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Essay / Research Paper Abstract
A 4 page paper that reports on three journal articles. One study considers public organizations and asks whether structure affects transformational behaviors in public organizations. The second study considers the effect of transformational and transactional leadership behaviors on contact personnel, i.e., customer service representatives. The final study explores the effect of educational reforms on superintendents’ daily task, particularly as it concerns curriculum and instruction tasks. Bibliography lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: ME12_PG695454.doc
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whether structurea affects transformational behaviors in public organizations. The second study considers the effect of transformational and transactional leadership behaviors on contact personnel, i.e., customer service representatives. The final study
explores the effect of educational reforms on superintendents daily task, particularly as it concerns curriculum and instruction tasks. Comparison: Research Questions Wright and Pandey (2010) asked four questions in their
study that dealt with the structure of the organization. They wanted to know if there were fewer transformational leadership behaviors in organizations with a strong hierarchical authority structure; if transformational
leadership behaviors were weaker in organizations with weak upward and lateral communication processes; if there were a correlation between transformational leadership behaviors and the degree of organizational formalization; if transformational
leadership behaviors are greater when the structure impedes extrinsic reward systems; and if transformational leadership behaviors are decreased when performance measures are used (Wright & Pandey, 2010). Emery and Barker
(2007) also discussed transformational leadership but they were comparing it to transactional leadership. They asked two questions: whether contact personnel managed by transformational leadership felt a greater commitment to the
organization than those managed by transactional leaders; and whether contact personnel had a higher level of job satisfaction and greater morale when managed by transformational leaders as compared to transactional
leaders (Emery & Barker, 2007). Contact personnel were from the banking and food store organizations. The third article by Bredeson and Kose (2007) focused on the educational systems and
specifically school district superintendents and their response to reform. The questions were: how does the work and priorities of the superintendent demonstrate their response to educational reform; and what internal
and external accountability factors influence the superintendents response to reform (Bredeson & Kose, 2007). One part of the study was to learn if superintendents are interested in curriculum and instruction
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