An examination of comparable behavioral and motivational features of transactional and transformational leadership as regards effectiveness and follower satisfaction.
Item
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Title
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An examination of comparable behavioral and motivational features of transactional and transformational leadership as regards effectiveness and follower satisfaction.
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Identifier
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AAI9707161
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identifier
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9707161
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Creator
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Wallace, Jennifer Leigh.
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Contributor
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Adviser: Edwin P. Hollander
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Date
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1996
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Language
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English
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Publisher
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City University of New York.
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Subject
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Psychology, Industrial | Psychology, Social | Business Administration, Management
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Abstract
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One current theory regarding the relationship between Transactional (TA) and Transformational (TF) leadership posits that TF leadership is more accurately viewed as an extension of TA leadership in which leader-follower relations are more intense (Hollander, 1992). An examination of the 'extension' hypothesis was undertaken using a competency-based measure of behaviors in which the behaviors and motive profiles of leaders perceived to be primarily either TA or TF in leadership style were compared.;Twenty-nine senior-level managers from a large technology firm were examined. Information about TA and TF leadership was gathered using a newly developed instrument called the Wallace Leadership Survey.;It was expected that leaders perceived as primarily either TA or TF in leadership style would exhibit similar types of behaviors, but with different levels of intensity reflecting the varying focus of each leadership style. As hypothesized, those leaders who were rated as primarily TF by their followers showed significantly greater intensity than TA leaders on the competencies of Self Confidence, Conceptual Thinking, People & Organizational Savvy, and Impact & Influence. Contrary to hypotheses, those leaders perceived as primarily TA did not show greater intensity of behavior on the competencies of Directiveness and Developing Others. As expected, no differences were found between the leader groups on the competencies of Information Seeking, Drive for Results, and Analytical Thinking.;As hypothesized, subordinates of both leader groups rated their leaders similarly in terms of perceived leader effectiveness and satisfaction with their leader. Thus, followers of TA leaders were equally satisfied with and saw their leader as effective as followers of TF leaders. These ratings were high for both groups indicating that followers of both types of leaders were highly satisfied and perceived their leaders as effective. However, a middle group of leaders, who displayed both TA and TF leadership, received the highest satisfaction and effectiveness ratings from followers.;Though the sample sizes for the motive analyses were small, there was a trend for TA leaders to have higher nAff and lower nPow than TF leaders. Although these differences were not significant, they were in the expected direction. Overall, the motive profiles of the leader groups were more similar than different; this finding supports the hypothesis that TA and TF leadership are related concepts.
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Type
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dissertation
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Source
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PQT Legacy CUNY.xlsx
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degree
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Ph.D.
