Purpose. The Purpose Of This Non-Experimental Communication

The leader demonstrates to the followers loyalty, trust, respect and admiration, with these the qualities of the transformational leader, they tend to work harder than originally expected that tends to have a link between effort and reward. These outcomes occur because the transformational leader offers followers something more than just working for self-gain; they provide followers with an inspiring mission and vision and gives them an identity. They believe in the organizational culture they find and specific methods of performing tasks. Transactional leaders are effective in getting specific tasks completed by managing each portion individually. According to Maslow’s hierarchy of needs, transactional leaders focus on the lower levels of the hierarchy that is the very basic levels of need satisfaction. One way that transactional leadership focuses on lower level needs is by stressing specific task performance (Hargis et al, 2001). They are more concerned with processes rather than revolutionary ideas hence under their leadership change is least expected. Unlike them, transformational leaders end up changing existing organizational cultures by implementing new ideas.

Leadership is the ability of an individual or and organisation, to influence other individuals and its team to achieve a desired outcome. Influence is a very under-rated aspect of leadership. No individual would follow a person who does not have

Transactional leadership styles are more concerned with maintaining the normal flow of operations. Transactional leadership is described as making contact with others for 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

There are many definitions of leadership. Chemers (1997) describes it as: "A process of social influence in which one person can enlist the support of others in the accomplishment of a common task or aim"

Two different leadership styles, which were first identified in 2004 by a noted scholar named Burns, are transactional and transformational leadership (Marquis & Hutson, 2009). Transactional leadership is a more traditional style of leadership and it is where the leader sets goals, gives directions, and uses a reward system to motivate employee’s behaviors related to

Lord, R. G., Brown, D. J., and Freiberg, S. J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes, 78(3), 167-203.

The transactional leadership style is understood to be the exchange or trade between leaders and followers who are compensated for performance and achieving organizational goals. Transactional leader tends to focus on task completion and employee compliance and these leaders rely quite heavily on organizational rewards and punishments to influence employee performance. These leaders validate the relationship between performance and reward and then an exchange for appropriate responses and rewards, encourages subordinates to improve performance (Saeed, Almas, Anis-ul-Haq, Niazi, 2014)

Transformational leadership has been presented in the literature as different from transactional leadership. While transactional leadership was defined on the basis of the influence process underlying it, as an exchange of rewards for compliance, transformational leadership was defined on the basis of its effects, as transforming the values and priorities of followers and motivating them to perform beyond their expectations (Yukl, 1998). Bass and Avolio (1994) proposed that the behaviors transformational leaders’ exhibit include four components: individualized consideration, inspirational motivation, idealized influence and intellectual stimulation.

Transformational leadership theory provides a solid foundation to address complex matters related to leaders and organizational leadership. As a reliable theoretical approach (Bass & Riggio, 2010; Judge & Piccolo, 2004), the theory’s historical and current applications in the workplace provide decades of support based on successful development outcomes of leaders and followers (Antonakis, Avolio & Sivasubramaniam, 2003; Bass, 1999; Bass 1997; Hatula, 2006; Hernandez, Long, & Sitkin, 2014; Mao & Chang, 2012; Malik, Javed, & Hanssan, 2017). One of the originating authorities of transformational leadership co-created the Multiple Leadership Questionnaire to quantitatively assess TL behavioral dimensions from multiple perspectives of leaders and followers (Bass, & Avolio,

Transformational Leadership Theory was introduced in 1978 by political sociologist James Mac Gregor Burns and expanded by industrial psychologist Dr. Bernard Bass. In this theory, Burns differentiated two styles of leadership: transformational leadership and transactional leadership. In transformational leadership, it is a process where both the leaders and the followers elevate motivation and morality. The transformational leaders pay attention to the needs and motives of followers and help them achieve their fullest potential. They influence their followers’ behaviors by appealing to the ideas and values and enhance the followers’ commitment to their vision. transformational leaders exhibit behaviors which include idealized influence wherein the leader serves as the role model for followers; inspirational motivation – leader inspires and motivates followers representing the leader’s charisma; individualized consideration- leader displays concerns for the needs and feelings of others which brings out the bringing out the follower’s best efforts and; and intellectual stimulation – the leader challenges followers to be creative and innovative. In transactional leadership, leader focuses on reward and punishment to achieve compliance from followers.

The makeup of an organization operating under Transactional leadership can influence the amount of rewards given to individuals. Additionally, the weakness of communication can influence behavior as it pertains to transformational leadership (Pandey and Wright, 2009).

There are lots of definitions and interpretations for the term LEADERSHIP. One is “A relationship through which one person influences the behaviour or actions of other people” (Mullins, L.J. 2002, Management and Organisational Behaviour, 6th Edition, FT Publishing, p904). Another popular definition would be, “the process of influencing an organization or groups within an organization in its efforts towards achieving a goal” (Johnson, Scholes & Whittington, 2005, Exploring Corporate Strategy, 7th Edition, FT Prentice Hall, p.519)

Hater and Bass (1988) indicated that, by contrasting transformational and transactional leadership, it does not mean that the two models are unrelated. In fact, although the two are distinct concepts, they are interrelated, meaning that a leader can be both transactional and transformational. Although transformational leadership may be more effective in changing times, the transactional process of clarifying certain expectancies for a reward, is an essential component of the full range of effective leadership. Transformational leaders, unlike transactional leaders, are said to inspire their followers to such an extent that they work towards the good of the company, while, as pointed out by Avolio & Yammarino, (2002), transactional leaderships are constructive as they often tend to result in achieving defined performance requirements.

Throughout the first journal article, it was discovered that substitutes for leadership have significant relationship between transformational of leader’s behaviours; as the results show some variables of transformational behaviours correlate with variables in substitutes for leadership (Podsakoff, 1996). To gain these findings, data was collected from 1,539 employees has been used as the evidences to support the outcomes. The result further displays, there are each unique effects on follower criterion variables in transformational leader behaviours and substitutes for leadership and there are greater substantial amount of variance accounted between substitutes for leadership and the transformational leader behaviours than reports in prior leadership research (Podsakoff, 1996). However, these findings do not provide strong evidence to support these finding, as researches have not yet found the specific proof. Although, it is clear that, there is relationship between transformational of leader’s behaviours and substitutes for leadership in certain way, which further research and experiments is needed it.