Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

The Relationship Between Transactional and Transformational Leadership Attributes and Organizational Performance in the Caribbean


Affiliations
1 School of Business and Management, University of the Commonwealth Caribbean, Jamaica
     

   Subscribe/Renew Journal


The purpose of this quantitative, correlational research paper was to examine to what extent a relationship existed between transformational and transactional leadership attributes and corporate rank on the most profitable organizations List published by the Businessuite Magazine. The study included a sample of 20 chief executive officers (CEOs) whose organizations were ranked among the 2015 most profitable organizations in the Caribbean. Study participants completed a mailed self-report survey in the form of an adapted Multifactor Leadership Questionnaire, and companies of participants were categorized by profitability and ranked based on the most profitable List. The Spearman's rank correlation coefficient was used to determine the magnitude and direction of the relationship between the variables of interest: Transformational and transactional leadership attributes and corporate rank on the most profitable organizations List published by the Businessuite Magazine. The findings of this study indicated no significant relationships between transactional and transformational leadership attributes and corporate ranking for the most profitable companies. However, overall there appears to be a positive correlation between the interaction of transformational and transactional behaviors and rank on the most profitable Caribbean organizations published by the Businessuite magazine. The small sample size was the major confounding factor, and therefore additional research is warranted with a larger sample.

Keywords

Transactional and Transformational Leadership Attributes, Organizational Performance, Chief Executive Officers.
Subscription Login to verify subscription
User
Notifications
Font Size


  • American Psychological Association (2010). Publication manual of the American Psychological Association. Washington, DC.
  • Babbie, E. (2009). The practice of social research. Belmont, CA: Wadsworth Group.
  • Bacha, E., & Walker, S. (2011). The relationship between transformational leadership and followers perception of fairness. Journal of Business Ethics, 77(5(3), 667-680.
  • Bass,B. M. (1985). Leadership andperformance beyond expectations. New York: Free Press.
  • Bluman,A. (2011). Elementary statistics: A step by step approach. New York: McGraw-Hill.
  • Boerner, S., Eisenbeiss, S.,&Griesser,D. (2007). Follower behavior and organizational performance: The impact of transformational leaders. Journal of Leadership and Organizational Studies, 73(3), 15-26.
  • Borland, K. W. (2001). Qualitative and quantitative research: A complementary balance. New Directions for Institutional Research, 112, 5-13.
  • Boss, R.W,& Boss, L. S. (1985). The chief executive officer and successful OD efforts. Group and Organizational Studies, 70(4), 365-382.
  • Burns, J. M. (197'8). Leadership. New York: Harper andRow.
  • Chen, T. L., Chen, W. C, & Chen, Y C. (2010). Are educational background and gender moderator variables for leadership, satisfaction and organizational commitment? African Journal of Business Management, 4(2), 248-261.
  • Creswell, J. (2013). Research design: A qualitative, quantitative, and mixed method approaches. Thousand Oak, CA: Sage Publication.
  • Dillman,D.A. (2007). Mailandinternet surveys: The tailored design method. Hoboken. NJ: John Wiley and Sons.
  • Duffus, A. (2013). Performance management coaching: Servant leadership and gender implications. Leadership and Organization Development, 34(3), 204-221.
  • Gillespie, N., & Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 79(6), 588-607.
  • Groves, K. S. (2006). Leader emotional expressivity, visionary leadership, and organizational change. Leadership and Organization Development Journal, 27(1), 566-583.
  • Hughes, R.L., Ginnett, R.C., & Curphy, G. J. (2009). Leadership: Enhancing the lessons of experience. Boston, MA: McGraw-Hill.
  • Jyoti, J., & Dev, M. (2015). The impact of transformational leadership on employee creativity: The role of learning orientation. Journal of Asia Business Studies, 9(1), 78-98.
  • Karakas, F (2010). Spirituality and performance in organizations: A literature review. Journal of Business Ethics, 94(1), 89-106.
  • Karp, T, & Thomas, H. (2009). Leadership as identity construction: The act of leading people in organisations: A perspective from the complexity sciences. The Journal of Management Development, 28(10), 880-896.
  • Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), 85-96. Retrieved from https://cb.hbsp.harvard.edu/cbmp/pl/57318809/57318851/2f06e91db0f7eal72a6e9f7ce281a4e8
  • Kreitner,R,&Kinicki,A. (2007). Organizational key concepts, skill and best practices. New York: McGraw-Hill Irwin.
  • Krishnan, V. (2004). Impact of transformational leadership on followers influence strategies. Leadership andOrganization Development Journal, 25(1-2), 58-72.
  • Kuhnert, K., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. The Academy of Management Review, 12(4), 648-657.
  • Laohavichien, T., Fredendall, L., & Cantrell, R (2009). The effects of transformational and transactional leadership on quality improvement. The Quality Management Journal, 16(2),7-24.
  • Larson, P., & Poist, R (2004). Improving response rates to mail surveys: Aresearch note. Transportation Journal, 43(4), 67-74.
  • McMurray,A.,MazharulIslam,M.,Sarros,J.,&Pirola-Merlo,A. (2012). The impact of leadership on workgroup climate and performance in a non-profit organization. Leadership and Organization Development Journal, 33(6), 522-549.
  • Mumford, M. D., Friedrich, T. L., Caughron, J. J., & Byrne, C. L. (2007). Leader cognition in real-world settings: How do leaders think about crises? Leadership Quarterly, 18(6), 515-543.
  • Northouse, P. (2013). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.
  • O'Shannassy, T. (2010). Board and CEO practice in modern strategy-making: How is strategy developed, who is the boss and in what circumstances? Journal of Management and Organization, 16(2), 280-298.
  • Paxson, C. (1995). Increasing survey response rates: Practical instructions from the total-design method. Cornell Hotel and Restaurant Administration Quarterly, 36(4), 66.
  • Ravazadeh, N., & Ravazadeh, A. (2013). The effect of transformational leadership on staff empowerment. Journal of Business and Social Science, 4(10), 165-168.
  • Rosener, J. (1990). Ways women lead. Harvard Business Review, 68(11), 119-125.
  • Russell, R F. (2001). The role of values in servant leadership. Leadership and Organizational Development Journal, 22(2), 76-84.
  • Scandura, T A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: Acloser look at relational vulnerability. Journal of Leadership and Organizational Studies, 75(2), 101-110.
  • Singh, N., & Krishnan, V. (2008). Self-sacrifice and transformational leadership: mediating role of altruism. Leadership and Organization Development Journal, 29(3), 261-274.
  • Solomon, I., & Costeo, C. (2016). Leadership versus management in public organizations. Economics, Management andFinancialMarkets, 77(1), 143-151.
  • Waldman, D., Ramirez, G., House, R., & Puranam, P. (2001). Does leadership matter? CEO leadership behaviors and profitability under conditions of perceived environmental uncertainty. Academy of Management Journal, 44(3), 134-143.
  • Warrick, D. (2011). The urgent need for skilled transformational leaders: Integrating transformational leadership and organizational development. Journal of Leadership, Accountability, andEthics, 8(5), 11-26.
  • Wilson, K. S., Sin,H., &Conlon, D. E. (2010). What about the leader in leader-member exchange? The impact of resource exchanges and substitutability on the leader. Academy of Management Review, 35(5), 358-372.
  • Wood, J., & Vilkinas, T (2005). Characteristics associated with success: CEOs' perspectives. Leadership and Organization Development Journal, 26(3-4), 186-196.
  • Wu, J. B., Tsui, A. S.,&Kinicki,A. J. (2010). Consequences of differentiated leadership in groups. Academy ofManagement Journal, 53(1), 90-106.

