Relationship of transformational and transactional leadership with employee influencing strategies

Article Abstract:

Manager-employee influencing dynamics within the framework of transformational and transactional leadership theory were compared in a recent study. Information came from questionnaires completed by 117 manufacturing employees. Predictions of the study were supported by multiple regression analysis. Apparent transactional leadership was more strongly inversely connected to reported employee upward influencing behavior than transformational leadership. Transformational leadership was more closely connected to effective leadership and employee satisfaction than transactional leadership. The study's practical implications are also discussed.

Job satisfaction, Leadership, Regression analysis, Transactional analysis

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Most effective and least effective boards of nonprofit human service agencies

Article Abstract:

The differences between the boards of directors of the most effective and least effective nonprofit human services agencies were investigated. The sample consisted of 13 United Way agencies, seven of which were judged to be most effective and six of which were judged to be least effective. The results indicated that the trustees of the most effective agencies were between 26 and 40 years of age, had graduate degrees, and were minority-group members. The characteristics of the trustees of the least effective agencies included being over 66 years of age and being clients or relatives of a client.

Officials and employees, Corporate directors, Demographic aspects, Nonprofit organizations

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Can group self-management mean a loss of personal control: triangulating a paradox

Article Abstract:

Group-based self-management can undermine individual discretion, initiative, and autonomy. Introduction of self-management groups in a 32-employee, independent property and casualty insurance agency is examined. A multi-method approach was used, including group elicitation, interviews, observational data,and questionnaires. Leadership practice, group peer pressure, an emphasis on rigid procedures, and limited junior staff exposure to experienced role models were found to reduce individual control.

Work groups, Teamwork (Workplace), Insurance agents

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