Millennial Workforce

In considering which leadership approach will work best for Gen Z and Millennials, I believe humanistic and transformational leadership models are most effective. Both generations prioritize purpose, values, and authentic relationships in the workplace. Research indicates that Millennials and Gen Z seek meaningful engagement and value organizations that demonstrate social responsibility and support personal growth (Twenge, 2010; Ng et al., 2012).

Transformational leaders can align with these values by inspiring shared missions and fostering innovative environments where young employees feel empowered. For example, in my internship, managers who emphasized vision and encouraged innovation motivated me and my colleagues to contribute more creatively. Similarly, a humanistic approach—prioritizing listening, mentorship, and employee well-being—can cultivate trust and loyalty among these generations. This is consistent with contemporary findings that emphasize empathy and authentic leadership as critical in attracting and retaining young talent (Avolio & Gardner, 2005).

Conversely, transactional leadership may be less effective because it tends to overlook the intrinsic motivations of Millennials and Gen Z workers who crave purpose and personal development. Likewise, overly rigid situational leadership may fail to fully meet the evolving values of these cohorts unless it incorporates a humanistic perspective.

Conclusion

In conclusion, understanding the distinctions between transformational, transactional, situational, and humanistic leadership models enables organizations to adapt their leadership strategies to better engage a diverse and dynamic workforce. Given the values and expectations of Millennials and Gen Z, leadership approaches rooted in authenticity, purpose, and personal development—such as transformational and humanistic models—are most likely to foster engagement, loyalty, and organizational success. As I reflect on my experiences, I see that leaders who prioritize genuine relationships and inspire shared visions create more motivated and committed teams, especially among young employees valuing meaning and authenticity.

References

Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.

Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.

Burns, J. M. (1978). Leadership. Harper & Row.

Hersey, P., & Blanchard, K. H. (1969). Management of organizational behavior: Utilizing human resources. Prentice-Hall.

Ng, E. S., Schweitzer, L., & Lyons, S. T. (2012). New generation, great expectations: A field study of the millennial generation. Journal of Business and Psychology, 27(2), 237–249.

Twenge, J. M. (2010). A review of the research on generational differences. Current Directions in Psychological Science, 19(3), 179–183.

Nathanson, C. (year). The Humanistic Leadership Model. [Details of publication].

(Note: Replace "[year]" and "[details of publication]" with actual publication info once available.)