TRANSFORMATIONAL LEADERSHIP STYLE AND ORGANIZATIONAL CULTURE IN GOVERNMENT

Shawny DeBerry, Wayne County Department of Public Services, Detroit, U.S.A.
Ravi Chinta, Nova Southeastern University, U.S.A.

Published in

JOURNAL OF ACADEMY OF BUSINESS AND ECONOMICS
Volume 19, Issue 1, p37-50, March 2019

ABSTRACT

A bi-directional relationship between transformational leadership and organizational culture has been empirically validated in many studies. Relative weight of past research is more in the private sector although government sector has also been investigated. Kest (2007) called for more future research in the public sector due primarily to the dearth of research already conducted in the private sector. Our study replicates the Kest (2007) study on the relationship between transformational leadership and organizational culture in the government sector employing widely used survey instruments. Our results showed that transformational leadership had a positive impact on employee effectiveness, extra effort, and satisfaction, which is consistent with other studies using private sector organizations. Our results also reveal that, in the government sector, there is no preferred style of leadership between transformational and transactional styles as it relates to the cultural traits. Although research on transformational leadership has shown positive correlations with organizational culture in various private organizations, our research reveals that the government sector requires a combination of transformational and transactional leadership styles.

Keywords

Leadership style, Government organizations; Organizational culture


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