The Role Of Transactional And Transformational Leadership Styles On Organizational Commitment And Job Satisfaction Of Customer Contact Personnel

Leadership has been an important topic in the social sciences for many years. Recently, renewed interest in the concept of leadership has been aroused. “The resurgence of interest in studying the topic of leadership appears to be accompanied by an acceptance of the distinction between transactional and transformational leadership.” (Den Hartog, Van Muijen and Koopman, 1997, P.41)

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

The findings of article one dispute the stereotypical paradigm believed to be found in public sector bureaucracies. Leadership and excellent performance by public sector organizations do not need to be hindered by the typical bureaucratic subsystems when a well designed transformational leadership model is implemented.

Boalman and Deal (2013) distinguish four frames to classify different types of leadership. In this paper, I will focus on the three frames: structural, political, and human resources, and their application in the public sector.

Yammarino, F.J., Spangler, W.D., & Bass, B.M. (1993). Transformational leadership and performance: A longitudinal investigation. Leadership Quarterly, 4, 81–102.

This capstone paper explores how Transforming Leadership principles, as prescribed by Anderson, Gisborne, & Holliday, et al. (2006), can be applied to a typical law enforcement agency in order to better address common issues faced by agencies that have not identified an overarching leadership competency structure. By not adopting a set of leadership ideals agencies can find themselves not effectively addressing all of their strategic planning goals, both internally and externally, as Anderson, et al. (2006) suggests. This paper examines how the principles and formulas of Transforming Leadership apply to areas within the core curriculum of the Public Safety Administration field of study and can help assist the Suisun City Police Department mange strategic goals; including, assisting a law enforcement agency identify their core ethics, give better service to their community, develop strong group dynamics and human resources competencies, use strategic planning more completely and address Homeland Security issues more easily.

As the study of leadership has expanded over the past decades, a general shift in the paradigm of leadership style has begun to occur. The male dominated workforce has started to give way to a far more diversified workplace, with increasing numbers of women and minorities in leadership positions. This shift, resultantly, is causing a move away from the traditional leadership styles, with more focus given to contemporary leadership theories. For example, in a recent TED Talk Roselinde Torres discussed the shortcomings of leadership styles that were effective twenty years ago, but are now proving to be lacking (Horvath, 2014). In her speech, Torres suggests that a transition away from traditional leadership styles could increase the performance and diversity of organizations. The divisive effects of this transition is significantly apparent in the American fire service, as the profession continues to move from a homogeneous workforce into a culture striving for diversity. As more women continue to rise into leadership roles within the fire service, the influence and impact of transactional versus transformational leadership contributes to the effectiveness of minority leaders. This paper will reflect on how this influence relates to the effectiveness of female leaders within the fire service.

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

Leadership can be interpreted in many different ways and styles. In the Unit discussions it is taught that the term leadership can be broken down into an array of different styles. These styles include: Power Model, Administrative Model, Transformative Model, Smaller Agency, Midsized Agency, Large-sized Agency, Homogenous Community, Heterogeneous Community, and Metropolitan Community. While going more in depth with the functions of these models, the Transformative Model correlates the best with this personal leadership portrait. Considering the tasks that public service workers are responsible for, the transformative model would be best suited for a leader in this field.

Transformational leadership is important for employee satisfaction, performance, organization citizenship and creativity, but some models

. Public Leadership in a Health Environment The Director of Public Health is responsible for many departments that work directly with the citizens. Social Services, Fire and Emergency Management, and Human Services all fall under the direction and leadership of the Director of Public Health. The subordinates are the face of the service and the City. If the subordinates are unprofessional to the citizens then the citizens see the City as being unprofessional (Anderson, 2012). A unifying agenda, vision, and mission are essential in the training of these subordinates. Collaboration and cohesiveness across departments should be a top agenda for the Director of Public Health (Powers, Morgeson, & Lyons, 2014). Transformational leadership theory is

Comparison shows the characteristic of three studies conducted by different researchers. In the public sector, transformational leadership is the first study. This type of leadership has no effect on the conduct of managers. Transformational leadership is to stimulate the needs of the subordinates in harmony with the goals of the leader. Morale, motivation, and performance of the individuals within the group are increased by this style of leadership

The concepts are more broadly focused on what the leader does versus other models. This researcher also suggests the following weaknesses; lack of conceptual clarity, validity concerns, the trait effect, solid facts that this theory has actual transformed organizations and the follower with the potential for use abuse (2016). Researcher Bass suggests that ones’ morals, ideals, attitudes and goals define the transformation process (1998). Supported by author Conger who suggest that transformational leadership happens when there is a vision, motivation, commitment, support and patience as it relates to the implementation of the process

Transformational leadership is a well-known approach that has been studied extensively in leadership development literature (Day & Antonakis, 2012). Transformational leadership, has emerged as one of the most frequently studied models of leadership

After a long time development and refinement, the Transformational Leadership model and instrument have been widely used, because it has several strengths as follows: