Relationship of Transformational and Transactional Leadership with Employee Influencing Strategies

Abstract

The purpose of the study was to compare manager-employee influencing dynamics within the framework of transformational and transactional leadership theory. A total of 117 employees of a manufacturing firm anonymously completed the Multifactor Leadership Questionnaire-Form 5 (Bass, 1985a) and the Profile of Organizational Influence Strategies-Form M (Kipnis & Schmidt, 1982). Multiple regression analyses supported the predictions that (1) perceived transactional leadership would be more strongly inversely related to reported employee upward influencing behavior than transformational leadership, and (2) transformational leadership would be more closely associated with leader effectiveness and employee satisfaction with the leader than transactional leadership. Results are examined in terms of the apparent volatile nature of transactional leadership-employee influ encing systems. Transformational leadership-employee influencing interactions are viewed as more effective in promoting organizational productivity. The practical implications of these findings are also discussed.

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