Emperor International Journal of Finance and …eijfmr.com/Pdf/Volume-II.Issue-5.May17-11.pdfEmperor...
Transcript of Emperor International Journal of Finance and …eijfmr.com/Pdf/Volume-II.Issue-5.May17-11.pdfEmperor...
EMPEROR INTERNATIONAL JOURNAL OFFINANCE AND MANAGEMENT RESEARCH
[EIJFMR]
ISSN : 2395-5929
Founder | Publisher | Editor Dr. R. MAYAKKANNAN,
Assistant Professor of Commerce,
Sri Sankara Arts & Science College,
Enathur, Kanchipuram,
Tamilnadu, India.
Chief Editor
Dr. C. THIRUCHELVAM, Head & Associate Professor of Commerce H.H.The Rajah’s College (Autonomous),
Pudukkottai, Tamilnadu.
Volume-III Issue-01 January- 2017
Emperor International Journal of Finance and Management Research [EIJFMR]
Published by
Mayas Publication™
# 45/5 Unathur. Post Attur. Tk, Salem. Dt Tamilnadu, India
Board of Editor’s
SCHOOL OF COMMERCE, MANAGEMENT, ECONOMICS
Dr.Balakrishnan
Department of International Business,
Administration,
Nizwa College of Applied Science,
Sultanate of Oman
Dr.Pratapsingh Chauhan
Dean and Syndicate Member,
Saurashtra University, Rajkot,
Gujarat. India
Dr.Kuppusamy Singaravelloo
Department of Administrative Studies and
Politics,
Faculty of Economics and Administration,
University of Malaya, Malaysia.
Dr. Bharati Pathak
Professor, School of Commerce,
Gujarat University, Ahmadabad, India
Dr. Mohan
Professor of Commerce,
Management and Information Sciences,
Sri Venkateswara University, Thirupati,
Andhra Pradesh, India
Dr.Meenu Meheshwari
Assistant Professor,
Department of Commerce and Management,
University of Kota, Kota
Dr. G. Raju
Professor of Commerce,
School of Management Studies,
University of Kerala
Thiruvanathapuram- 695 581 Kerala, India
Dr.Vijaya
Professor of Commerce,
Gulbarga University,
Gulbarga, Karnataka state
Dr. R. Periyasamy
Head & Assistant Professor,
Department of Commerce,
Barathiyar University Constitutional
College, Coimbatore, Tamilnadu, India
Dr.T.J.Arun
Associate Professor of Commerce,
Annamalai University, Chidambaram,
Tamilnadu,India.
www.eijfmr.com [email protected]
Chief Editor
Dr. C. THIRUCHELVAM,
Head & Associate Professor of
Commerce
H.H.The Rajah’s College (Autonomous),
Pudukkottai, Tamilnadu
Editor & Founder
Dr. R. MAYAKKANNAN,
Assistant Professor of Commerce,
Sri Sankara Arts & Science College,
Enathur, Kanchipuram, Tamilnadu,
Dr.A.Ravikumar
Associate Professor of Commerce,
Bishop Heber College (Autonomous),
Puttur, Trichy-17
Dr.N.Bharathidhasan
Assistant Professor in Commerce,
Dr.Ambedkar Goverment Arts College
(Autonomous),Vyasarpadi, Chennai.
Tamilnadu
Dr.Leela
Professor of Commerce,
T.S.Narayanaswami College,
Chennai, Tamilnadu
Dr .K.Krishnamurthy
Assistant Professor of Commerce,
Periyar Government Arts College,
Cuddalore
Dr. C. Saraswathy
Assistant Professor of Commerce,
VELS University, Chennai, Tamilnadu
Dr. R. Mathavan
Assistant Professor of Commerce,
Kandaswami Kandar’s College,
P.Velur, Namakkal (DT) Tamilnadu
Dr. S.Prabhu
Head & Assistant Professor of Commerce
Bharthi College of Arts and Science,
Thanjavur -613 007 Tamilnadu
Dr.F.Elayaraja
HOD of Commerce TKU Arts College
Karanthai, Thanjavur, Tamilnadu.
