Effectiveness of transactional and transformational leadership in turbulent and stable conditions

The purpose of this study was to identify the relationship between leadership style and effectiveness in a particular organization in order to illuminate theories about leadership and their application in an organizational setting. The specific objectives were: (1) to determine if certain work environments are more conducive to transactional or transformational leadership style based on leader preference, (2) to determine the relationship between transactional and transformational leadership style and departmental effectiveness under different conditions, and (3) to identify specific factors which may influence leadership in organizational settings.;Data were collected by means of questionnaires from supervisors of the M.V. Doulos, a ship under the direction of Operation Mobilization, a missionary organization. The sample consisted of ten supervisors, their immediate superior (the director), and three subordinates for each of the supervisors. The Multifactor Leadership Questionnaire by Bass (1985) measured transactional and transformational leadership style. The personal interview questionnaire was developed by the research to identify leadership style, work environment, and effectiveness.;The results indicated that transformational leaders did not necessarily need to work in turbulent environments in order to be effective, nor did transactional leaders need to work in stable environments in order to be effective Although the quantitative data did not specifically support the hypotheses of the study, there were statistically significant factors found which contributed to the understanding of leadership theory. Years as a department head, number of people in the department, and a sense of calling, were predictors of transformational leadership. The qualitative data identified situations between the two leadership styles and corporate culture and the natural tension that can occur.;Through analysis of the findings, it was determined that Bass's theory and the Multifactor Leadership Questionnaire were viable, since there are some similarities to accepted temperament analysis tests which categorize types of leadership behavior. Bass's approach does not seem to be as confining. There are also practical applications in the areas of the education, evaluation, and future development of organizations. Analysis also identified a tension between transactional and transformational leadership styles and corporate culture and the resulting ramifications for organizations.