Comparison Matrix On Transformation Leadership

Running Head: Comparison Matrix Paper

Comparison Matrix Paper

Comparison Matrix Paper

Comparison Matrix Paper

Introduction

Comparison shows the characteristic of three studies conducted by different researchers. In the public sector, transformational leadership is the first study. This structure of organizations has little or no adverse affect on leadership behavior (Pandey & Wright, 2009). Transformational leadership is to stimulate the needs of the subordinates in harmony with the goals of the leader. Morale, motivation, and performance of the individuals within the group are increased by this style of leadership. Individual support and inspiration derives from this type of leadership.

The effect of transactional and transformational Leadership Styles on The Organizational Commitment and Job Satisfaction of Customer Contact Personnel (Emery & Barker, 2007); look at the commitment and job satisfaction of employees who are employed by banking and food organizations. The data reveal that job satisfaction is one of the most important determinants that establish the success of an association.

This article written by (Bude Su, 2009) looks at how "Effective Technology Integration" poses some barriers for educators. The advancement in technology has a tremendous effect on our daily lives both in education and society. The findings suggest that educators must make a decision on how to integrate technology into their core curriculum.

A Comparison of the Research Questions

According to (Pandey & Wright, 2009), one of the questions raised was "the more hierarchical an organization power structure, the lesser the practice of transformational management behaviors. Transactional leadership behavior can be higher when it is impacted by rewards-performance based upon organizational structure. The use of organizational performance measures will decrease the reported performance leadership behaviors. When transformational leadership behaviors are low, the organization formalization (measured as [3a] procurement red tape and [3b] human resource red tape are greater.

In the study conducted by (Barker & Emery, 2007), some of the questions discuss was the relationship between two surrogates of employee attitude (i.e., organizational commitment and job satisfaction) as well as customer satisfaction. These leaders encourage and stimulate supporters to inquiry about new ways of doing things. Leaders are able to inspire individuals to perform at high levels to think outside the box for new ways of resolving issues.

In the article written by (Badu Su, 2007), the concern about effective technology integration in K-12 on the one hand requires changes in the fundamental process of teaching and learning. The author states that in order for technology to be implemented effectively, there must be alterations in professional development and education standards. Modification is needed to enhance instructional method, classroom activities, and the content delivery format for technology to become an integral part of curriculum. Many stakeholders like parent, students, teachers, corporations and others might be affected by these changes. However, it is less about technology than about pedagogy which is used to assist student learning.

Sample Population

There were 1,322 high-level public administrators in municipalities exceeding 50,000 residents sampled during the Transformational Leadership in the Public Sector study. The hypothesis used in the study written by (Barker & Emery, 2007) were 77 branch managers from 3 regional banks and 47 store managers from one food chain sample. Finally, (Su, Bauda, 2009) provided a survey conducted by Quality Education Data Inc. (QUED) in which 600 teachers and media coordinator, 300 principals, and 100 district administrators to determine electronic technology usage. A qualitative study showed that 10 teachers out of 100 had access to computers did not use them to motivate student learning.

Results of the Studies

One of the limitations of the study done on transformational leadership was that the average age of the respondent was 50 years. This included mostly Caucasian and some jurisdictions had only 3 respondents. The survey had only a few questions that were short to avoid causing false classification of transformational leaders. In addition, the study of local