Transformational and transactional leadership: the features, existence, and influence

Abstract

The purposes of this study are to explore the features and existence of transformational and transactional leadership and its jointed effect, to examine the influence of these three leadership styles, and to confirm the leadership theory that the leadership effects on organizational performance. To verify this relationship, this study uses the quantitative method to prove the effects of leadership on organizational performance. Questionnaires were used to collect data from 1,047 teachers in the 92 schools under the Office of Basic Education Commission in Bangkok by using quota sampling. Data were analyzed using (a) Structural Equation Modeling (SEM) at the individual level of analysis; (b) Multiple Linear Regression for the organizational level of analysis. The findings revealed that transactional leadership showed the strongest influence on the subjective organizational performance followed by transformational leadership and the jointed effect of transformational and transactional leadership. Only the jointed effect of both leadership styles was significantly influencing the objective organizational performance. The results and implication of the study were discussed.