Dr. R. Hariharan
Associate Professor of Commerce,
National College,
Trichy, Tamilnadu
Dr. L.Gomathy
Assistant Professor of Commerce,
Agurchand Manmull Jain College,
Meenambakkam, Chennai – 600114
Dr.S.Raju
Assistant Professor of Commerce
A.V.V.M Sri Pushpam College
(Autonomous)
Poondi-613503, Thanjavur.
Dr.V.Dheenadhayalan
Assistant Professor in Commerce,
Annamalai University, Chidambaram.
Dr.Bama Sampath
Assistant Professor of Commerce
Dr.Ambedkar Govt. Arts College
Chennai-39.
Dr. R. Vasudevan
Assistant Professor in Corporate Secretary
Ship, D. G. Vaishnav College, Chennai
Dr.A.L.Mallika
Associate Professor and Head,
Department of Management Studies,
Mother Teresa Women’s University,
Kodaikanal.
Dr. P. Uma Meheshwari
Assistant Professor of Economics
Barathiyar University College,
Coimbatore, Tamilnadu, India
Dr.Dhanalakshmi Acharya
Bangalore Business School,
Andhrhalli Main Road, Bangalore
Dr.A.Vijaykanth
Assistant Professor of Economics,
Dr.Ambedkar Government Arts
College (Autonomous),
Vyasarpadi, Chennai-39, Tamil Nadu.
Dr. V. Rengarajan
Assistant Professor, Management Studies
SASTRA University, Thanjavur.
Dr.Ramanathan,
Principal and Head,
Nethaji Subbash Chandra Bose College,
Tiruvaurur
Dr.P.Arunachalam
HOD , Department of applied Economics,
Cochin University, Kerala.
Dr.S.R.Keshava
Professor of Economics
Bangalore University, Bangalore.
Dr.S.Chinnammai
Associate Professor of Economics,
University of Madras, Chennai,
Dr.A.Ranga Reddy
Professor Emeritus,
Sri Venkateshwara University
Andhra Pradesh.
Dr. V.Vijay Durga Prasad
Professor and Head Department of
Management Studies
PSCMR College of Engineering and
Technology
Kothapet, Vijayawada -520 001 A.P
Dr.A.Alagumalai
Associate Professor of Political Science,
P.T.M.T.M.College Kamudhi, 623 604
Ch. Anjaneyulu
Assistant Professor
Department of Business Management
Telangana University
Dichpally—Nizamabad, Telangana—India
Dr .Ishwara P
Professor in Commerce
Department of Commerce,
Mangalore University Karnataka
Dr.G.Parimalarani
Associate Professor
Department of Bank Management
Alagappa University
Karaikudi, Tamilnadu
Dr.Rambabu Gopisetti
Chairman, Board of Studies in Commerce
Department of Commerce
Telangana University
Dichpally, Nizamabad
Telangana State -503322
Ms.Bhagyshreehiremath
Assistant Professor of Economics
Indian Institute of Information Technology
Dharwad
Prof.M.Yadagiri
Head & Dean
Faculty of Commerce
Telangana University
Dichpally--Nizamabad--503322
Telangana State – India
Dr. C. Theerthalingam
Head & Assistant Professor of Economics,
Government Arts College (Men),
Krishnagiri – 635001
Dr.G. Uppili Srinivasan,
Assistant Professor of Management Studies,
SASTRA University, Tanjore.
SCHOOL OF COMPUTER SCIENCE, ENGINEERING & TECHNOLOGY
Prof. Naveen Kumar
Associate Professor
Department of Computer Science,
University of Delhi, India-110007
Dr. Rakesh Kumar
Mandal Secretary, CSI, Siliguri
Chapter Assistant Professor
School of Computer Science & Application
North Bengal University P.O.
Darjeeling West Bengal – 734013
Dr. D. Roy Chowdhury
Assistant Professor
School of Computer Science & Application
University of North Bengal
Dr. Ardhendu Mandal
Assistant Professor
School of Computer Science and
Application
University of North Bengal (N.B.U)
Dr. Ms. Bhagyashree D. Hiremath
Assistant Professor
Department of Computer Science and
Engineering
Indian Institute of Information Technology
Dharawd.
