Expanded Comparison Matrix paper
Expanded Comparison Matrix Paper of Transformational Leadership Leona Sgardner
Grand Canyon University: RES811 Introduction to Research
March 26, 2014
Comparison Matrix Paper of Transformational Leadership
Transformational leadership’s influence on job performance, job satisfaction, employee attitudes, and employee engagement has been studied and compared to the influence of transactional leadership on the same. This paper compares three studies by three different researchers. Wright and Pandey (2010), Emery and Barker (2007), and Hechanova and Cementina-Olpoc (2013) conducted empirical research to determine the degree of influence transformational leadership played in each of their sample populations. This comparison will examine the purpose of the study, the research questions, the literature review, the sample population, any limitations, and the findings.
Purpose of the Study
All three articles focus on transformational leadership and one article includes transactional leadership. Wright and Pandey (2010) focused on transformational leadership in the public sector. The authors suggest the organizational structure in the public sector is not as bureaucratic as expected and transformational leadership is as common and as effective as in private organizations. While previous research suggests human resource functions in the public sector are more bureaucratic, the authors propose this research is not definitive on whether this level of bureaucracy hinders the effectiveness of transformational leadership.
Emery and Barker (2007) also studied the effect of transformational leadership on job satisfaction and employee engagement in customer contact positions. They suggested the factors of transformational leadership are linked more closely to higher organizational commitment than the factors of transactional leadership.
Hechanova and Cementina-Olpoc (2013) compared transformational leadership and the commitment to change in
Grand Canyon University: RES811 Introduction to Research
March 26, 2014
Comparison Matrix Paper of Transformational Leadership
Transformational leadership’s influence on job performance, job satisfaction, employee attitudes, and employee engagement has been studied and compared to the influence of transactional leadership on the same. This paper compares three studies by three different researchers. Wright and Pandey (2010), Emery and Barker (2007), and Hechanova and Cementina-Olpoc (2013) conducted empirical research to determine the degree of influence transformational leadership played in each of their sample populations. This comparison will examine the purpose of the study, the research questions, the literature review, the sample population, any limitations, and the findings.
Purpose of the Study
All three articles focus on transformational leadership and one article includes transactional leadership. Wright and Pandey (2010) focused on transformational leadership in the public sector. The authors suggest the organizational structure in the public sector is not as bureaucratic as expected and transformational leadership is as common and as effective as in private organizations. While previous research suggests human resource functions in the public sector are more bureaucratic, the authors propose this research is not definitive on whether this level of bureaucracy hinders the effectiveness of transformational leadership.
Emery and Barker (2007) also studied the effect of transformational leadership on job satisfaction and employee engagement in customer contact positions. They suggested the factors of transformational leadership are linked more closely to higher organizational commitment than the factors of transactional leadership.
Hechanova and Cementina-Olpoc (2013) compared transformational leadership and the commitment to change in
References: Emery, C., & Barker, K. (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 & Conflict, 11(1), 77-90. Hechanova, R., & Cemetina-Olpoc, R. (2013). Transformational leadership, change management, and commitment to change: A comparison of academic and business organizations. Asia-Pacific Education Researcher, 22(1), 11-19. Wright, B., & Pandey, S. (2010). Transformational leadership in the public sector: Does structure matter? Journal of Public Administration Research & Theory, 20(1), 75-89.