Comparision Matrix

In reviewing this article, this writer was able critique the study and the suitability that it can possess if applied to actual practice. An important factor on whether a study can be considered valuable is if it is transferable in other situation, that is, a study's results should also be reflective if duplicated on other samples (Polit & Beck, 2006). Thus, the statistical power, internal and external validity are important to observe and note (Polit & Beck). If this writer were to carry out this study, it would have to be reflective of how the researcher performed it originality.

Over the past twenty years, an abundant body of researches have been done to review transformational leadership and transactional leadership. Burn (1978) was the first person to introduce and conceptualize the concept of transformational leadership and transactional leadership. Bass (1985) based on Burn’s concept and deepen his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional, but not opposing to each other. Followed by Bass and Avolio (1994), they provide the idea of these two leaderships and generalize them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and

These types of leaders, according to Avolio (1991) possess the characteristics of individual consideration, intellectual stimulation, inspirational motivation, and idealized influence. This paper will examine the outcomes that are a direct result of transformational leaders who exhibit these types of traits such as job satisfaction and organizational commitment, job stress, safety, supervisor satisfaction, team, performance, and general.

The research by Jazvac-Martek is commendable and offers a much needed discussion on the expectations and motivations of doctoral students. However, I would have preferred a larger and more diverse group of participants. The

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 successful completion of the doctoral program requires one to make significant sacrifices and accommodations. Majority of the doctoral students are usually motivated and eager to complete their program as soon as possible. However, many students often enroll for doctoral programs without a complete understanding of the heavy demands of such a program. The doctoral program is unique and bears little resemblance to many previous degree courses and so without the necessary accommodations one can find completing it an uphill task. Each student brings to the program his/her own set of academic strengths and weaknesses (Wisdom, & Leavitt, 2015). The attitude and abilities of each and every doctoral student is unique and so is their management of the program. Therefore, the most important ingredient to doctoral success is the capability to leverage such inherent strengths and find effective ways

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

In Article three Onorato, (2013) conducted an empirical study on unethical leadership and workplace bullying. He examines the relationship between unethical leadership and workplace bullying. Onorato (2013) believes that unethical leadership leads to higher exposure to workplace bullying.

In conclusion, the three empirical articles compared provided much research, data, and informative topics that furthers discussion of the research that is available. Each article obtained limitations. Article one limitations was based on the average age of the respondents being 50 years and mostly Caucasian. Many of the jurisdictions had only three respondents and may not be good representation of the opinions of the direct reports given. Transformational leadership might not be the result of less hierarchal organizations. (Grand Canyon University Doctoral Studies Comparison Matrix Chart). Limitations in the contrast of the important test of transformational and transactional leadership on organizational performance were performed in organizations tat had either exclusively male and female managers while limiting the study based on only banking and food organizations. The third article limits its research by the availability of instruments

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

There is no point in denying that some films have a special place in everybody's heart, either you love them or you despise them.

Over the past twenty years, an abundant body of researches have been done to review transformational leadership and transactional leadership. Burn (1978) was the first person to introduce and conceptualize the concept of transformational leadership and transactional leadership. Bass (1985) based on Burn’s concept and deepened his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional. Following Bass and Avolio (1994, p. 4) provided the idea of these two leaderships and generalized them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and transactional leadership as

Methods: Review two research articles and to assess the overall quality of the data from the studies.

A large amount of credit is given to Bass 's transformational leadership theory identifies four aspects of

Burns, the father of contemporary leadership thinking, as part his seminal work on leadership, also propagated the now popular transformation and transaction leadership theories. As expected, his work has generated plenty interest and variation. The most popular variation of the transformation leadership theory, is the work by Bass. Burns (1978) and