Sustainability And Business Research Paper Example | Topics and Well Written Essays - 750 words

Sustainability And Business - look for Paper ExampleThe article to be discussed is a 2010 study by B. E. Wright and S. K. Pandey entitled Transformational Leadership in the Public Sector Does Structure Matter and has an Organizational Communication classification. Article Critique Transformational Leadership in the Public Sector Does Structure Matter? By Bradley E. Wright and Sanjay K Pandey Introduction The study by Wright and Pandey was intend to determine why on that point was a discrepancy between theoretical models on mainstream leadinghiphip which showed that transformational leaders are expected to be both less common and less effective in unexclusive sector organizations (p. 75) than in the private sector because of strong bureaucratic control mechanisms which apparently leave the customary sector without a need for strong leading. Wright and Pandey noted that this theory has not been supported by meta analyses which had piece that transformational leadership is as co mmon and effective in reality organizations (2010, p. 75). The reasons had considered a number of reasons why there would be a difference between theory and the empirical work on the topic. One of those reasons for suit was that perhaps government organizations themselves were not as bureaucratic as theorists presumed although Wright and Pandey (2010) were not convinced on this idea. They discrete to test the organisational and contextual influences on the emergence and effectiveness of transformational leadership. The study itself was to test how the culture of the public sector organizations might hinder the emergence of transformational leadership (Wright & Pandey, 2010, p.76). The background to the hypothesis The authors provided an ample literature review that covered concepts such as what transformational leadership was the attributes transformational leaders would have and how the behavior of these leaders impacted employee performance and satisfaction, in government agenc ies and non-profits. The second part of the review was written to support the authors idea that there were not a lot of studies that considered organizational structure and its impact on leadership. This led them to test their hypothesis that The more hierarchical an organizations authority structure, the lower the describe practice of transformational leadership behaviors. H.sub.2 The weaker the lateral/upward communication in an organization, the lower the reported practice of transformational leadership behaviors. H.sub.3a,b The greater organizational formalization (measured as 3a procurement red tape and 3b human resource red tape), the lower the reported practice of transformational leadership behaviors H.sub.4 The more an organizations structure impedes the establishment of extrinsic reward-performance contingencies (here measured as human resource red tape), the higher the reported practice of transformational leadership behaviors. H.sub.5 The use of organizational performa nce measures will devolve the reported transformational leadership behaviors (Wright & Pandey, 2010, p.79). The Method The data was collected as part of the Phase 4 of the interior(a) Administrative Studies Project (NASP-IV) and comprised of a survey given to senior managers who had local government jurisdictions with populations over 50,000. This include general managers, as well as functional managers in a variety of departments including Finance, Public industrial plant and Economic Development. International City/County Management Association (ICMA) compiled a list according to study criteria lay out by the authors. Then because email addresses could not be supplied because of