The AllHumanity Organization


AllHumanity Group - Humanitarian Transactional/Transformational Management 

AllHumanity Transactional/Transformational Management Group (ATTMG) values order and structure.   We manage/lead international humanitarian projects that require rules and regulations to complete objectives on time or move assets and people in an organized way. 

There is definitely a place for transactional/transformational leadership in the world today.  One of its best uses is in the multinational corporation's interactions with the SDGs Sustainable Development Goals and the thousands of projects currently being promoted and pursued by the United Nations, countries, governments, academia and the nonprofit world. 

Once the structure and the requirements are learned, it is easy for partners to complete tasks successfully. This works because transactional/transformational leadership is simple to learn and does not require extensive training. The transactional/transformational approach is easy to understand and apply across much of an organization.

The power of transactional leaders comes from their formal authority and responsibility in the project organization. The main goal of the partner/participant is to obey the instructions of the leader. The style can also be mentioned as a ‘telling style’.

The leader believes in motivating through a system of rewards. If a partner/participant does what is desired, a reward will follow, and if he does not go as per the wishes of the leader, consequences will follow. Here, the exchange between the transactional leader and partner/participant takes place to achieve performance goals.

These exchanges involve four dimensions:

Contingent Rewards: Transactional leaders link the goal to rewards, clarify expectations, provide necessary resources, set mutually agreed upon goals, and provide various kinds of rewards for successful performance. They set SMART (specific, measurable, attainable, realistic, and timely) goals for their subordinates.

Active Management by Exception: Transactional leaders actively monitor the work of their subordinates, watch for deviations from rules and standards and taking corrective action to prevent mistakes.

Passive Management by Exception: Transactional leaders intervene only when standards are not met or when the performance is not as per the expectations. 

Laissez-faire: The leader provides an environment where the subordinates get many opportunities to make decisions. The leader himself abdicates responsibilities and avoids making decisions and therefore the group often lacks direction. 

AllHumanity Transactional leadership

AllHumanity Transformational Leadership

Leadership is responsive

Leadership is proactive

Works within the organizational culture

Work to change the organizational culture by implementing new ideas

Transactional leaders make partner/participants achieve organizational objectives through rewards.

Transformational leaders motivate and empower partner/participants to achieve project’s objectives by appealing to higher ideals and moral values

Motivates partner/participants by appealing to their own self-interest

Motivates partner/participants by encouraging them to transcend their own interests for those of the group or unit


AllHumanity Management System

AllHumanity Group has studied the patterns and styles of nonprofits, charities and humanitarian managers/leaders for three decades and identified a four-fold model of management systems. The four systems of management system or the four leadership styles identified by AllHumanity Group are:

  • System 1 - Exploitative Authoritative:  Responsibility lies in the hands of the people at the upper echelons of the hierarchy. The humanitarian project lead has no trust and confidence in subordinates. The decisions are imposed on subordinates and they do not feel free at all to discuss things about the position/partnership or association with their superior. The teamwork or communication is very little and the motivation is based on threats.  
  • System 2 - Benevolent Authoritative:  The responsibility lies at the managerial levels but not at the lower levels of the organizational hierarchy. The humanitarian project lead has condescending confidence and trust in subordinates (master-servant relationship). Here again, the subordinates do not feel free to discuss things about the job with their superior. The teamwork or communication is very little and motivation is based on a system of rewards.  
  • System 3 - Consultative:  Responsibility is spread widely through the organizational hierarchy. The humanitarian project lead has substantial but not complete confidence in subordinates. Some amount of discussion about job related things takes place between the superior and subordinates. There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job.  
  • System 4 - Participative:  Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy. There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation. 

The nature of these four management systems is described through a profile of organizational characteristics. In this profile, the four management systems have been compared with one another on the basis of certain organizational variables which are:

  • Leadership processes
  • Motivational forces
  • Communication process
  • Interaction-influence process
  • Decision-making process
  • Goal-setting or ordering
  • Control processes


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