Abstract Views: 278

PDF Views: 0




  • The Relationship Between Transactional and Transformational Leadership Attributes and Organizational Performance in the Caribbean

Abstract Views: 278  |  PDF Views: 0

Authors

David Bennett
School of Business and Management, University of the Commonwealth Caribbean, Jamaica

Abstract


The purpose of this quantitative, correlational research paper was to examine to what extent a relationship existed between transformational and transactional leadership attributes and corporate rank on the most profitable organizations List published by the Businessuite Magazine. The study included a sample of 20 chief executive officers (CEOs) whose organizations were ranked among the 2015 most profitable organizations in the Caribbean. Study participants completed a mailed self-report survey in the form of an adapted Multifactor Leadership Questionnaire, and companies of participants were categorized by profitability and ranked based on the most profitable List. The Spearman's rank correlation coefficient was used to determine the magnitude and direction of the relationship between the variables of interest: Transformational and transactional leadership attributes and corporate rank on the most profitable organizations List published by the Businessuite Magazine. The findings of this study indicated no significant relationships between transactional and transformational leadership attributes and corporate ranking for the most profitable companies. However, overall there appears to be a positive correlation between the interaction of transformational and transactional behaviors and rank on the most profitable Caribbean organizations published by the Businessuite magazine. The small sample size was the major confounding factor, and therefore additional research is warranted with a larger sample.

Keywords


Transactional and Transformational Leadership Attributes, Organizational Performance, Chief Executive Officers.

References