Impact of organizational culture (strong and weak) and use of influence tactics (soft and hard) on transformational leadership was studied using a 2 × 2 experimental design and a sample of 120 executives in a large manufacturing firm in eastern India. Results of analyses of variance show that leaders are seen as more transformational if the organizational culture is strong rather than weak, and if leaders use soft influence tactics rather than hard tactics. Transformational leadership is the highest when soft tactics are used in a strong culture, and the lowest when hard tactics are used in a weak culture.
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