Transformational or Transactional? A Comparison of the Effects of Leadership Styles on Firm Performance and Innovation in the Turkish Work Environment

Abstract

The ability of leaders to influence the behavior of individuals, groups, organizations, and communities keeps leadership as an ongoing topic of discussion. This study examines the impacts of transformational and transactional leadership on different types of firm performance. Accordingly, we attempt to explore the effects of these two leadership styles on various organizational performance indicators (e.g., innovation performance, financial performance, and non-financial performance) in the Turkish work environment, characterized by high power distance, low tolerance for uncertainty, short-term goal orientation, and an organizational culture consisting of feminine values. The study utilized structural equation modeling (SEM) to analyze data collected from 460 participants across 100 firms in the Marmara region—the heart of Türkiye’s industrial and service sectors—. It revealed that transactional leadership produced more positive, significant outcomes in financial and non-financial firm performance than transformational leadership in Turkish organizational culture. On the other hand, research results have shown that transformational leadership has a higher impact on firm innovation.

JEL Classification: M19.

Keywords

transformational leadership transactional leadership performance

Introduction

The necessity of enhancing firm performance to thrive in a constantly evolving external environment, along with the demanding needs within the organization—such as addressing diverse employee expectations, resolving conflicts, and ensuring effective coordination—highlights the importance of seeking capable leaders. This keeps leadership at the forefront of discussions and maintains scholarly interest. Leadership studies, originating in the 19th century with the Great Man theory (the 1840s) and further developed through Trait Theories (1930s–1940s) that emphasized the inherent characteristics and personality traits of effective leaders, progressed with the emergence of Behavioral Theory (1940s–1950s), which shifted the focus to leaders’ actions rather than their traits. By the 1960s, the field adopted Contingent and Situational theories, emphasizing the critical influence of environmental factors and specific contexts in shaping the leader-follower relationship (Benmira & Agboola, 2021). The ongoing focus on leadership research has led to the emergence of contemporary leadership within the literature, such as strategic leadership (Ireland & Hitt, 2005; Worden, 2003), transformational leadership (Bass & Avolio, 1990; Burns, 1978), transactional leadership, Laissez-Faire leadership (Bass, 1985), charismatic leadership (Conger & Kanungo, 1998), visionary leadership (Nanus, 1992; Westley & Mintzberg, 1989), servant leadership (Greenleaf, 2002; Van Dierendonck, 2011), authentic leadership (Avolio & Gardner, 2005), and cultural leadership (Price, 2017; Schein, 1997). While adopting diverse leadership perspectives is important, practitioners and researchers should focus on the most suitable approach for their business and employees while maintaining the essence of leadership (Bonsu & Twum-Danso, 2018; Westley & Mintzberg, 1989).

Bass (1985), applying the concepts proposed by Burns (1978) to the business, introduced a new leadership model with transformational, transactional, and Laissez-Faire leadership (Leithwood & Jantzi, 2005). The theory offers a comprehensive basis for understanding leadership in all situations and organizations (Bass, 1997). Drawing on Bass’ (1985) leadership model, transformational leaders do not hesitate to take risks and take initiative to make a difference and improve their organizations and employees. They promote motivation, development, competencies, and autonomy associated with employees feeling psychologically empowered (Gelaidan et al., 2022; Yukl, 2012; Zhu et al., 2012). Thus, they affect firm performance (Chen et al., 2021), organizational innovation (Hansen & Pihl-Thingvad, 2019; Prasad & Junni, 2016), employee performance (Hoch et al., 2018), and job satisfaction (Guevara et al., 2020; Rothfelder et al., 2012). Unlike transformational leadership, transactional leadership is based on rules, obedience, tangible goals, bureaucratic authority, and organizational power (Çelik, 2007; Erdoğan, 2004; Tavanti, 2008). The term “transactional” emphasizes using rewards for performance—an exchange relationship between performance and rewards (Abdelwahed et al., 2022; Macit, 2003).

This study, which investigates the effects of both transformational and transactional leadership on various dimensions of organizational performance, is grounded in Social Identity Theory. Considering that leadership is “a multidimensional process that has the capacity to represent, develop and create a sense of shared social identity with group members” (Steffens et al., 2014), it can be said that the leader creates a social identity in group members and motivates them. Transformational leaders are often confident and generous in helping employees bond with the organization (Demirtaş, 2003; Van Knippenberg et al., 2004). Consistent with this, they are famous for empowering individuals through their social identities linked to a particular group and organization they belong to by aligning them with organizational goals and culture (Avolio et al., 2004; Çekmecelioğlu et al., 2023; Fuller et al., 1999; Qin et al., 2023).

Social identity theory proposes that group members perform exceedingly and efficiently as they internalize group-specific behaviors, rules, and norms via identification with the group (Haslam, 2003; Willets & Clarke, 2014). By establishing reward and punishment systems, having clear guidelines and predefined performance standards, transactional leaders provide ingroup rules and norms that escalate performance and decent behaviors and diminish counterproductive behaviors (Breevaart & Bakker, 2018; Russell, 2011).

