Comparison Matrix

Article 1
Article 2
Article 3
Title/Author(s)
Transformational Leadership in the Public Sector: Does Structure Matter?

Wright & Pandey

The Effect Of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel

Emery & Barker
Systems Collaboration with Schools and
Treatment of Severely Emotionally

YeeLee, Teater, Hsu, Greene, Fraser, Solovey, and David Grove

Persistent GCU Library Link http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=52860455&site=ehost-live&scope=site http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=27436222&site=ehost-live&scope=site http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=rzh&AN=2012249530&site=eds-live&scope=site Purpose of the Study
What is the author’s rationale for selecting this topic? Does he build a strong case?
To test existing paradigms regarding transformational leadership. The authors suggest that public organizations are not as bureaucratic as stereotypically believed and that the performance measures in place support higher levels of transformational leadership in these organizations than might be expected based on their hierarchical structures.

The author builds a plausible argument based on the need for followers to be flexible in order for a leader to motivate them beyond satisfactory performance. In addition, the structure and controls in place for public organizations might impede the effectiveness of a transformational leader.
The purpose of this research study was to examine the effect of both transactional and transformational leadership on the performance of customer contact personnel in banking and food organizations. In this study the authors suggest that a major determinant of an employee’s attitude is their perception of their supervisor and that some styles of leadership are more effective than others when it comes to satisfying customer contact personnel. The author builds a compelling argument based on previous studies that show that organizations with employees that are happy consistently report high levels of customer satisfaction.
The purpose of this study was to examine the possible effects of a collaborative treatment approach within the school system. The authors believe that this approach may effect a child diagnosed with emotional disorder’s behavioral outcomes. The authors chose this topic because children diagnosed with severe emotional disabilities are at a disadvantage and often lost in the school system due to lower grades and higher possibilities of grade retention. The authors build a reasonable argument. The argument begins by referencing evidence that collaborative treatment approaches are often found to be effective for families and children. In addition, the authors report that schools serve as a critical environment where effective collaboration practices can take place.

Research Question(s)
What question(s) does the author present?
The more hierarchical an organization’s authority structure, the lower the reported practice of transformational leadership behaviors.

The weaker the lateral/upward communication in an organization, the lower the reported practice of transformational leadership behaviors.

The greater organizational formalization (measured as [3a] procurement red tape and [3b] human resource red tape), the lower the reported practice of transformational leadership behaviors.

The more an organization’s structure impedes the establishment of extrinsic reward-performance contingencies (here measured as human resource red tape), the higher the reported practice of transformational leadership behaviors.

The use of organizational performance measures will decrease the reported transformational leadership behaviors.
Customer contact personnel who perceive that they are
managed