Becoming a Practitioner and Scholar

BECOMING A PRACTITIONER AND SCHOLAR
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Becoming a Practitioner and Scholar
Transformational Leadership in the Public Sector: Does Structure Matter? Wright & Pandey
This article analyzes the effects that organizational structure has on leadership within the public sector. The article analyzes the leadership practices of municipal chief administration officers. The study carried out by Wright and Pandey the questions are used with the ends of determining the specific structural influences in how organizations incorporates transformational leadership styles within the public sector, and why public sector organizations exhibit a high level of transformational leadership than the benefit it is given by the mainstream management literature. The study relied on data picked from data that had been previously collected by national administrative projects, with the sample being 50,000 people. The two categories of people sampled in the study were functional managers and general managers. The theme of literature in this study is transformational leadership and how it is affected by officialdom or bureaucracy. This forms the main departure between Wright and Pendley and the other two articles because the thrust of this study is not necessarily how transformational leadership affects an organization, but rather how an organization`s structure can affect a transformational leader. Wright and Pendley conclude that their finding for transformational leadership makes a case that structural constraints in the public sector does not necessarily stand in the way of superior performance (Wright and Pendey, 2013). The conclusion thus answers the question that was subject of the research that indeed structure does not matter as many perceive it.
The Effect Of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel Emery & Barker
The Effect Of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel by Emery & Barker. The article covers job satisfaction and organizational commitment in the context of transformational elements like charisma, intellectual stimulation and individual consideration and transactional elements like contingency rewards with an emphasis on the banking and food industry. The Emery and Baker`s article used 77 subjects, from the banking industry and another 47 drawn from a single food chain. The ideas enumerated by the article suggest that job satisfaction and commitment to delivery are more pegged on transformational leadership than on transactional leadership (Emery and Baker, 2007). To as far as this article contend that the elements of transformational leadership are more connected to job satisfaction which is reflected on the attitud...