The leadership literature is dominated by research on transformational leadership and offers contradictory findings on transactional leadership. While some studies proposed that transactional leadership might not be effective in enhancing performance (Schermuly et al., 2022), others yielded that transactional leadership enhances employees’ job performance (Abdelwahed et al., 2022; Bakker et al., 2023) and organizational performance (Alrowwad et al., 2020). An experiment comparing the two leadership styles indicated that while achieving higher quantitative performance under transactional leadership, groups attained higher qualitative outcomes under transformational leadership (Hoyt & Blascovich, 2003). Some other findings showed a greater positive impact of transformational leadership on performance when compared to transactional leadership (Abbas & Ali, 2021; Mufti et al., 2020). Studies conducted in countries and regions characterized by a culture that advocates hierarchy, rapid change, high uncertainty, and job insecurity reveal contrasting results (Chen et al., 2021). A previous study in China indicated that transactional leadership positively affects employee creativity rather than transformational leadership (Ma & Jiang, 2018). Likewise, Alavi et al. (2022) claimed that transactional leadership was more effective in diminishing the drop in sales performance during the COVID-19 pandemic, remarking on the need for continuous feedback and certainty rather than a focus on long-term visions in highly uncertain and stressful times. These results imply that situational factors (e.g., economy, culture, work context, and politics) matter in addressing the potential of leadership styles. Turkish society and organizational culture reflect the cultural characteristics of Eastern societies. Turkish culture is characterized as conservative and collectivist, with a strong loyalty to traditions and a high regard for respect, familial ties, and national solidarity (Kılınçkaya, 2005; Sargut, 2015). Although transformational leadership is widely recognized in the literature for its positive impact on organizational outcomes, transactional leadership is often undervalued—particularly within the Turkish context—where it is frequently viewed as a rigid form of management rather than a genuine leadership style (Görgülü, 2020). This perspective is grounded in the assumption that transactional leaders exert a limited influence, focusing primarily on reward-and-punishment mechanisms that yield only performance-based results. Challenging this view, the present study posits that transactional leadership may also produce meaningful leadership effects beyond managerial functions. Notably, research that jointly examines transformational and transactional leadership styles and their comparative influence on organizational performance remains scarce in the Turkish context. By investigating their respective impacts on financial and innovative performance, this study seeks to advance leadership theory through a culturally informed lens. While much of the existing evidence derives from Western-centric studies, little is known about how these leadership approaches manifest in non-Western cultures—especially in Türkiye, which is characterized by high power distance, strong uncertainty avoidance, a short-term orientation, and predominantly feminine cultural values (Fikret Paşa, 2000; Hofstede, 2002; Sargut, 2010). Accordingly, this research contributes to the contextualization of leadership and social exchange theories by offering insights into how cultural dimensions may shape the interpretation and effectiveness of leadership styles in shaping organizational outcomes.

Literature Review

The concept of leadership has given rise to numerous definitions since its inception (Bennis & Townsend, 1995). In almost all leadership definitions, leadership is an influence process (Vroom & Jago, 2007). According to Yukl (2006), leadership is the process of guiding and influencing others in determining what actions should be taken and how they should be executed, as well as encouraging individual and collective efforts to achieve common goals. Similarly, Silva (2016) defines leadership as “the process of interactive influence that occurs when, in a given context, some people accept someone as their leader to achieve common goals.” This process is influenced by situational dynamics, context, culture, work environment, and organizational complexity (Amabile et al., 2004). To grasp the significance of leadership, it is essential to review the evolution of leadership theories. The Great Man Theory emerged in 1847 when Thomas Carlyle proposed that leadership was innate and that only individuals with heroic potential could become leaders. This was followed by Trait Theory, which argued that innate leaders possess specific physical and personality traits that distinguish them from non-leaders. In contrast, Contingency Theories challenged these earlier views by asserting that no single leadership style is universally effective, as its success depends on factors such as quality, follower characteristics, or other variables (Nawaz & Khan, 2016). Subsequently, leadership theorists introduced Situational Theory, which posited that leaders select the most appropriate course of action based on the situational context, suggesting that different leadership styles may be better suited to different decision-making scenarios.

Later developments in the field led to the Behavioral Theory, which shifted the focus from intellectual traits and intrinsic qualities to leader behaviors, emphasizing that leadership could be learned through education and observation, distinguishing it from earlier theories. Over time, it became evident that focusing on a single aspect or dimension of leadership was insufficient to capture its complex nature. This understanding spurred the emergence of various leadership theories, such as Participative Theory, Transactional Theory, Transformational Theory, and Skills Theory, which explored leadership from multiple perspectives, including leader-follower relationships and skill development (Amanchukwu et al., 2015; Benmira & Agboola, 2021).

This study primarily focuses on the leadership framework established by Burns (1978) and further developed by Bass (1985), encompassing transformational, transactional, and laissez-faire leadership. Beyond self-interest, transformational leadership can demonstrate intellectual stimulation, idealized influence (charisma), inspirational motivation, and individualized consideration. While idealized influence points to leadership charisma, being a role model to followers and respecting the leader, inspirational motivation elevates followers’ motivation, optimism, and enthusiasm toward a task. Intellectual stimulation is when leaders encourage followers to adopt a creative perspective on current situations and problems. Finally, individualized consideration is when leaders pay close attention to their followers’ needs and help them realize their potential.

Transformational leaders coach/mentor their followers, provide feedback, and promote their self-confidence to ensure continuous development (Bass & Avolio, 1990; Robbins & Judge, 2017). Thus, it was frequently highlighted that transformational leadership affects job satisfaction (Al-Hussami, 2009; Judge & Piccolo, 2004), job performance (Kim & Brymer, 2011), intention to leave, individual and organizational creativity (Gao et al., 2021; Gumusluoglu & Ilsev, 2009; G. Wang et al., 2011), psychological empowerment, and intrinsic motivation (Gumusluoglu & Ilsev, 2009; Özbağ & Çekmecelioğlu, 2022).

