Research Comparison of Transformational, Transactional, and Interculturally Developed Leaders

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Research Comparison of Transformational, Transactional, and Interculturally Developed Leaders Karen Franklin-Williamson Grand Canyon University: RES 811 January 14, 2013 Research Comparison of Transformational and Inter-culturally Developed Leaders An empirical research article is written by the individual who is responsible for leading the investigation. Since the author conducted the research, he is considered the primary source. (Butin, 2010). The objective of this essay is to compare, contrast, and synthesize information in three Empirical research studies. All three articles were written by the researcher who completed the study. The research includes the typical aspects of an Empirical study: purpose, research questions or hypotheses, sample population, methodology, limitations, results, conclusion, and recommendations for further research. Furthermore, all three studies deal with leadership effectiveness and the impact on employees or students. The first article, Transformational Leadership in the Public Sector: Does Structure Matter? will be referred to in this paper as Article One. This study considered transformational leadership in public organizations such as local government. The second study, The Effect of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel, will be referred to as Article Two. It investigated the effect of transformational leadership in reference to job satisfaction and commitment of customer service employees at banks and food chains. Lastly, Article Three, The Role of Faculty Study Abroad Directors: A Case Study, researched the impact that of the intercultural dimension of the Faculty Director role and its impact on students. Definition of Terms (Wright & Pandey, 2010) assert Transformational Leadership cultivates motivation, changes

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