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Article 3
Title/Author(s)
Transformational Leadership in the Public Sector: Does Structure Matter?

Wright & Pandey

The Effect Of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel

Emery & Barker
Transformational and Transactional Leaders in Higher Education
Lloyd Moman Gasham

Persistent GCU library link http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=52860455&site=ehost-live&scope=site http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=27436222&site=ehost-live&scope=site http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=bth&AN=88038513&site=ehost-live&scope=site Purpose of the study
What is the author’s rationale for selecting this topic? Does he build a strong case?
To test existing paradigms regarding transformational leadership. The authors suggest that public organizations are not as bureaucratic as stereotypically believed and that the performance measures in place support higher levels of transformational leadership in these organizations than might be expected based on their hierarchical structures.

The author builds a plausible argument based on the need for followers to be flexible in order for a leader to motivate them beyond satisfactory performance. In addition, the structure and controls in place for public organizations might impede the effectiveness of a transformational leader.
The purpose of the study is to examine the effects of transformational leadership and transactional. The author states that transformational factors charisma, intellectual and individual correlation highly correlated with job satisfaction. The author states that as a leader you will need charisma alone is an excellent prediction of
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