SCHOOL OF AGRICULTURAL & RURAL DEVELOPMENT AND EDUCATIONAL
TECHNOLOGY, ENVIRONMENTAL SCIENCE
Dr.V.M.Indumathi
Assistant Professor
Dept. of Agricultural and Rural
Management
Tamil Nadu Agricultural University,
Coimbatore - 641 003
Dr. M.Mirunalini
Assistant Professor
Department of Educational Technology
Bharathidasan University,
Khajamalai Campus
Thruchirappalli – 620 023
Dr.S.Angles
Assistant Professor
Department of Agricultural Economics,
Tamil Nadu Agricultural University,
Coimbatore, Tamil Nadu, India
Pin Code – 641003
Dr. K. Boomiraj
Assistant Professor
Department of Environmental Sciences,
Tamil Nadu Agricultural University,
Coimbatore- 3.
R.Ganesan
Professor and Head, Department of English,
Kongu Engineering College,
Perundurai--638 052
Prof. V.Murugaiyan
Assistant Professor
Post Graduate & Research
Department of History
H.H.Rajah’s College, Pudukottai.
Dr.P.Bamalin
Assistant Professor of English
Sri Bharathi Arts & Science College for
Women
Kaikkurichi, Pudukottai.
SCHOOL OF MATHEMATICS, PHYSIC, EARTH SCIENCE, BOTANY, CHEMISTRY,
MOLECULAR BIOLOGY, ZOOLOGY
Dr. P.K. Omana
Scientist
Ministry of Earth System Science,
Government of India
National Centre for Earth Science Studies,
Trivandrum, Kerala
Dr. S. Loghambal
Assistant professor
Department of Mathematics
V V College of Engineering
Tisaiyanvilai – 627 657
Tamil Nadu, South India
Dr. M.Kumaresan
Professor and Head
Department of Chemistry,
Erode Sengunthar Engineering College,
Perundurai, Erode, Tamilnadu
Dr. Pradip Sarawade
Assistant Professor,
School of Physics
University of Mumbai.
Mumbai-400098 India
Prof.B.Vidya vardhini
Professor in Botany
Principal, University College of Science
Head, Department of Botany
Telangana University
Dichpally, 503322 Nizamabad
Andhra Pradesh, India
Dr. Dhiraj Saha,
Assistant Professor (Senior Scale),
Insect Biochemistry and Molecular Biology
Laboratory,
Department of Zoology, University of North
Bengal,
Dr.Biju V
Assistant Professor of Mathematics,
College of Natural & Computational
Sciences,
Debre Markos University,
Federal Democratic Republic of Ethiopia
Dr.S.Priyan
Assistant Professor,
Department of Mathematics,
MepcoSchlenk Engineering College,
Virudhunagar- 626 005
Dr. M. Aruna
Associate Professor & Head
Department of Botany
Telangana University
Nizamabad. Telangana State India
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929 Page No: 72
A STUDY ON LEADERSHIP STYLE AND ITS IMPACT OF ORGANIZATIONAL
PERFORMANCE
Dr. S. ABDUL SAJID
Principal,
PG and Research Department of commerce,
C. Abdul Hakeem College,
Melvisharam-632509,
Vellore,Tamil Nadu
S. SATHIYAMOORTHY
Research Scholars, (Full Time)
PG and Research Department of Commerce,
C. Abdul Hakeem College, Melvisharam-632509,
Vellore Dist., Tamil Nadu
S. ANBALAGAN
Research Scholars, (Full Time)
PG and Research Department of Commerce,
C. Abdul Hakeem College, Melvisharam-632509,
Vellore Dist., Tamil Nadu
Abstract
The present study aims to investigate the
impact of leadership style on
organizational performance. This research
also studies the leadership styles of
autocratic, bureaucratic, charismatic,
democratic, Laissez-faire, transactional
and transformational leadership styles. The
researchers have taken the
transformational leadership style on the
effectiveness on organizational
performance and so on. This study has
been followed the questionnaire methods
for collecting the information from the
respondents. This research adopted the
statistical tools mean, percentage, and
correlation was used for the analysis of
data. Finally this research concludes that
there is a positive relationship between
transformational leadership style and
effectively organizational performance in
the organizations.
Keywords: Autocratic, Bureaucratic,
Democratic, Transformational leadership
styles and organizational performance.
Introduction
Leadership is a critical management skill,
involving the ability to encourage a group
of people towards common goal.
