Comparison Matrix

It has come to notice that the theory of transformational leadership is relatively a primitive concept that did not emerge until the recent century. Nevertheless, the characteristics attributed to transformational leadership style have existed and come under

Bass, B. & Avolio, B. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112–121.

Becoming a transformational leader can occur either because the leader has a model or mentor that is a transformational leader, because he/she is a born transformational leader, or through reflection. Senge (1990) wrote that “Learning through reflection is about finding the creative tension...between an understanding of current reality and a vision of desirable practice” (as cited in Johns, 2004, p. 24). In addition, Schuster (1994) noted that one who desires to become a transformational leader can cultivate certain qualities that are characteristic of such a leader: a stimulating vision for the organization, honesty, empathy, authenticity, the ability to defer self-interest to ensure that others are recognized, a holistic concern for the organization, the ability to share power with others, and the ability to develop others (as cited in Johns, 2004, p. 25). The transformational leader is also an effective communicator who persists during hard times and still has the courage to continue to move ahead even when fatigued and encountering difficulties (Schuster, 1994, as cited in Johns, 2004, p. 25).

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.

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

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

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.

Transformational Leadership has always intrigued me. However, leadership does not necessarily be about styles. Leadership can reach many areas such as techniques in effective leadership, business leadership versus political leadership as well as leadership theoretical frameworks. Within this assignment, the student identifies three related peer-reviewed mixed-methods research articles using the university’s library about leadership. These sources involve actual conducted mixed-methods studies. Within each article, the student discusses the following elements:

In the comparison matrix chart three different empirical research articles were used and compared. The first article, by Wright and Pandey. Transformational Leadership in the Public Sector: Does Structure Matter?, Emery and Barker, The Effect of Transactional and Transformational Leadership Styles on Organizational Commitment and Job Satisfaction of Customer Contact Personnel, and last The Mother Co-parent Relationship and Youth Adjustment: A Study on African American Single Mother Families by Shook, Jones, Forehand, Dorsey and Brody.

As a researcher it is important that one can identify the weakness of one’s study. Limitations are the constraints of general and utility of the findings that are the direct result in which you chose to design the study and/or the method used to establish internal and external validity (Creswell, 2007). In all three articles limitations where identified. For example, article one sample size was large, however it restricted the age of the respondents, race age by 50 years, and many of the jurisdictions only having three respondents. Article one also concluded that transformational leaders may not be the result of hierarchical organizations. Article two limitations sample size was too small to create a full assessment. More qualitative research needed to be considered to explore the exact reasons why transformational and transactional leadership tend to lead companies with greater customer satisfaction (Emery and Barker 2007). Article three limitations where identified as student sampling was limited to one department of the university. In addition, more males would judge more favorable than females. Article three required more

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

Transformational leadership is described as a person who has the ability to make followers into leaders and promote change (Roussel & Swansburg, 2009). Transformational leadership encourages staff empowerment (Roussel & Swansburg, 2009). It is thought that if staff feels empowered then they will work harder by collaborating with each other instead

Although there is many literature theories review on leadership regarding transformational leadership, changing leadership style in government sector such as a hospital, into another leadership may perceived. As literature review, the culture

Aubrey Malphurs, in his book Being Leaders, posited a transformational leadership that values gifted leaders, advocates high moral standards, sees the importance of an organization’s mission and vision, encourages people not only to think for themselves but also to think creatively, listens to people, and gives attention to and mentors followers. Leadership is regarded as the art of motivating and empowering others to pursue goals that are fulfilling to leaders and beneficial to the organization or community to which they belong. Bruce Avolio asserts that transformational leadership causes leaders to raise the level of identification, moral maturity, and perspective of those they lead. Over time, they develop their followers into leaders. They broaden and enlarge the interests of those they lead. Their shadows are much deeper and longer in terms of their effects on others, and by and large they are very positive shadows over time.

Leaders are aiming to control and surveillance employees through sensible and thrifty intention (Bass, 1985). It simply requires an agreement between leaders and followers toward organization goal (Burns, 1978). In transformation leadership, leaders focus on changing followers’ moral sensibilities and potentially increasing their motivation beyond self-interest (Kezar & Eckel, 2008, p. 381). It needs more associated with outcome criteria than transactional leadership (Rowold & Rohmann, 2009, p. 42). Transformational leadership helps to build positive relationship among staff and raising their morale. In contrast, transactional leadership helps to build the fundamental structure of the organisation (Kezar & Eckel, 2008, p. 383).