Grand Canyon University Case

Comparison Matrix Paper

D'Lacie C. Edwards

Grand Canyon University: RES-811-0107

December 18, 2013

Introduction

Comparison displays the specifics of three different studies that by various researchers completed in fields that have the same results or ideas. In the public sector, the transformational make-up of organizations has few or not all an opposing result on leadership conduct (Pander & Wright, 2009). Transformational leadership is one type of leadership that allowing to inspire the employee to begin to agree with objectives and insight of the people they may follow. If a person has motivation, some type of moral, and presentation of the people that are in the group, the aspect of transformational leadership is enlarged. Separate support and motivation originates from transformation leadership. The influence of transformational and transactional Leadership Styles on The Organizational Commitment and Job Satisfaction of Customer Contact Personnel (Emery & Barker, 2007); looks at the guarantee and how the employees are satisfied with their jobs and that work for food and banking organizations. Once the research was completed, it was evident that being satisfied with your job is one of the most important aspects that ensure the accomplishments that an organization has achieved. Norris (2009) wishes to focus on conceptual skills of people in the organization. Leaders and managers should develop a strong working relationship with people. This paper will compare three empirical journal articles written on the thoughts of leadership styles surrounding employees and the organizations they are affiliated. I will compare and provide information regarding the research methodologies of each of the three articles presented from the Comparison Matrix. Throughout the paper, you will find the evaluation of the questions posed through the research, populations being sampled, limitations, conclusion, and suggested reference for any research to complete in the future. The objective of the respective research affects the overall outcome of the studies. During the reading, the three articles will basically be referred to as articles one, two, and three.

Research Questions

According to (Pandey & Wright, 2009), questions proposed were more categorized an organization's authority make-up, the lower the repetition of transformational managing the conduct of other people. Transactional leadership conducts would increase when it is influenced by rewards-performance determined through the make-up of the organization. The use of organizational performance measures will decrease the reported performance leadership behaviors.

In the research reported by (Barker & Emery, 2007), varies questions or areas spoken were the behavior and attitude among employees who are substitutes as well as customer satisfaction. The study examines if customer involvement with personnel who view that they are governed by a transformational leadership style will have a greater level of commitment to the organization that those governed by a transactional leadership. Additionally, customer involvement with personnel who perceive that they are governed by a transformational leader style will have a greater level of job satisfaction than those governed by the style of transactional leadership.

In article three, Norris (2009), pointed out that if in a different population you find leaders leading in a different population could not be aware of them forming inaccurate results, could result into developing a relationship that would decrease the level of performance. Also, through the study, would leaders increase how leaders are effective through improving people skill to lead to performance and employee increasing the performance of the organization and the employees enjoying a part of the job?

Sample Populations

Article one and two authors used sample populations of administration positions. Article one populated sample contained1,322 high-level administrators in the public sector in cities over 50,000 residents. Article two sample populations contained 77 managers located at different branches from three banks in the region and 47 managers in stores that were employed in the food chain. Article three population samples included 245 participants that noted and shared that if it is exposure to the face in the distance of 100 milliseconds, the first impression is noticed in the study.

Limitations

Article one study may have been limited to the normal age of those who responded being 50 years old. Included in the study were mostly Caucasians, varies areas had only three persons to respond that may not be a descriptive outlook