Comparison Matrix Paper


The articles discuss the issue of transformational leadership inorganizations. The first article accesses the effectiveness oftransformational leadership within the public sector, resulting inthe conclusion that the organizations are not as bureaucratic assupposed. For effective transformational leadership to work,organizations must enact structures that back such transformation.The second article notes that through transformational leadership,companies are capable of motivating employees to become committed tothe organization. The third article notes that transformationalleadership has a psychological effect on workers, via empowering thempositively towards becoming effective. Generally, the articles notethat for transformational leadership to be achieved, organizationsought to employ leaders that motivate followers.

Comparison of Research Questions

The research questions employed in the studies are similar inquestioning the correlation amid transformational leadership andworkers satisfaction, as well as organizational commitment. Thequestions also evaluate the extreme to which employees are encouragedby transformative leadership. The research questions intend atdepicting the different ways leadership influences work performanceamid employees. Wright and Pandey (2009) questions concernorganizational structures in either support or failure to promotetransformative leadership. This is achieved through discussing issueslike hierarchical structures, upward organizational communication,organizational formalization and utilization of performance measures.Emery and Barker (2007) question the level to which customersatisfaction is a reflection of employee satisfaction within anorganization. This is because leadership connects more with workersatisfaction by affecting employee attitudes. Walsh, Dupre and Arnold(2014) evaluates why transformational leadership is necessary inempowering employees. As a result, empowered workers have higherself-regard, which influences their work outcome.

Comparison of Sample Populations

The sample populations employed share similarities in their workexperience, period they have been working and responsibilities withinorganizations. A majority of the sample population are individuals inthe appropriate age of holding management positions. For anindividual to become a manager, it is apparent that they have amplework experience. In addition, the articles are focusing on the issueof transformational leadership thus, the need to include leaders intheir study. Samples selected reflect the role of leadership withincompanies. The figure of samples employed in all articles issubstantial, allowing for conclusive results based on sampleresponses. The first article uses high-ranking public administratorsin municipalities where there are thousands of residents (Wright &ampPandey, 2009). The administrators hold leadership positions wherethey handle employees regularly. The second article’s samples aremanagers, tellers and checkers. As managers, relation with employeesis necessary (Emery &amp Barker, 2007). Specifically, branchmanagers have been selected who supervise tellers. The tellers thenrelate to workers. Depending on the leadership technique of themanagers, customer satisfaction is either attained via tellers’offering their services. Hence, the sample appropriately addressesthe issue of transformational leadership in influencing customergratification. In the third article, samples have worked in diversesectors and have years of experience (Walsh, Dupre &amp Arnold,2014). Thus, are better suited for the study in demonstrating howthey value transformational leadership or feel it is utilized withinthe diverse work sectors.

Comparison of Study Limitations

All articles depict some level of bias in their selection ofsamples, which influences the study results. Another similarity inthe limitations is on the influence transformational leaders have ontheir followers. Wright and Pandey (2009) samples comprise of alimited figure of respondents from the different jurisdictions. Thisfails to represent accurately the opinions of similar reports. Emeryand Barker sample is imbalanced in terms of gender. The figure ofmale branch managers included in the study is less compared to thatof females. This puts in danger the study results. In addition,employee opinions are not appropriate in their representation due tothe selection of four tellers and checkout employees from everystore. The samples, randomly chosen reduce the effectiveness ofresults provided, as some participants may be disinterested in takingpart in the study. Walsh, Dupre and Arnold (2014) collect data fromthe similar source enhancing the probability that similar techniquebias influences the study results.

Conclusion and Recommendations for Further Research

The three articles have conducted research on transformationalleadership. They are effective in enhancing understanding within thespecified type of leadership, its influence on workers and customers.Conversely, the outcomes are questionable due to the limitations. Itis unclear if transformational leadership leads to reducedhierarchical organizations. It is also unclear the level to whichtransformative leaders influence their followers psychologically.Additional study needs to be performed through more appropriatesample sizes. The sample sizes must fairly represent both gendershave sample sizes that meet the demands of the research andparticipants who are willing to take part in the research. Indetermining the effectiveness of transformative leadership ininfluencing employees, it is also necessary that more participantsare employees instead of leaders. Leaders can be used in accessingtheir leadership methods, while employees provide feedback on themethod of leadership used in the organizations. It is also importantfor prospect research to be more specific on what aspects oftransformational leadership will be accessed.


Emery, C. R &amp Barker, K. J. (2007). The Effect of Transactionaland Transformational Leadership Styles on the OrganizationalCommitment and Job Satisfaction of Customer Contact Personnel.Journal of Organizational Culture, Communications and Conflict, 11(1), 77.

Walsh, M., Dupre, K &amp Arnold, K. A. (2014). Processes throughwhich transformational leaders affect employee psychological health.German Journal of Research in Human Resource Management,28(1-2), 162-172.

Wright, B. E &amp Pandey, S. K. (2009). Transformational Leadershipin the Public Sector: Does Structure Matter? Journal of PublicAdministration Research and Theory, 20, 75-89. Bass, B. M &ampRiggio, E. R. (2006). Transformational leadership, 2nd ed.Mahwah, NJ: Lawrence Erlbaum Associates.