Strategic human resources and leadership style characteristics

The purpose of this study was to explore relationships among the transformational, transactional, and laissez-faire leadership styles of human resources (HR) professionals who are members of the Raleigh Wake Society of Human Resource Management Association. The study addressed the potential need for future HR professionals to be transformational leaders. Quantitatively data was collected using a Multifactor Leadership Questionnaire from a sample population of 100 HR professionals that took the survey. The research study examined two research questions, and a hypothesis for each question. Multiple regressions and statistical test were utilized to address the research questions and hypotheses. Statistically the data showed a significant difference in leadership effectiveness among transformational, transactional, and laissez-faire leadership styles. Future research might examine a larger population of HR professionals by surveying the Society for Human Resources Management, which is a national not-for-profit organization focused on serving HR professionals and advancing the HR profession do determine whether regionalization is a factor related to this topic. Using the same survey would help to clarify these initial findings. HR professionals that understand and use transformational leadership within their organizations can assist their organizations to be more strategic and competitive within their industries. The larger population size may also help provide a better picture of the HR profession and it leadership. Another recommendation for further research would be to examine the subordinate point of view of the HR professionals sampled and the possible influence of transformational leadership from a subordinate perspective. The results could be compared to the accuracy of the HR professionals' own leadership style perceptions.