Grand Canyon University

My comparison Matrix paper

Vermell Greene

Grand Canyon University

Introduction to Advance Studies and Scholarship

Res-811

Dr. James Lehmann

December 18, 2013

Abstract

The comparison matrix demonstrates the distinctive differences of three evaluations orchestrated by diverse investigators. In order to make a qualitative change (meaning an about face) the primary focus must be the style of leadership. The studies were conducted to observe if change in leadership style would promote productivity, better morale and technology growth and development. The studies suggest that leadership is catalyst when it comes to bringing change in any type of bureaucratic structure that requires policy and procedures be followed while the style of leadership is in transition. The way an environment is structured weighs heavily on the productivity in any system.

The atmosphere, confidence and the productivity of the persons within the assembly are enhanced by the particular style of leadership that is in operation.

The purpose of leadership styles

In a controlled environment where organized studies were conducted no negative outcome on behavior was discovered when the leadership styles were implemented (Pandey &Wright, 2009). The primary goal of the transformational leadership's style is to motivate the workers to meet the requirements of the job and create a balance where the objectives of the job and the leader can be achieved.

According to Emery and Barker (2007) combining the transactional and the transformational Leadership Styles would be fundamental in order to gain Structural Assurance and Job Gratification of the customer. The statistics disclosed that when morale is up in the work place the job gratification is higher therefore increasing achievements for workers and corporations showing similarities to transactional leadership and transformational leadership styles.

In the article written by (Su, 2009) there must be changes in leadership style to alter how the knowledge is being applied in order to bring about a change in the school system. This leads one to believe that there must be consistency in the variations within the process of the central procedure where instructions are given so technology progress and expansion can become a part of the school foundation. This suggest that the transformational leadership style would work well in the education environment because of the relaxed platform this leadership style portrays with rules and procedures on a daily basis.

The research questions and literature review

According to (Pandey & Wright, 2009), the question was suggested that the more one raises the bar on the hierarchy of authority, it seems to decrease the controlling factors with behaviors associate with management styles. The rewards-performance system raises the bar in the Transactional leadership behavior when it comes to administrative aspect. The legalistic approach that is apparent in the transactional leadership style will decrease productivity when measures are too strict. When Transformational leadership behaviors are low, the data reveals the evaluation scores are low and the turnover rate is higher due to (administrative legality). The personnel department has more headaches because they have more red tape to shuffle through on the human resource aspect of leadership.

The research conducted via (Barker & Emery, 2007), suggested the theory of combining the two styles of leadership in order to formulate loyalty and job satisfaction as well as promote content consumers. These front runners motivated associates to ask questions concerning change and transitioning into new and more innovative ways to accomplish their goals. This way leaders are able to stimulate personalities to reach higher and find new methods to solve administrative issues without losing municipal loyalty.

In the article written by (Su, 2009), concerning operative knowledge incorporation in the school system solitarily consist of