In literature, while transactional leadership is more task-oriented, transformational leadership is considered a human-oriented lead. Unlike transformational leadership, this style emphasizes extrinsic motivation and relies on a performance-reward exchange. Accordingly, followers are rewarded when performing well (contingent reward); otherwise, they may be punished (management by exception) (Hughes et al., 2018). Transactional leadership is based on the following principles: (1) leader-follower interactions are prioritized, (2) followers concentrate on tasks assigned by the leader, and (3) tasks are clearly outlined and communicated among followers.

Leadership literature contains a limited number of studies that simultaneously explore the impacts of transformational and transactional leadership on firm performance (Chen et al., 2021; Xie et al., 2018). In their study with bank employees in Jordan, Alrowwad et al. (2020) found both leadership styles to contribute to organizational performance. Similarly, it was concluded that both leadership styles are effective in subjective and objective performance (Voon et al., 2011; G. Wang et al., 2011). In another study, although it was discovered that both leadership styles improve project performance, the effect of transformational leadership tends to yield more robust performance outcomes than transactional leadership (Abbas & Ali, 2021). Chen et al. (2021) reviewed 32 empirical papers published in the last 10 years on the comparative effects of transformational and transactional leadership on performance. The results showed that overall supply chain leadership positively affects firm performance, with transformational leadership having a greater impact than transactional leadership. The authors also noted that leadership effects might vary by region and culture (Chen et al., 2021).

The results align with prior research conducted in Türkiye. Şentürk and Yetgin (2022) demonstrated that transformational and transactional leadership significantly affect firm performance. Gözükara (2014) highlighted that the visionary traits associated with transformational leadership significantly contribute to financial performance. In addition, Gümüş (2015) demonstrated that transformational leadership fosters innovative work behaviors, positively affecting firm performance. The literature also offers contradictory results on the subject. İşcan et al. (2014) claimed that while transformational leadership positively affects organizational performance, this is not the case for transactional leadership.

As previously noted, there is a notable scarcity of studies that simultaneously investigate transformational and transactional leadership styles and their comparative effects on financial and innovation performance within the Turkish context. This gap is particularly significant given that, in Türkiye, transactional leadership is often perceived as a rigid managerial approach rather than a legitimate form of leadership. Moreover, considering Türkiye’s distinct cultural characteristics—such as high power distance, strong uncertainty avoidance, a short-term orientation, and predominantly feminine values (Hofstede, 2002)— his study provides meaningful insights into how leadership and social exchange theories operate across cultural contexts. By addressing these dimensions, the research contributes to a deeper understanding of the culturally contingent nature of leadership effectiveness and its implications for organizational performance.

Transformational Leadership and Firm Performance

Leaders play a critical role in shaping organizational performance and fostering innovation by creating a supportive organizational climate. Transformational leadership models behavior for lower-level managers, influencing their actions through the example of top leaders. These practices can enhance overall performance as they spread through the organization (Jensen et al., 2020). Transformational leadership prioritizes collective interests, encouraging employees to align their personal goals with the organization’s, thus boosting commitment to initiatives that promote success (Puni et al., 2022). This perspective aligns with social identity theory, which posits that transformational leaders foster individuals’ identification with the group, guiding members to actively contribute toward achieving organizational objectives (Haslam, 2003).

In seeking its relationships with transformational and transactional leadership, we consider firm performance to encompass the level of achievement of fundamental goals, the ability to adapt to changing environmental conditions, innovation performance, sustainable competitiveness, marketing-oriented performance (i.e., customer satisfaction and market share), and employee satisfaction (Bakoğlu, 2001; Hagedoorn & Cloodt, 2003). Firm performance is measured through objective and subjective (perceptual) firm performance. While objective firm performance is based on the firm’s publicly released sales amounts, return on assets (ROA), and return on equity (ROE), subjective-perceptual firm performance depends on the perceived managerial evaluations of the firm’s performance in sales amounts, profitability, market share, customer satisfaction, and employee satisfaction in the last 5 years compared to competitors. Both methods consist of financial and non-financial criteria. It is commonly asserted that firms should utilize both financial-quantitative criteria and non-financial indicators to assess their performance, particularly in environments characterized by unprecedented environmental changes and intense competition (E. Eren, 2010).

Discussing the pros and cons of objective and subjective firm performance measures is essential. Objective measurements provide considerable insights into a firm’s financial data; nevertheless, its prominent disadvantage may be that such data may remain obsolete and that firms tend to overestimate them. Subjective measures are well-known to be correlated with objective firm performance (Dawes, 1999; Delaney & Huselid, 1996; Dess & Robinson, 1984; Dollinger & Golden, 1992; Powell, 1992; Richard et al., 2009; Venkatraman & Ramanujam, 1986). Wardaya et al. (2019) argue that a firm’s performance outcomes include financial and non-financial measurements since performance measurement should be performed for different aspects of organizational performance. A measurement through financial performance measures using existing tangible data demands lower cost and less time (Bayraktaroğlu et al., 2014). In this study, we adopted subjective (perceptual) performance criteria to capture firm performance.

Research indicates that transformational leadership positively influences firm performance (e.g., Engelen et al., 2015; Jensen et al., 2020; Peterson et al., 2009). In the Turkish context, recent investigations further corroborate these findings, affirming that transformational leadership enhances firm performance (e.g., Fırat & Yeşil, 2020; Gümüş, 2015; Küçükaltan & Mert, 2020; Özşahin & Zehir, 2011; Şentürk & Yetgin, 2022). Thus, we can assume that transformational leadership is associated with both financial and non-financial firm performance and propose the following hypotheses:

H1: Transformational leadership positively affects financial firm performance.

H2: Transformational leadership positively affects non-financial firm performance.

