Assessing the Relationships among Transformational Leadership, Transactional Leadership, Job Performance, and Gender: An Empirical Study

Abstract

The study aims to assess the relationships between transformational leadership and job performance as well as transactional leadership and job performance of the executives. The study also attempts to identify the differences between male and female executives’ perceptions regarding transformational leadership, transactional leadership, and job performance. The research sample comprised of 167 executives working at different organizations in Chittagong, the second largest city of Bangladesh. Transformational and transactional leadership was measured by the Multifactor Leadership Questionnaire (Bass & Avolio, 2000), while job performance was assessed by Tsui, Pearce, Porter, & Tripoli’s (1997) job performance scale. In data collection, this study used a convenience sampling technique. Data collected were analyzed using descriptive statistics, bivariate correlation, regression analysis, and a non-parametric test. The findings indicate a strong correlation (r = 0.72) between transformational leadership and job performance and a moderate correlation (r = 0.54) between transactional leadership and job performance. No significant differences between male and female executives’ perceptions regarding transformational leadership and job performance were found. But, a significant difference between male and female executives’ perceptions regarding transactional leadership was reported. An important implication of the research is that managers should develop appropriate leadership style (transformational and/or transactional) at different organizational levels to improve their job performance. One of the limitations of this study was the use of a convenience sample that might limit the generalizability of the findings. Further research directions are discussed.