There are several different styles of leadership, these articles focus mainly on transformational leadership. Transformational leadership has four main parts: intellectual stimulation, individualized consideration, inspirational motivation, and idealized influence. The researchers each are trying to decide if transformational leadership has an influence on employees’ attitude and performance. According to Pandey & Wright, this arrangement of administrations has little to no opposing effect on how leaders behave (2009). To motivate the needs of the juniors in accord with the objectives of the leader is the idea behind transformational leadership. Confidence, inspiration, and actions of those within the group are amplified by the type of management. Personal care and motivation stems from transformational leadership.
The Effect of transactional and transformational Leadership Styles on The Organizational Commitment and Job Satisfaction of Customer Contact Personnel (Emery & Barker, 2007); examines the assurance and employment gratification of workers who are working by banking and food establishments.
Belle’s article on transformational leadership has been tied to the greatest influential motivating behavior and great public worker actions. The research connects the performance effects of transformational leadership and an assembly of nurses in a municipal hospital in Italy (2013).
[From here on out each article will be referred to as article one, two, and three (respectfully)].
All three articles had similarities in research questions; the main idea what the biggest similarity does transformational leadership impact how employees react. According to article one, one of the questions posed was concerning transformational leadership in the public area. Does the structure of the business matter? In search of the answer to this question, the researchers choose to test the standards as they exist right now; how they relate to transformational leadership.
The researchers came up with several questions: the top organization’s structure, the lower the report of practiced transformational leadership actions. The next questions: the researchers decided that the least communication; the lower the stated behaviors of transformational leadership. In the third questions: the more structure, the more difficult it was to motivate through the layers of the business. The fourth questions: the more structure a business has the worse the hurdles are to cross, therefore, the lower amount of transformational leadership behaviors reported.
According to article two, some of the quires deliberated were the association between two sets of employee approach and the patron’s contentment. The leaders were encouraged and motivated to support the query and possible new ways to deal with situations. Leaders are able to encourage persons to act at in elevated levels and to think for themselves in a different way than expected when solving problems. And the article three, examines whether Transformational Leadership is affected by the perspective of community leadership, if actions effect it and what effects the community employees: mediating or moderating . Comparison of Literature Reviews
Each article has pros and cons where literature is concerned, the last two articles did not have a separate literature review section. Article one “literature review begins with an explanation of transformation leadership and then explains the conditions that need to exist before transformational leadership can be successful. The review changes to managerial structure and the ways the structure can sustain or hinder transformational styles as well as reinforcing of the procedures and techniques, insufficient routine extent and incentive methods, and a graded chain of supervisors/managers. The article two literature review suggests that a foremost factor in dealing with customers and employee preservation is the approach of the employee towards the management and the business where they work. The article three does not have a separate literature review. Comparison of Sample Populations
The sample populations varied from article to article. The sample population in article one is 1,322 top community leaders in towns with populations of over 50,000 people. Article two: of the possible 308 tellers and 188 checkers,, 292 and 97 (respectfully) useable responses were received. The article three had 138 nurses from non-private hospitals belonging to the same union. All three articles used limited sample populations mainly consisting of women. The first article had the largest amount of participants, the mean age was 50 years old, the second article had an uneven amount between the two types of establishments making the comparison not equal do to the sample size not being even, and the third article only used one type of employee and they were all women. Comparison of Limitations
The number one limitations for all three articles are the actual identification of the transformational leaders. The limitations of study in article one is the mean age of the participants, being 50 years old, mainly white, and the lack of participation from the actual population in each area. The limitations in article two were the use of only three different banking institutions and one grocery market chain. The limitations in article three were the nurses were from the same union and area in Italy, they were all women, and there was no pre-testing done to determine the prior knowledge of the sample population.
These limitations make the studies the same in the fact that they did not encompass a wide variety of races, ages and sexes. A study cannot be complete if you take only the same “type” of people to study and research. The differences are that article one and two did use different areas to study, but article three looked at a limited amount of women participants. Comparison of Results
The results for the three articles are the same in that the conclusion is supported by the data. In article one; the results were mixed about the effect of transformational leadership on government business. In article two; the comparison of the two leadership styles showed that employees in a structural business had a higher commitment to the job. In article three; the results showed that transformational leadership does affect how employees respond to those around them, both bosses and customers. Further Research Suggestions
The main suggestion for further research is to conduct observation based research since the first two articles were surveyed based studies. To examine other types of business to validate the finding from these three studies. Particularly, since government structural entities are in essence not always governmental as the majority of literature might have you accept as true. Recommendations for further research are to pinpoint what actions the superiors demonstrate to their workers to inspire them, to recognize whether these actions are restricted to primarily females or are the actions from both women and men, to also assess the actions across all ages, and across all types of business. These three studies only scrutinized a small range of the populace. To make sure these results do not differ, additional studies need to be completed in diverse areas of races, ages, and sexes. Conclusion
All three articles came to the same conclusion; transformational leadership increases good emotions in the employees. This conclusion tells me that there has to be ways to organize businesses and teach transformation leadership to supervisors in all types of trades. This means that the supervisors need to take responsibility for inspiring their employees to improve and expect to be treated with encouragement. And since this style of leadership was compared to another type of leadership, this is reassuring to see that it performs superior to the compared leadership.
Belle, N. Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation. Journal of Public Administration Research and Theory, 24, 1, 109-136. Emry, C., & Barker, K.. The Effect of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel Journal of Organizational Culture, Communications & Conflict, 11, 1, 77-90. Pandey, S.
Transformational Leadership in the Public Sector: Does Structure Matter? Journal of Public Administration Research and Theory, 20, 1, 75-89.