Transformational Leadership and Firm Innovation

Transformational leadership, along with its four basic dimensions —that is, inspirational motivation, intellectual stimulation, idealized influence, and individual consideration—is known for having a vision and an innovative perspective that inspires followers to be productive and creative (Bass & Avolio, 1995; Elkins & Keller, 2003; Gumusluoglu & Ilsev, 2009; Hughes et al., 2018; Robbins & Judge, 2017). Also, it is recognized for its contribution to employee motivation, particularly intrinsic motivation, which leads to positive employee outcomes such as improved job performance and increased commitment (Akbolat et al., 2013; Cappelli, 2020; Çetin et al., 2017; Nguyen-Huynh et al., 2019; Robbins & Judge, 2017). Transformational leaders significantly influence employee creativity through intrinsic motivation by intellectually stimulating and inspiring them (Elkins & Keller, 2003; Shafi et al., 2020).

Transformational leadership plays a crucial role in constructing a supportive organizational climate that advances employee creativity (Cummings & Oldham, 1997; Jaiswal & Dhar, 2015; Susantinah et al., 2023; Tierney et al., 1999). In his study, Khalili (2016) studied data from 1,172 employees from different industries and showed that transformational leadership influenced participants’ perceptions of a supportive climate for innovation, increasing their creativity. Transformational leaders are good at embracing changes toward organizational goals and innovation, interacting with employees to foster innovative behaviors, enhancing the synergy of the employee group, supporting employees with resources, and training to escalate their skills and confidence (Ahangar & Rooshan, 2009; Bakker et al., 2023; Pillai & Williams, 2004). Scholars propose that when the leader-member exchange is assessed more favorably, and leaders’ connection with the group identity is salient, employees feel more belongingness to the group, which in turn boosts their willingness and efforts to join creative processes (Haslam & Reicher, 2016; Hogg, 2005; Rast, 2015). A study of 420 leader-follower pairs in a Chinese energy company found that relational leadership aspects, like leader-employee identification and clear communication of creativity expectations, significantly enhanced employee creativity (Qu et al., 2015). In other words, innovative behavior is closely linked to the supervisor-subordinate relationship. In addition, some other hallmarks of transformational leadership, like trust and openness, challenge and involvement, debate, risk-taking, and support of diversity in organizational members, were previously found to be vital to consolidating creativity (Afsar & Masood, 2018; Tidd & Bessant, 2009; P. Wang et al., 2013). In short, the existing knowledge in the literature implies that transformational leadership boosts employee and organizational creativity by cultivating vision, increasing motivation, and steering employees toward innovation. We can reasonably hypothesize the relationship between transformational leadership and a firm’s innovation performance.

H3: Transformational leadership positively affects firm innovativeness.

Transactional Leadership and Firm Performance

The leadership literature presents seemingly contradictory findings regarding the impact of transactional leadership on firm performance. While some studies found negative (Pedraja-Rejas et al., 2006) or no impacts (İşcan et al., 2014) of transactional leadership on firm performance, some others discovered that transactional leadership nourishes firm performance (Alrowwad et al., 2020; Arsawan et al., 2016; Chen et al., 2021; Elenkov, 2002; Masa’deh et al., 2016; Yıldız et al., 2014). While the former finding can be explained by the divergence between transactional leadership and intrinsic motivation—as it is based on extrinsic rewards—(Amabile et al., 1996), the latter result may be attributed to the positive association between transactional leadership and job performance, stemming from contingent reward and punishment behaviors that reduce role ambiguity and clarify organizational goals and expectations (Limsila & Ogunlana, 2008; MacKenzie et al., 2001; Masa’deh et al., 2016). According to social identity theory, people tend to act as social members of their group rather than engaging in individual acts (Tajfel et al., 1979; Trepte & Loy, 2017). Also, people tend to follow societal norms and roles to stay within the group (Tajfel et al., 1979). In this regard, transactional leaders might positively affect firm performance by providing clear and precise group norms and social roles. A previous study on transactional leadership in South Africa showed that contingent reward and management by exception (active) are positively linked with firm performance (Jacobs & Mafini, 2019). Ultimately, substantial evidence in the literature steers us to hypothesize that transactional leadership is related to firm performance.

H3: Transactional leadership positively affects financial firm performance.

H4: Transactional leadership positively affects non-financial firm performance.

Transactional Leadership and Firm Innovation

Transactional leadership focuses on the leader-follower exchange, and the transformational leader manages rewards and consent—“keeping the ship afloat” (Abdelwahed et al., 2022; Meisam et al., 2013). Transactional leaders frequently utilize discipline and control to encourage optimal employee performance and make decisions based on their performance (Blickle & Schütte, 2017). Some scholars proclaim that this situation can hinder creativity and innovation as external rewards might decrease intrinsic motivation (Amabile et al., 1996; Deci et al., 1999; Gagné et al., 2005; Kovjanic et al., 2013). In this regard, Moss and Ritossa (2007) found that management by exception is negatively associated with innovation and creativity. However, others claim that contingent rewards can polish employees’ creative behavior (Rickards et al., 2001) and innovation (J. Chang et al., 2015), suggesting that the effectiveness of transactional leaders lies in their ability to incentivize employees (Bass, 1997).

Recent studies investigating the impact of transactional leadership on firm innovation have offered empirical support for the association between transactional leadership traits and innovation. For instance, Thahira et al. (2020) found that transactional leadership positively influences firm innovation. Prasad and Junni (2016) demonstrated that CEO transactional leadership has a beneficial effect on organizational innovation. Likewise, Sang (2017) showed that transactional leadership positively contributes to innovation in small and medium-sized enterprises (SMEs).

H5: Transactional leadership positively affects firm innovativeness.

