Transactional Leadership

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  • HASEGAWA Naoki
    Doctoral program at Graduate School, Division of Business and Commerce, Tokyo International University

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Other Title
  • Avolio and Bassの取引型リーダーシップ
  • Avolio and Bassの取引型リーダーシップ : 電器産業を対象とした実証研究
  • Avolio and Bass ノ トリヒキガタ リーダーシップ : デンキ サンギョウ オ タイショウ ト シタ ジッショウ ケンキュウ
  • Empirical research for the electric industry
  • 電器産業を対象とした実証研究

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Abstract

Avolio and Bass's Full Range Leadership Theory, which had been popular for more than 30 years in English-speaking countries, has also been studied in Japan. However, Transaction Leadership has rarely been studied. This paper presents an empirical research on Transactional Leadership conducted in a Japanese electric-industry company with 105 participants. Data collected from the sample were analyzed firstly by Confirmatory Factor Analysis to confirm whether transactional leadership has two-factor structure of Contingent Reward and Management by Exception （active）. Secondly, correlation analysis was employed to examine the relationships between Contingent Reward and Management by Exception （active） and three leadership effectiveness variables. Thirdly, Multiple regression analysis was employed to examine the influence of Contingent Reward and Management by Exception （active） on three effectiveness variables. Results show that firstly two-factor structure of Transactional leadership was confirmed as predicted, that secondly Contingent Reward strongly influenced on leadership effectiveness over Management by Exception（active）and that thirdly Contingent Reward had more influence on three effectiveness variables than Management by Exception （active）. Discussions of results shall be given in the middle of this paper.

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