Transformational and Transactional Leadership Styles, Followers’ Positive and Negative Emotions, and Performance in German Nonprofit Orchestras Jens Rowold, Anette Rohmann Although the transformational-transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain
(Continued from front flap) is the Horace Beesley Professor of Strategy at the Marriott School, Brigham Young University. He is widely published in strategy and business journals and was the fourth most cited management scholar from 1996–2006. is a professor of leadership at INSEAD. He consults to organizations around the world on innovation, globalization, and transformation and has published extensively in leading academic and business journals. is the Robert and Jane Cizik