Materials and Methods

Measures

To assess the study’s hypotheses, multi-item scales adapted from established scholarly research were employed to measure the various constructs under investigation. Data collection was conducted through questionnaire surveys utilizing a convenience sampling approach. Each item was rated on a 5-point Likert scale, ranging from “Strongly Disagree” (1) to “Strongly Agree” (5), to capture respondent preferences.

To quantify leadership styles, we used the Multifactor Leadership Questionnaire (MLQ) developed by Bass and Avolio (1995) and adapted to Turkish by Çekmecelioğlu et al. (2018). MLQ consists of 45 items to assess leadership styles, including transactional and transformational leadership, as well as laissez-faire leadership. Specifically, twenty items pertain to transformational leadership, and twelve items relate to transactional leadership. The MLQ aims to measure transformational leadership on its four components (idealized influence, inspirational motivation, intellectual stimulation, and individual consideration) and transactional leadership on its three aspects (contingent reward, management by exception (active), and management by exception (passive)). We calculated Cronbach’s alpha of the scale to be .97. Sample items from this scale include:

I provide others with assistance in exchange for their efforts (Transformational leadership)

I focus attention on irregularities, mistakes, exceptions, and deviations from standards (Transactional leadership)

To measure firm performance, we adopted a subjective (perceptual) Firm Performance Scale (FPS) developed by Zehir (2016) which consists of two dimensions encompassing a total of 10 items. Specifically, four items pertain to financial performance and six items relate to non-financial performance. The scale yielded a high internal consistency (α = .90). Representative items from this scale include:

Employees’ loyalty to the company is strong (non-financial performance)

Company’s overall performance demonstrates a high level of success (financial performance)

The measurement of the firm innovativeness involved a five-item scale, and this instrument was designed by Calantone et al. (2002). We calculated Cronbach’s alpha of the scale to be .89. Example items from this scale are:

Our company seeks out new ways to do things

Our company frequently tries out new ideas

Sampling

The main purpose of this research is to scrutinize the effects of transformational and transactional leadership on financial (quantitative) and non-financial (qualitative) organizational performance and innovation performance in the Turkish work environment. To empirically test the hypotheses, a convenience sample of 460 individuals working in 100 firms operating in the Marmara region was selected due to its accessibility. Informed consent, which is about the research and voluntary participation, was obtained from the participants. Participants were given detailed information about the purpose, scope, potential risks, and benefits of the study and it was explained that participation was completely voluntary. It was also stated that the participants had the right to terminate their participation for any reason during the study. The design of the study was planned to avoid harming the participants. The survey package does not include any uncomfortable or identity-revealing questions. Participants’ data were anonymized, and the confidentiality of their personal information was protected. The objective of the study is to understand the effects of leadership styles on firm performance and innovation in the Turkish context and to transfer these findings into applied research at the societal level. Therefore, the contributions of the research to society and the participants are considered to be far greater than the potential risks.

Initially, all 492 potential participants were contacted via phone, email, and face-to-face meetings, with the study’s objectives clearly explained. Of those contacted, 460 agreed to participate, and all subsequently completed the survey. After a thorough review, incomplete responses with missing data were excluded, resulting in a final sample of 449 for detailed analysis. The majority of respondents were female (57.2%, n = 257), with the largest age group being 30–35 years old (27.8%, n = 125). Additionally, 64.6% (n = 290) were married, and the predominant educational level was a bachelor’s degree (52.6%, n = 236). A significant portion of participants (29.8%, n = 134) worked in engineering/design, with 50.6% (n = 227) holding non-managerial roles, while 49.4% (n = 222) held managerial positions. The data were analyzed using confirmatory factor analysis and structural equation modeling (SEM) through IBM AMOS.

Results

Our preliminary analyses focused on seeking the validity and reliability of the data collection tools using SPSS and AMOS 29.0. Before analyses, we resorted to skewness and kurtosis values to check the normality of data distribution. Accordingly, all measurements yielded skewness and kurtosis values within the acceptable criteria (±3), indicating that the data demonstrated a normal distribution. Next, we performed a confirmatory factor analysis (CFA) series to provide construct validity evidence. The findings demonstrated all χ² differences to be significant and that goodness-of-fit indices of the models set for the measurement tools yielded acceptable model-data fit (Table 1). Although only the CMIN/df value (7.326) of the model for the FPS initially indicated poor fit according to the rule of thumb (CMIN/df < 5; Byrne et al., 1989; Marsh & Hocevar, 1985; McIver & Carmines, 1981), some researchers propose that this value below eight would be acceptable when other indices hit the acceptable criteria (e.g., Petrov & Chernyak, 2019).

Table 1.

Goodness-of-Fit Values of the Measurements.

Indices	Transformational leadership	Transactional leadership	FPS	FIQ
CMIN/df	3.652	3.482	7.326	4.229
NFI	0.926	0.853	0.930	0.988
TLI	0.914	0.853	0.914	0.978
CFI	0.926	0.889	0.939	0.991
GFI	0.876	0.924	0.916	0.884
RMSEA	0.077	0.086	0.119	0.068

Furthermore, we performed a series of exploratory factor analysis (EFA) to complement the findings of the validity of the instruments before hypothesis testing. In this respect, we resorted to KMO values, Barlett’s test of sphericity, and factor loadings of the items (Loo, 2000). The results showed that all measurements had KMO and sphericity values to be higher than 0.60. Except for one item in the FPS, which loaded more than one factor, items appeared with no weak factor loadings or cross-loading problems. That item in the FPS was then decided to be omitted.