Leadership focus on the development of
followers and their needs. A leader is a
person who influences, directs, and
motivates others to perform specific takes
and also inspire his subordinates for
efficient performance towards the
accomplishment of the organizational
objectives. Leadership style is a manner
and approach of providing direction,
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929 Page No: 73
implementing plans, and motivating the
people and organization.
Leadership has a stronger effect on the
attitude of employees their jobs. The
leader in today`s organization has changed
and the success of any organization relies
on the leadership style by the leader.
Recent facts in the field of economy and
organization have leaded the global market
to rapid change and imbalance.
Competition among organizations and
companies has increased, productivity,
annual profit has decreased and overall
function of worldwide business is being
under target. One aspect of the competitive
challenges faced by organization. It has
frequently been held up as means of
improving employee motivation. With the
improvement come increasing individual
productivity and organizational
performance. Leadership is a regarded as
leaders in doing follower to act for certain
goals that represent the value and
motivations the wands and needs, the
aspirations and expectations of both leader
and followers.
Importance of the study
The study of organizational performance is
a complex and important concept for
human resource managers. Most of
employees do not believe their work is
being properly rewarded, Nor do they
believe that their companies are doing
enough to attract high quality performers,
train them, or manage them effectively.
Organization is a specialized functional
area of business that attempts to develop
programmers, policies, and activities to
promote the organizational performance of
both individual and organizational needs,
goods and objectives. People join
organizations with certain motives like
security of income and organizational
performance, better prospects in the future
of organization, and satisfaction of social
and psychological needs.
Statement of the Problem
Leadership is today`s organization is a
tough business. Organizational leaders
face a number of challenges as their job
and world around them become
increasingly complex. Trends, such as
organizational re-structuring,
globalization, rapid technological
advances, cultural complexity and
increasing demand for employee
empowerment require that managers adopt
techniques and leadership style to meet
these new challenges thus efficiently in
resources mobilization, allocation,
unitization and enhancement of
organizational performance depends to a
large extent. On leadership style but such
is yet to be realized in real life situation of
most implication of this is that such
organizations because of leadership style
they adopt. The implication if this is that
such organizations do not quickly respond.
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929 Page No: 74
This study focuses on impact of leadership
style and organizational performance.
Objective of the study
1. To study the concept of leadership
styles on organizational performance.
2. To study the leadership style on
organizational performance in Walaja
Taluk, Vellore District, Tamil Nadu.
3. To study the leadership styles and its
impact on organizational performance.
Research Hypotheses
H1: There is no significant relationship
between leadership style and
organizational performance.
H2: There is no significant relationship
between transformational leadership style
and organizational performance.
Research methodology
The research based on descriptive
methods with questionnaires was used. It
include primary and secondary date were
adopted, employees were selected in
random sampling method. Employees are
selected from organizations in Walaja
Taluk, Vellore District, and Tamil Nadu.
The respondents were selected from
private sector at top, junior and senior
level employees only. 150 questionnaires
were circulated and 125 were collected,
100 questionnaires only valid and
remaining were not filling in the correct
data`s from the respondents. Questions
were asked about leadership style
effectiveness on job satisfaction.
Review of literature
Leadership style
Leadership has been defined in so many
ways that is hard to come up with single
working definition. It has defined as a
body of people who lead and the activities
of group towards a shared goal. It refers to
the ability to lead, direct and organize a
group (Ogbeidi, 2012). Originally drew
attention to the concept of transformational
leader as an individual that inspires other
individuals to perform beyond
expectations (Burns, 1978). Leadership is
the process of influencing the activities of
an organized group in its efforts towards
goal setting and goal achievement
(Stogdill, 1948). The goal of
transformational leadership is to transform
people the organizations in a literal sense
to change them in mind and heart enlarge
vision insight and understandings clarify
purposes make behavior congruent that are
permanent, self-perpetuating and
momentum building (Masi, 2008). Opined
that transformational leader seek new ways
of working, seek opportunities in the face
of risk, prefer effective to efficient answers
and are less likely to support the status
quo. Transformational leader do not
merely react to environmental
circumstances they attempt to shape and
create them (Johnson, 2009).
