Thethree articles encompass the same literature review they try toexplain the effects of transformational leadership in an organizationset-up. The first article encompasses a deeper analysis oftransformational leadership in a public office. It reviews on howtransformational leadership is important or relevant to a publicinstitution. The second article denotes both transformationalleadership and transactional leadership. The main difference betweenthe second article and the other two articles (article one and three)is that article two encompasses a literature review of two forms ofleadership (transactional and transformational). On the other handarticle three describes transformational leadership and its effectson the psychological stance of employees in an organization.
Thethree articles depict that transformational leadership is a situationwhere employees and leaders work together in collaboration withoutany clear cut lines existing between them. For instance, in articleone the author points out that a transformation leader will alwaysallow change to take place without necessarily following a hard lineprotocol (Girodo, 2014). Article three connotes the followingcharacteristics of a transactional leader. The author say that atransformational leader is that who is a model of integrity andfairness, that who states clear goals, that leader who encouragesothers and provides support and recognition and stirs the emotions ofthe people they lead (Burke & Collins, 2011). The author goesfurther to depict that it is on this premise that transformationalleaders exhibit profound impacts on the psychological stance ofemployees in an organization.
Intrying to create a comparison, article two superimposes its findingsby studying both transactional leaders and transformational leaders.The author points out that a transactional leader is that who isstack to the old chains of command and protocols in an organization.Unlike article three and one that only major their arguments on thesignificance of a transformational leader. Article two takes theargument further by postulating a difference between the two forms ofleadership mostly adopted in organizations (transactional andtransformational).
Thereare three main authors referred to in the three articles John C.Maxwell, Oswald Sanders and Kenneth Blanchard. All the three authorshave had a huge impact when depicting leadership skills and stylesattributable to organizations in the current society. Data sampled inthe three instances supports the main thesis of each article. Forinstance, article one encompasses data collected from a sample 1,322high-level public administrators in municipalities exceeding 50,000residents. This data depicts that transformational leadership isdirectly proportional to the level of performance in any publicinstitution. Article two demarcates a comparison of two styles ofleadership, just like article one its data supports the main thesispostulated in the article. Article three asserts thattransformational leaders have a positive effect on the psychologicalposition of employees in an organization (Girodo, 2014). Thisassertion is well supported by the data collected from a samplepopulation of 254 people.
Inall instances the conclusion answers the research question. Articleone depicts that hierarchical institutions tend to adopttransactional forms of leadership as compared to transformationalforms, the main reason for such an approach is because of thecomplexity of decision making. Hence it is the main reason why publicinstitutions tend to adopt transactional forms of leadership. This isthe same conclusion postulated in article two, that answers itsresearch question as well. Article three denotes the effects oftransformational leadership, the article concludes by depicting thattransformational leadership has a high impact on psychological stanceof employees (Burke & Collins, 2011). The main questions that mayseek clarification from the authors include how can you establish thesignificance of each form of leadership? How will you associate teamwork and leadership? What are the general implications of eachleadership style?
Burke,S., & Collins, K. (2011). Gender differences in leadership stylesand management skills. WomenIn Management Review,16(5),244-257. doi:10.1108/09649420110395728
Girodo,M. (2014). Macfiiavellian, Bureaucratic, And TransformationalLeadership Styles In Police Managers: Preliminary Findings OfInterpersonal Ethics. PerceptualAnd Motor Skills,86(2),419-427. Doi:10.2466/Pms.19188.8.131.529