Table 2 presents the descriptives of and correlations between the research variables. Transformational leadership had positive relationships with transactional leadership (r = .501, p < .05), non-financial firm performance (r = .380, p < .05), financial firm performance (r = .237, p < .05), and firm innovativeness (r = .442, p < .05). Our results also revealed that transactional leadership was positively associated with non-financial firm performance (r = .310, p < .05), financial firm performance (r = .191, p < .05), and firm innovativeness (r = .300, p < .05).

Table 2.

Descriptives of and Correlations Between the Research Variables.

Variables	M	SD	1	2	3	4	5
1. Transformational leadership	3.63	0.79	1	0.501**	0.380**	0.237**	0.442**
2. Transactional leadership	3.07	0.49		1	0.310**	0.191**	0.300**
3. Firm performance (non-financial)	3.40	0.89			1	0.490**	0.648**
4. Firm performance (financial)	3.79	0.82				1	0.424**
5. Firm innovativeness	3.56	0.89					1

p < .05. **p < .01.

We then utilized structural equation modeling (SEM) to test our hypotheses. In other words, we set four equation models to uncover how transactional leadership and transformational leadership affect firm performance and innovativeness (see Table 3). Model statistics showed significant chi-square statistics with good overall fit indices for all models: χ²/df = 2.995, GFI = 0.848, CFI = 0.933, RMSEA = 0.067 (Model 1); χ²/df = 2.839, GFI = 0.857, CFI = 0.915, RMSEA = 0.072 (Model 2); χ²/df = 3.669, GFI = 0.871, CFI = 0.889, RMSEA = 0.077 (Model 3); χ²/df = 3.245, GFI = 0.910, CFI = 0.903, RMSEA = 0.71 (Model 4; Tippins & Sohi, 2003). The tested models are illustrated in Figures 1 to 4.

Table 3.

Hypothesis Testing.

Model	Path	ß	p	Decision
1	Firm performance (financial) ← Transformational leadership	.233	.000	Accepted
1	Firm performance (non-financial) ← Transformational leadership	.410	.000	Accepted
2	Firm innovativeness ← Transformational leadership	.447	.000	Accepted
3	Firm performance (financial) ← Transactional leadership	.274	.000	Accepted
3	Firm performance (non-financial) ← Transactional leadership	.471	.000	Accepted
4	Firm innovativeness ← Transactional leadership	.329	.000	Accepted

Figure 1.

Effect of transformational leadership on financial and non-financial firm performance.

Figure 2.

Effect of transformational leadership on firm innovativeness.

Figure 3.

Effect of transactional leadership on financial and non-financial firm performance.

Figure 4.

Effect of transactional leadership on firm innovativeness.

The findings of the models showed that transformational leadership had a positive significant effect on both non-financial (β = .415, p < .01) and financial firm performance (β = .236, p < .01) and firm innovativeness (β = .453, p < .01). Thus, hypotheses 1, 2, and 3 are accepted.

Discussion

Organizations’ competitiveness and survival depend largely on their performance, which includes achieving economic goals, adapting to changing environments, innovation, sustainable competitiveness, marketing performance (e.g., customer satisfaction and market share), and employee satisfaction (Bakoğlu, 2001; Hagedoorn & Cloodt, 2003). To achieve these performance demands, organizations need leaders who can communicate a particular vision to the organization and have the ability to mobilize material and human resources in line with this vision. Accordingly, this study focuses on the effects of transformational and transactional leadership on financial and non-financial firm performance and innovation performance. The study finds that transactional leadership has a stronger positive impact on both financial and non-financial firm performance than transformational leadership. In other words, transactional leaders, who focus on achieving organizational goals, enhancing efficiency, minimizing unnecessary risks, and ensuring the continuity of existing organizational processes (McCleskey, 2014; McCall, 1976), can effectively drive improvements in firm performance in business environments.

Although our findings align with previous research demonstrating a positive relationship between transactional leadership and organizational performance (Abbas and Ali, 2021; Alrowwad et al., 2020; Masa’deh et al., 2016), they largely diverge from studies that examine the combined effects of transactional and transformational leadership on organizational performance. For example, Birasnav (2014a) investigated the effects of transformational and transactional leadership on organizational performance and knowledge sharing and found that both styles had a favorable effect on performance, but the greater share belonged to transformational leadership. Contrary to our findings, some scholars revealed that transactional leadership does not affect firm performance (Flanigan et al., 2017; Gümüş, 2015; İşcan et al., 2014; Laohavichien et al., 2009; Özer & Tınaztepe, 2014; Xie et al., 2018), some others found that transactional leadership is associated with only financial firm performance. For example, S. Chang and Jeong (2021) found that transactional leadership only affected the financial performance of 251 firms in Korea. It should, however, be noted that the effect of transactional leadership on firm performance in the Turkish context may be attributed to cultural norms and values, and large-scale incidents like pandemics and global crises. Indeed, increased COVID-19-related anxiety and stress among individuals and the subsequent economic uncertainty may have fostered the influence of transactional leadership on firm performance. In this regard, previous research reported that the pandemic and economic uncertainties caused some alterations in employees’ behaviors, stress levels, and needs such as payment, incentives, bonuses, and travel and meal allowances (Yu et al., 2021; World Bank Group, 2024) and that employees need clarity, honesty, and understanding in such times of uncertainty (Kerrissey & Edmondson, 2020). Hence, it can be claimed that cultural and situational characteristics may have enhanced the effects of transactional leadership on firm performance in this study.

