Compareing Emprical on leadership - Research Paper Example

The three studies each pose different research questions. Wright and Pandey (2010) are largely concerned with the factors within organizations that contribute to the maximization or minimization of transformational leadership models. Specifically, their research questioned investigated the relationship between transformational leadership and other factors. One such link is between an organization’s hierarchy and the amount of transformational leadership implemented. This research additionally examined the connection between the amount of upward/lateral communication in an organization and the emergence of transformational leadership styles.

Finally, it examined the link between organizational formalization and decreased reports of transformational leadership. While Emery and Barker (2007) also examine transformational leadership, their research’s focus on this leadership model is instead concerned with the impact it has on employee attitude. Specifically the researchers examine whether or not transformational or transactional leadership models are positively correlated with employee attitude. This study is also more comprehensive than Wright and Pandey’s (2010) research in that it examines the relationship between employee attitude and customer satisfaction.

Groves and LaRocca’s (2011) research exists partially on a different theoretical plane than either Wright and Pandey (2010).. Additionally, the way that Groves and LaRocca’s (2011) research examines the connection between these leadership styles and employee attitudes regarding corporate social responsibility (CSR), is similar to Wright and Pandey’s (2010) examination of an organizational culture or system is related to leadership style. Different sample populations are implemented in the research studies.

Wright and Pandey (2010) gained their sample population through general and functional senior managers. These senior managers all worked within the United States government for jurisdictions that contained over 50,000 people. Among the general managers were city and deputy managers. Among the functional managers included managers from Economic Development, Parks and Recreation, Planning and Community Development, as well as other fields. While Wright and Pandey’s (2010) sample population was from public government entities, Emery and Barker’s (2007) sample population was taken from private industry.

Specifically, this sample population involved 77 bank managers from three regional banking organizations and 47 managers were taken from one national food chain. Of course, one recognizes that the difference between a private and public industry sample population is significant in that the aims of these managers may be slightly altered by the organizational context, with managers in private industry being under greater pressure to produce financial results, while the public managers may have been more results oriented.

Groves and LaRocca’s (2011) sample population was additionally taken from private industry; this study incorporated 580 respondents that included both team leaders and their work unit colleagues. This sample population is differentiated from the previous studies in