Purpose. The Purpose Of This Non-Experimental Communication

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Purpose

The purpose of this non-experimental communication study is to explore the relationship between subordinates’ job satisfaction with transactional leadership styles and transformational leadership style. Based on literature review Transactional leadership style is linked to lower subordinate’s job satisfaction than Transformational leadership style.

Literature Review
Webster 's Dictionary defines leadership as the power or ability to lead or influence other people (Webster, 2009). Leadership definition varies depending upon the perspective of the person and garners many different responses. Leadership is typically viewed as a process of social influence, in which one or more persons affect one or more followers by clarifying what
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d) Individualized consideration: The leader provides support, encouragement, and assists in the development of the followers.
Because transformational leadership uses a less coercive approach, it is a more preferred style of leadership by followers (Avolio, 1999). Yukl (2006) asserted that there is substantial evidence that transformational leadership is an effective form of leadership. Yukl also noted that transformational leadership was shown to be effective in a variety of different situations. Based on this information, this study assumed that transformational leadership would have a significant correlation with job satisfaction.
Transactional Leadership
Bass (1985) described transactional leadership differs from transformational leadership style as it does not individualize the needs of the subordinates or focus on their personal and professional growth. There are two transactions involved in transactional leadership style: contingent rewards and management by exception. Contingent rewards involve an exchange between leaders and subordinates in which efforts by the subordinates is exchanged for rewards. Management by exception can be active or passive; when a leader looks for rules violation by the subordinates and then takes corrective actions or when the leader waits until a rule is violated then intervenes (Coppolla & Ledlow, 2014). Northouse (2012) submitted that the negative component of transactional
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