The results of this study are believed to be influenced by the characteristics of managers and employees shaped by Turkish social and organizational culture. It is argued that the characteristics of Turkish culture such as discipline, prioritizing security, giving importance to sharing, authority-based centralization, and being prone to superior-subordinate hierarchy are prominent in the formation of Turkish managerial values (Çağlar, 2001). In fact, studies indicate that managers and employees perceive authority as a hierarchical power derived from law, associating it with control, discipline, and order (Güngör, 2010). Additionally, it has been noted that cooperation and communication in the workplace are insufficient, and there is resistance to change and innovation (Erol & Türk, 2019). While Western standards are being integrated into the Turkish education and work system, it has been noted that local culture continues to profoundly influence our fundamental behaviors and thought processes (Erol & Türk, 2019; Sargut, 2010). Therefore, it is understandable that transactional leadership has a higher effect on firm performance and at the same time, increases firm innovation in Türkiye. In this context, it is evident that both transformational and transactional leadership are effective on firm performance (Akhan et al., 2020; Şentürk & Yetgin, 2022).

Another important finding from our study is related to the positive effects of transformational leadership on both financial and non-financial firm performance. In other words, adopting transformational leadership is likely to contribute to profitability, sales, market share (financial performance), employee and customer satisfaction, and product and service quality (non-financial performance). Therefore, transformational leaders thoroughly affect financial and non-financial performance by providing a vision for organizational change, expanding employees’ potential, and ensuring employee motivation in line with the specified vision. Previous research also supports the conclusion that transformational leadership positively impacts firm performance (Alrowwad et al., 2020; Birasnav, 2014a, 2014b; Chen et al., 2021; İşcan et al., 2014). For example, Alrowwad et al. (2020) recruited 298 white-collar employees in Jordan and revealed the positive effects of both transactional and transformational leadership on organizational performance.

One of the most important findings of this study is the effects of transactional leadership on firm innovation. Our finding overlaps with Keller’s (1992) proposition that transactional leadership is pursued to utilize existing knowledge to deliver developmental projects. Accordingly, transactional leadership is needed more in allocating tasks and ensuring coordination. On the contrary, transformational leaders are more persuasive in projects demanding originality and technical knowledge to reveal radical innovation (Gumusluoglu & Ilsev, 2009; Keller, 1992). In the Chinese organizational culture, which is distinguished by hierarchy, high uncertainty, and job insecurity, it was demonstrated that while transactional leadership fosters employee creativity, transformational leadership does not affect it (Ma & Jiang, 2018). In addition, it was previously suggested that the contingent reward component of transactional leadership may be positively associated with creative behaviors and innovation (J. Chang et al., 2015; Rickards et al., 2001).

Our findings may also be interpreted through the lens of social identity theory. It is apparent that transformational and transactional leaders motivate their employees in diverse ways and ensure the development of their social identities. Social identity theory suggests that individuals are influenced by, and define themselves through, the identity of the group to which they belong (Tajfel et al., 1979; Trepte & Loy, 2017). Both transformational and transactional leadership can reinforce a clear sense of group norms and membership, which encourages employees to identify with the organization (Epitropaki & Martin, 2005). Furthermore, the theory posits that people who identify with a social group are naturally motivated to act in the interest of that group (Edwards & Peccei, 2007; Tajfel et al., 1979). Thus, individuals who associate themselves with their organization are more likely to contribute to its financial and non-financial performance. When leaders embed high performance as part of the organizational culture, employees tend to align with this culture and contribute to achieving those goals (Haslam, 2003; Van Heerden & Roodt, 2007; Willets & Clarke, 2014).

In this study, it was found that transformational leadership exhibited the most significant positive impact on firm innovativeness. This is the natural result of transformational leadership. As transformational leaders communicate their vision of innovation and instill a sense of power and confidence in their followers, they contribute to the development of new products and services. Additionally, the results indicate that transformational leadership is more effective than transactional leadership in fostering innovativeness within organizations. It is an urgent need for Türkiye to elevate its innovativeness and growth which can be seen in OECD reports of patent and ARGE. They show that Türkiye ranks 13th among G20 countries in patent applications. In 2023, patent applications declined by 3.8% compared to the previous year, breaking the upward trend seen in 2020 to 2022 (BTHaber, 2023; OECD, 2023). Changing leadership approaches within organizations towards empowering and translating ones could break the upward trend in innovativeness in Türkiye.

Previous findings also suggested transformational leaders are key to the market success of innovations (Gumusluoglu & Ilsev, 2009; Paksoy et al., 2019) through a strong influence on employees (Jung et al., 2003). Our findings also coincide with the results by Gumusluoglu and Ilsev (2009). The authors examined the relationship between transformational leadership, creativity, and organizational innovation among 163 research and development (R&D) employees in 43 different small and medium-sized information technology companies in Türkiye and concluded that transformational leadership was positively linked with organizational innovation, measured market-oriented criteria proposed for developing countries and emerging industries. In their research on small and medium-sized firms in Türkiye, İşcan et al. (2014) found that transformational leadership positively affected perceived organizational performance and innovation. Similarly, a study conducted in Türkiye’s hotel industry found that transformational leadership influences aggressive and opportunistic innovation strategies, while transactional leadership impacts imitative and traditional innovation strategies (Bozkurt & Göral, 2013). Additionally, another study involving employees in Türkiye’s IT sector concluded that both transactional and transformational leadership significantly affect knowledge sharing and organizational creativity (Paksoy at al., 2019). It was also determined that knowledge sharing does not play a mediating role in the effect of transactional leadership on organizational creativity, while it has a partial mediating role in the effect of transformational leadership on organizational creativity.

