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Title/Author(s)	Transformational Leadership in the Public Sector: Does Structure Matter? Wright, B. E. & Pandey, S. K	The Effect of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel Emery, C. R. & Barker, K. J	Achieving High Organization Performance Through Servant Leadership Melchar, D. E. & Bosco, S. M

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Purpose of the study: What is the author’s rationale for selecting this topic? Does he build a strong case?	To test existing paradigms regarding transformational leadership. The authors suggest that public organizations are not as bureaucratic as stereotypically believed, and that the performance measures in place support higher levels of transformational leadership in these organizations than might be expected based on their hierarchical structures. The author builds a plausible argument based on the need for followers to be flexible in order for a leader to motivate them beyond satisfactory performance. In addition, the structure and controls in place for public organizations might impede the effectiveness of a transformational leader.	To examine the different effects on the job performance of customer contact personnel in the service industry when led by transformational leaders and transactional leaders. The researchers believe customer satisfaction will increase if a certain type of leadership style is used.	To extend Barbuto and Wheeler’s research (2006) by investigating the ability of a servant leader to foster a for-profit corporate culture to attract and develop other servant leaders because the researchers believe the implementation of the practice would be beneficial in other settings.

Research Question(s): What question(s) does the author present?	The more hierarchical an organization’s authority structure, the lower the reported practice of transformational leadership behaviors. The weaker the lateral/upward communication in an organization, the lower the reported practice of transformational leadership behaviors. The greater organizational formalization (measured as [3a] procurement red tape and [3b] human resource red tape), the lower the reported practice of transformational leadership behaviors. The more an organization’s structure impedes the establishment of extrinsic reward-performance contingencies (here measured as human resource red tape), the higher the reported practice of transformational leadership behaviors. The use of organizational performance measures will decrease the reported transformational leadership behaviors.	Customer contact personnel who perceive that they are managed via a transformational leadership style will have a higher level of organizational commitment than those managed via a transactional leadership style. Customer contact personnel who perceive that they are managed via a transformational leadership style will have a higher level of job satisfaction than those managed via a transactional leadership style.	Mid-level managers who report to servant leaders will exhibit above-average levels of servant-leader characteristics themselves. Age, experience, and education level will not have an impact on an individual’s servant-leader characteristics.

Literature Review: How is this organized? What are the main themes found in the review? Who are the main authors used?	It is organized by explaining definitions and then moving to related theories. The literature r eview begins with an explanation of transformation leadership and then explains the conditions that need to exist before transformational leadership can be successful. The review moves to organizational structure and the ways in which the structure can support or inhibit transformational styles, including formalization of processes and procedures, inadequate performance measurement and reward processes, and a hierarchical chain of command. They referenced Bass and Riggio in the beginning, followed by multiple citations of work by Shamir combined with different people: Howell, or in some cases House and Arthur.	The review of the literature introduces related theoretical issues, which are divided into two sections. There is a discussion on organizational commitment and the positive correlations between organizational commitments and other factors, such as organizational dependability, job satisfaction, motivation for career advancement, customer service, and work ethic. Researchers cite Morrow, Dornstein, and Matalon , as well as Meyer and Allen because their research suggests customer satisfaction and organizational commitment are correlated strongly. Researchers cite Morris, Brown, and Mitchell, and Koys, because their research discusses employee satisfaction having a positive correlation with customer satisfaction. Transactional and transformational leadership styles are defined. Researchers James Burns and Bernard Bass understanding of t ransformational leadership, as well as transactional leadership from Bass. Both researchers have written seminal works on the topic.	Introduces the concept of leadership and its impact on an organization (Mullins, 1996); (Ehigie & Akpan, 2004). Leadership’s successful impact and its main characteristics for success. (Douglas & Fredendall, 2004; Gupta, et al., 2005; Moreno, Morales, & Montes, 2005; Politis, 2003). Emergence of servant-leader culture and its outcomes (Greenleaf, 1977; Linden et al., 2004). Motivational factors compared between transformational and servant leadership styles (Smith et al., 2004). Positive outcomes introduced by Hamilton (2008), but there is no empirical evidence to support claims. List of attributes of servant leadership introduced by Spears (1995), but (Nwogu 2004; Russel and Stone, 2002) refine the model Barbuto and Wheeler (2006) developed instrument to measure servant-leadership characteristics. Develop a list attributes of qualities.

