Organizations often encounter challenges and issues pertaining to the relationship between leadership styles and organizational culture. Whether the organization falls within the private, non-profit, or government sectors, similar concerns can many times afflict its operational success. This quantitative research study replicates the Kest study that suggested further research into the relationship between transformational leadership and organizational culture in the government sector. Its purpose was to determine if alternative leadership styles of transactional versus transformational differently impact the cultural outcomes of involvement, consistency, adaptability, and focus on mission within a government agency. Although many studies have shown a direct correlation between transformational leadership and organizational culture, what is lacking is the research that shows the same relationship in the government sector. This study sought to answer the research question: Is there a relationship between transformational leadership and the cultural traits of involvement, consistency, adaptability, and focus on mission within a government agency. The results of this study demonstrated a relationship between the two variables. The results also indicated that transformational leadership had a positive impact on employee effectiveness, extra effort and satisfaction which is consistent with other studies using private sector organizations. This study was inconclusive in whether there was a preferred style of leadership between transformational and transactional styles as it relates to the cultural traits. Although research on transformational leadership has shown positive correlations with organizational culture in various private organizations, the government sector may require a combination of transformational and transactional leadership theories.
|Subjects||Business administration; Management|
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