Limitations

While this study offers valuable contributions to the literature, it also has several limitations. Firstly, the research is geographically restricted to the Marmara region, a major industrial hub in Turkey, which limits the generalizability of the findings to other regions with different economic and industrial dynamics. Secondly, the study examines leadership only through transformational and transactional frameworks, excluding alternative leadership styles that may provide additional insights. Thirdly, while leadership is a critical factor in firm performance and innovation, it is not the sole determinant; future research could explore other mediating and moderating variables to gain a more comprehensive understanding. Fourthly, reliance on survey data introduces potential response bias, and incorporating qualitative methods, such as interviews or case studies, could enhance the robustness of the findings. Lastly, given that the study was conducted within the Turkish cultural and institutional context, the findings may not be directly transferable to other settings, underscoring the importance of cross-cultural comparative studies to validate and extend the results.

Directions for Future Research

The existing leadership literature offers limited research and presents contradictory findings regarding the leadership styles of interest. Future studies are encouraged to explore further the effects of transformational and transactional leadership on employee behaviors, organizational performance, and innovation. Researchers should particularly focus on cross-cultural variations in the influence of transformational and transactional leadership on organizational and innovation performance. The findings of this research highlight the importance of considering the cultural context in which leadership evolves. Specifically, we recommend that future research investigate how these leadership styles impact firm performance and innovation in cultures characterized by varying levels of power distance. Additionally, cultural dimensions such as uncertainty avoidance and long-term/short-term orientation can be considered as potential moderating factors in these relationships.

Implications

This study is one of the first to demonstrate the relative effectiveness of transformational and transactional leadership styles in Türkiye, providing critical insights for both scholars and practitioners. The findings of this study show that both transformational and transactional leadership increase firm performance and innovation in the Turkish work context. The findings show that transactional leadership has a stronger effect on firm performance in Turkish organizational culture, which has characteristics such as hierarchy, centralization, order, and a low tolerance for ambiguity; therefore, managers should give importance to rules, discipline, and order within the organization. Managers in Turkish firms should consider implementing clear reward structures and performance standards to maximize employee efficiency, aligning with transactional leadership principles. Managers should organize a work environment to meet their employees’ physical, security, and social needs. Since Türkiye has an inflationary economy (61.78% according to ENAG Turkish Statistical Institute, 100.88% according to ENAG-Independent Inflation Research Group) and unfortunately, the amount of wages (minimum wage 17,000 TL = 500 dollars) is low, managers and organizations should improve wages and fringe benefits (ENAG Inflation Research Group, n.d.; Jelača vd., 2020; Turkish Statistical Institute [TUIK], 2024). To reduce employees’ low tolerance for ambiguity, rules should be clear, implemented, and transparent, with well-defined job descriptions, authorities, and responsibilities. In managerial appointments and promotions, merit and job performance should be given more importance, and fairness should be exercised.

For Türkiye’s economic development and competitiveness to increase, importance should be given to innovation in the context of products, services, and ideas, and managers should display transformational and visionary characteristics. Therefore, company managers should organize the business environment to support innovation. Managers should encourage employees to develop new ideas, reduce their fear of making mistakes, and prioritize participation and autonomy. The low number of R&D and patents in OECD reports indicates the need for a business environment supporting innovation and transformational leadership (OECD, 2023).

The effectiveness of a particular leadership style is largely influenced by the characteristics of different work environments. While no single leadership style can be universally deemed the most effective, it is evident that various leadership approaches have distinct impacts on organizational success. Managers should align their leadership style with the business structure and organizational culture to enhance performance. Additionally, external factors, such as market dynamics and growth trends, must be taken into account when selecting an appropriate leadership approach. Based on the findings of this study, which indicate that transformational and transactional leadership are conducive to success in Turkish businesses, it is recommended that leaders embody traits associated with these leadership styles. Leadership development programs can be implemented to help managers acquire the necessary skills and characteristics associated with transformational and transactional leadership.

Conclusions

We can infer from our findings that while transformational leaders can increase financial and non-financial performance and innovation performance by empowering employees with a vision of the future, transactional leaders may contribute to firm performance by clearly determining performance standards and supporting employees with rewards in exchange for performance. It should be noted that transactional leadership can be more effective on financial and non-financial firm performance than transformational leadership and that it was the case for transformational leadership on firm innovation in the Turkish culture characterized by obedience, bureaucratic power, tangible goals, collectivism prioritizes cooperative behavior, kinship relations, and family (Hofstede, 1980; Sargut, 2001, 2015; Wasti, 2002).

Supplemental Material

sj-docx-1-sgo-10.1177_21582440251367515 – Supplemental material for Transformational or Transactional? A Comparison of the Effects of Leadership Styles on Firm Performance and Innovation in the Turkish Work Environment

Supplemental material, sj-docx-1-sgo-10.1177_21582440251367515 for Transformational or Transactional? A Comparison of the Effects of Leadership Styles on Firm Performance and Innovation in the Turkish Work Environment by Hülya Gündüz Çekmecelioğlu, Meryem Özcan, Jale Balkaş and Fazilet Burcu Candan Çam in SAGE Open

Footnotes

ORCID iDs

Hülya Gündüz Çekmecelioğlu

Meryem Özcan

Jale Balkaş

Fazilet Burcu Candan Çam

Ethical Considerations

At the time this study was initiated, obtaining ethical approval for survey-based research was not a common practice in Türkiye. Therefore, no institutional ethical consent was sought prior to data collection. Although no institutional ethical approval was required/obtained at the time in Türkiye, the study fully complied with ethical principles by obtaining informed consent from participants and ensuring confidentiality.

Funding

The authors received no financial support for the research, authorship, and/or publication of this article.

Declaration of Conflicting Interests

The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Data Availability Statement

The dataset supporting the findings of this study is publicly available in the Harvard Dataverse repository at the following DOI: .

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