Expanded Comparison Matrix Paper
Expanded Comparison Matrix Paper
Amy R. Rhone
Grand Canyon University: RES 811 – Introduction to Advanced Graduate Studies and Scholarship
July 9, 2012
The three articles used for this comparison matrix looked at transformational leadership and how it affects those in relation to each study. The three articles were all written with a different purpose in mind, with all three correlating to the same hypothesis, “How does transformational leadership affect employees/individuals in different settings?” With similarities found in topic, it was also evident that there were several contrasting variables within each article. The three empirical articles that were utilized for this comparison were as follows: Transformational Leadership in the Public Sector: Does Structure Matter, written by: Bradley Wright and Sanjay Pandey, The Effect Of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel, written by: Charles Emery and Katherine Barker, and Principal Leadership and Student Achievement: What is the Effect of Transformational Leadership in Conjunction with Instructional Leadership on Student Achievement, written by: William Greb.
A Comparison of the Research Questions Posed for the Studies and the
Sample Populations The initial article, written by Wright and Pandey, poses the question if whether “the more hierarchical an organization’s authority structure results in lower reported practice of transformational leadership behavior?” (Wright & Pandy, 2009, pg. 78). It also suggests that “the weaker the lateral/upward communication is in an organization, the lower the reported practice of transformational leadership behaviors.” (Wright & Pandy, 2009, pg. 78). This, in conjunction with the sample population that was used, shows that this research is quantitative in nature. It was clear from the beginning of this article that the author was specifically attempting to
Amy R. Rhone
Grand Canyon University: RES 811 – Introduction to Advanced Graduate Studies and Scholarship
July 9, 2012
The three articles used for this comparison matrix looked at transformational leadership and how it affects those in relation to each study. The three articles were all written with a different purpose in mind, with all three correlating to the same hypothesis, “How does transformational leadership affect employees/individuals in different settings?” With similarities found in topic, it was also evident that there were several contrasting variables within each article. The three empirical articles that were utilized for this comparison were as follows: Transformational Leadership in the Public Sector: Does Structure Matter, written by: Bradley Wright and Sanjay Pandey, The Effect Of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel, written by: Charles Emery and Katherine Barker, and Principal Leadership and Student Achievement: What is the Effect of Transformational Leadership in Conjunction with Instructional Leadership on Student Achievement, written by: William Greb.
A Comparison of the Research Questions Posed for the Studies and the
Sample Populations The initial article, written by Wright and Pandey, poses the question if whether “the more hierarchical an organization’s authority structure results in lower reported practice of transformational leadership behavior?” (Wright & Pandy, 2009, pg. 78). It also suggests that “the weaker the lateral/upward communication is in an organization, the lower the reported practice of transformational leadership behaviors.” (Wright & Pandy, 2009, pg. 78). This, in conjunction with the sample population that was used, shows that this research is quantitative in nature. It was clear from the beginning of this article that the author was specifically attempting to
References: Creswell, J. W. (2009). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks, CA: Sage Publications. Emery, C. R., & Barker, K. J. (2007). The effect of transactional and transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel. Journal of Organizational Culture, Communications and Conflict, 11(1), 77-90. Greb, W. (2011). Principal leadership and student achievement: what is the effect of transformational leadership in conjunction with instructional leadership on student achievement? (Doctoral dissertation). Available from ProQuest Dissertations and Theses database. (Document ID 3468985). Kuhnert, K. W. & C.J. Russell (1990). Using constructive developmental theory and biodata to bridge the gap between personnel selection and leadership. Journal of Management, 16, 595-607. Wright, B. E., & Pandey, S. K. (2009). Transformational Leadership in the Public Sector: Does Structure Matter? Journal of Public Administration Research and Theory, Inc., 75-89.