Sample Population(s): What group(s) is/are being studied?	Pool: 3,316 senior managers working in U.S. local governments in cities with populations exceeding 50,000. Initial respondents: 1,538 (46.4%). Usable respondents: City managers were excluded from the respondents' pool resulting in 1,322 individuals. Average age was 50. Gender: 68.1% male Race: 85.4% white Education: 60% possessed graduate degrees Income: 64% exceeded $100,000.	Subjects: 77 bank managers and 47 grocery store managers. Pool: 308 bank tellers and 184 grocery store clerks. Respondents: 292 bank tellers and 97 grocery store clerks	59 respondents of three mid-level managers from three different high- end automobile dealerships. Requirements: Minimum 1 year of employment and at least 24 years old. Average employment with current employer 5.8 years. (91% male-expected). Age range: 18-81; mean age of 38 Mode of education: high school graduates

Limitations: What are the limitations of the study? Why can it encompass only so much?	Sample population lacks diversity in race and gender. Many jurisdictions had only three respondents, which might not be representative of the opinions of other direct reports. A reduced number of questions were used to identify transformational leadership to keep the survey short. Possibly causing false identification of transformational leaders. Transformational leadership might not be the result of less hierarchical organizations, it might cause them. There is not a way to prove which came first. The results might be indicative only of the 205 local governments studied, not other public organizations.	100% of the respondents were female. The bank teller respondents came from three separate branches, whereas the grocery store clerks came from one. Only 50% of the grocery store clerks responded to the survey compared to 95% response rate from the bank tellers. The majority of the respondents did not possess a 4-year college degree. The average wage of respondents was below $10 an hour. An abbreviated version of the measurement instrument was used to collect data, which could potentially a ffect results. The majority of the items in the measurement used to measure transformational leadership were based on charisma, whereas other factors were not addressed with the same intention.	Sample population mostly male. Low number of subjects from each dealership. Selection process determined by satisfaction rates of customer surveys and sales volume. The study was conducted in one industry and in one specific region.

Results/ Conclusions: What did the author find through the study? Was the original question answered?	The authors' research supported the idea that not all governmental organizational are bureaucratic and that organizational red tape or rules do not necessarily limit the use of transformational leadership. Performance measures do not limit the ability to use transformational leadership. That structure always inhibits transformational leadership was not supported by the data. The question is answered as being untrue. Upward communication supported transformational leadership. Lower use of it affected whether it was effective. Red tape did not appear to have a net effect on the use of transformational leadership. Performance measures appear to increase the use of transformational leadership. H1 and H2 supported. H3(a), 3(b), H4, H5 not supported	Both hypotheses were supported in both industries. “The results from the correlation analysis support (in both service industry settings) the hypothesis that employees managed under a transformational style of leadership will have a higher organizational commitment (Hypothesis 1)” (83) “The results supported the proposition that employees managed under a transformational style of leadership will have higher levels of job satisfaction. Specifically, the factors of charisma and intellectual stimulation correlated with the job satisfaction of food store employees” (84). The results indicated there were no significant differences in response levels (e.g., charisma, intellectual stimulation, individual consideration, MBE, contingent reward, organization commitment and job satisfaction) between the banking and food store organizations. Further, the results indicated that neither gender was more likely to use a particularly style or substyle of leadership” (85). H1 and H2 supported.	Both research questions were supported. H1-mid-level managers exhibited behaviors to employees that resembled the leadership practices of high-level leaders in their organization. H2- There were no differences among subjects based on age, education, and term of employment. H1 and H2 supported.