Grand Canyon University: RES811 Introduction to Research
March 26, 2014
Comparison Matrix Paper of Transformational Leadership
Transformational leadership’s influence on job performance, job satisfaction, employee attitudes, and employee engagement has been studied and compared to the influence of transactional leadership on the same. This paper compares three studies by three different researchers. Wright and Pandey (2010), Emery and Barker (2007), and Hechanova and Cementina-Olpoc (2013) conducted empirical research to determine the degree of influence transformational leadership played in each of their sample populations. This …show more content…
They discussed the correlation of successful transformation efforts and the people implementing the change, citing Coch and French (1948), Herold et al. (2007), and Herscovitch and Meyer (2002). The authors noted different factors influence employees’ commitment to change, referencing Ghazali et al. (2008) and Devos et al. (2002). Hechanova and Cementina-Olpoc (2012) referenced Kotter (1996), Kouzes & Posner (1995), and Burns (1978) in positively linking transformational leadership with change. The authors discussed the differences between academic culture and business organizational culture as a reason transformational leadership behaviors differ between the two, citing Schein (2004), Schmuck & Runkel (1985), Walton & Galea (2005), Hellstrom (2004), Keung (2009), and Kouzes & Posner (1995).
While Hechanova and Cementina-Olpoc (2012) are the only authors to cite Kouzes & Posner’s (1995) transformational leadership behaviors, specifically challenging the process, modeling the way, and inspiring a shared vision, these behaviors are present in the other two studies. Wright and Pandey (2010) discuss transformational leaders as being inspirationally motivating, a role model of desired behaviors, and challenging old assumptions. Emery and Barker (2007) discuss transformational leaders as being