Transformational leaders are argued to be
visionary and enthusiastic, with an
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929 Page No: 75
inherent ability to motivate subordinates
(Howell and Avolio, 1993). It has been
argued that one way in which
organizations have sought to cope with the
increasing volatility and turbulence of the
external environmental is by training and
developing leaders and equipping them
with the skill to cope (Hennessey, 1998).
Leadership style refers to relationship
where by someone uses his way and
methods to make many people work
together for a common goal (Fielder
1969).
Organizational performance
Organizational performance may be
defined as the transformation of inputs into
outputs for achieving certain outcomes.
With regards to its content, performance
informs about the relation between
minimal and effective cost (economy),
between effective cost and realized output
(efficiency) and between output achieved
effectiveness (Chen, Barnes, 2006). An
organization is effective when multiple
stakeholders perceive the organization
effective (Agle et all 2006).The flexibility
and the ability of the organization to take
advantages of its environment in the
acquisition of internal and external
resources indicators of the performance
(Scott, Davis 2007). Organization today
has to be preferment and to meet the
competing expectations of the stakeholders
in a manner which is transparent and
ethical, it is necessary that leaders
internalize transformational behaviors as
the several of the organizations many
depend on it. Intellectual stimulation and
inspirational motivating were found the
improve the organizational performance
(Hancot, 2005)
Conceptual from work of Leadership
styles and its impact of organizational
performance
Autocratic leadership: autocratic leader
are classic “do as I say” types, these
leaders are inexperienced with leadership
thrust upon them in the form of a new
position or assignment that involves
people management. Its retain for
themselves the decision- making rights.
They can damage an organization
irreparably as they force their follower to
execute strategies and services in a very
narrow way, based upon a subjective idea
what success look like vision and
motivation. Autocratic leader is likely to
provide clear expatiations for what needs
to be done, when it should be done, and
how it should be done. There is also a
clear division between the leader and the
followers.
Bureaucratic leadership: create, and rely
on, policy to meet organizational goals.
Policy drives execution strategy, objective
and outcomes. Bureaucratic leader are
most comfortable relying on a stated
policy in order to convince followers to get
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929 Page No: 76
on board. In doing so they sent a very
direct massage that policy dictates
direction. Leaders are usually strongly
committed to procedures and processes
instead of people.
Charismatic leadership: by for the most
successful have a vision “as well as
personality that motivates followers to
execute that vision and creativity,
innovation, and is often highly
motivational”. This leader provides fertile
ground for creativity and innovation, and
is often highly motivational. The leaders at
the helm, the organizational members
simply want to follow.
Democratic leadership: As one where
decision-making is decentralized and
shared by subordinates. The biggest
problem with it is underlying assumption
that every one as equal stake in an
outcome as well as shared levels of
expertise with regard to decisions.
A leader usually offers guidance to group
members and is likely to participate in the
group and allow input from other group
members, democratic leader encourage
group member to participate. But retain the
final say over the decision-making process
and more creative are motivated.
Laissez-faire leadership: style involves
non-interference policy. Allows complete
freedom to all workers and has no
particular way of attaining goals.
However, there is no best style of
leadership. The effectiveness of a
particular style is dependent on the
organizational situation. Type of
leadership is considered to be the least
productive. Member of this group are this
likely to make more demands on their
leader, show little corporation and unable
to work. Leaders offer little or no guidance
to group member and leave decision-
making up to group members. While this
style can be effective in situations where
group members are highly qualified in an
area of expertise it offer leads to poorly
and a lack of motivation.
Transactional leadership: followers
perform according to will and the direction
of the leader and leader positively reward
the effort. To maintain stability rather than
promoting change within an organization
through regular economic and social
exchange that achieve specific goals for
both the leader and their follower.
Transformational leadership: this leader
evolved as refinements have been made in
both the conceptualization and
measurement of transformational
leadership to some extent. Theoretically,
leadership is charismatic and follower
pursue to recognize alongside the head and
emulate him are her.
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929 Page No: 77
Table: 1 Leadership style and its impact organizational performance.
The leadership inspires follower alongside challenge and persuasion, bestowing both
understanding and managing followers. Leader and desire to motivate them follower as
possessing astonishing skills, persistence and determination and idealized influence the leader
behaviors and the fundamentals that are attributed by follower to the leader. They craft
clearly communicated expectations that followers desire to aims and the shared vision.
