Transformational leadership and organizational effectiveness: A case study of a rural Indiana Community Action Agency

by Woodsmall, Robert S. Steve, Ph.D., CAPELLA UNIVERSITY, 2012, 135 pages; 3542694


In the corporate sector, considerable research has focused on the impact of transformational leadership in achieving and maintaining a highly effective organization. However, the bulk of research has focused on corporate and for-profit organizations; the nonprofit and social services fields require more study in this area. A greater understanding is needed of whether transformational leadership impacts organizational performance. In this qualitative single case study of a small Community Action Agency, the data revealed a transformational leadership culture clearly inspired by the leadership of the CEO. The findings were based on the primary data source of participant interviews, and numerous examples of physical cultural elements and content reviews of secondary data sources were used for triangulation. It was noteworthy to discover a specific case that clearly addresses the conflicting views in the literature as to whether leadership creates or is created by the organizational culture. Employee perceptions of transformational leadership behaviors were consistently apparent based on responses to specific interviews questions related to the four elements of transformational leadership as described in the Multifactor Leadership Questionnaire (Avolio & Bass, 1999).

AdviserCarlos Thomas
Source TypeDissertation
SubjectsManagement; Organization theory; Organizational behavior
Publication Number3542694

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