Читать книгу The Noble School Leader - Matthew Taylor - Страница 15

There is much written about the transactional manager management approach (McClesky 2014; Spahr 2014; and Hargis et al. 2011).¹ My use of this term emphasizes its technical, compliance‐driven aspects that can demotivate stakeholders when the approach is overused.

Transactional managers assume that the world is a mostly rational place, that adult human beings are rational creatures that receive clear (to me) information, process it (like I do), and then behave according to the expectations I have communicated: a simple transaction. They under‐prioritize understanding other people's needs, and inevitably tell too much and listen too little. When these leaders do not know where their people are and what they need, they are likely to misdiagnose the problem and choose the wrong leadership action to accomplish their objectives. These errors can lead the transactional manager to make the fundamental attribution error—the assumption that people themselves are the reason for their lack of growth and not the conditions in which they are working, which the leader is largely responsible for creating (Heath and Heath 2010).²