Relationship between Leadership Style and its Impact of organizational performance
Si.
No
Questionnaire items S. Agree
/Agree
% Disagree /
S. disagree
% Neither
agree / Nor
agree
% Total
1 Autocratic leadership style 67 67 22 22 11 11 100
2 Bureaucratic leadership style 60 60 25 25 15 15 100
3 Charismatic leadership style 62 62 20 20 18 18 100
4 Democratic leadership style 58 58 29 29 13 13 100
5 Lassies - fair leadership style 55 55 22 22 23 23 100
6 Transactional leadership style 68 68 15 15 17 17 100
7 Transformational leadership style 74 74 18 18 8 8 100
8 Working hours 60 60 27 27 13 13 100
9 Working conditions 58 58 25 25 17 17 100
10 Organizational with leader and
followers relationship
70 70 22 22 8 8 100
11 Organizational work change
process
62 62 25 25 13 13 100
12 Feel & flexibility your
organizational performance
64 64 22 22 14 14 100
13 Organizational performance with
innovation & implementation in job
67 67 14 14 19 19 100
14 Are you satisfied with your
organizational performance
69 69 18 18 13 13 100
Total 894 64 304 22 202 14 1400
According to table (2) based on aggregate
response 894 (64%) indicate the strongly
agree and agree, 304 (22%) indicate the
strongly disagree and disagree while 202
(14%) indicate undecided. This implies
that there is a between leadership style and
organizational performance. There is a
positive relationship between leadership
style and organizational performance. Also
transformational leadership style is more
effectively an organizational performance.
Conclusion
Autocratic Bureaucratic
Charismatic
Laissez-faire
Transformational
Democratic
Laissez-
Laissez-faire
Organizational performance
Effectiveness
High Productivity
High Profitability
Low Absenteeism
Friendly Atmosphere Transactional
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929
Emperor International Journal of Finance and Management Research [EIJFMR] ISSN: 2395-5929 Page No: 78
The study was aimed to find the
relationship between leadership style and
organizational performance among the
private organizations. The main objective
of the study was to find out the
relationship between leadership style and
organizational. Leadership style has
positive impact on the organizational.
People like to work in free atmosphere and
good working condensations, implement
and innovation provided the leader to
employee is effects on job satisfaction and
more successful high productivity, high
probability, low absentisam and friendly
atmosphere to leader and follower
(employees) in the organization. Leader
have inspire a shared vision for the
stakeholder, engage with challenges to
ensure organizational performance higher
and better, leader should develop their
talents creativity employees jobs and
providing and higher science of challenge
and achievement job rotation, job training,
re - assigning supervision and promotion
until the employee has proven the success
of new task assigned are among the
effective achieved in organizational goals
and mission and vision.
References
1. Anderson, Carol “Job Design: Employee
Satisfaction and Performance in Retail
Stores.” Journal of Small Business
Management. (.22, 9-16, H.1984).
2. Ben, Etim Udoh and Agu.O.U., “Impact of
Transformational and Transactional
Leadership on Organizational
Performance” International Journals of
Business Research (Vo.4, Pp 142-147,
2012).
3. Burns, J.M., Leadership New York.
(Harper 2 Row 1978)
4. Dr. Emmanuvel lriemi Ejere, Ugochukwu
David Abasillim.,” Impact of
Transactional and Transformational
leadership style on Organizational
Performance” The journal of commerce
(vo. 5).
5. Hancott, D.E. “the relationship between
transformational and organizational
performance in the largest public
campanies in Canada” proquest
information and learning company,
AnnaArbor,MI (2005).
6. Hennessey, J.T. “Reinventing
Government: Does leadership make the
different” public administration Review
(58(6) pp522-32 1998).
7. Hoppock, R. “job satisfaction” New York:
Harper Brother (1935).
8. Howell JM, Avolio BJ, “transformational
leadership, transactional leadership, locus
of control and support for innovations: key
predictors of consolidate – business- unit –
peroformance”journal of applied
Psychology” (Vo.78(6) pp891-903, 1993)
9. Johnson, R.M, “Transformational and
Transactional Leadership Performance”
Journal of the academy or Marketing
Science (pp 23-30, 2009).