Leadership styles vary between human resource leaders in Chicago organizations. There is a need to identify human resource leadership styles in order to optimize the leadership impact of human resource professionals within organizations as a business partner. It has been stated that frequent discussions within human resource circles focus on questions of how human resource leaders can become more part of the inner circles of organizational leadership. Although many leadership theories exist, the focus of this dissertation examined leadership models used by human resource professionals in the Chicago area. This dissertation analyzed transactional and transformational leadership models. The researcher then compared, contrasted, and evaluated which leadership model is most commonly exhibited by human resource professionals in the Chicago area. The purpose of this study was to examine if a particular leadership style exists within a selected group of Chicago-area human resource professionals. It was also the intention of this study to supplement the potential ability for organizations to develop human resource professionals. The emphasis drawn from the analysis of this research study will provide a means of enhancement to leaders in human resources, organization executives, organization boards of directors, and employees.
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