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Transformational vs. Transactional L...

Riedle, Danielle.

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Transformational vs. Transactional Leaders: How Different Leadership Behaviors and Communication Styles Affect Levels of Employee Motivation in the Financial Industry.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Transformational vs. Transactional Leaders: How Different Leadership Behaviors and Communication Styles Affect Levels of Employee Motivation in the Financial Industry./
Author:	Riedle, Danielle.
Description:	72 p.
Notes:	Source: Masters Abstracts International, Volume: 54-05.
Contained By:	Masters Abstracts International54-05(E).
Subject:	Organizational behavior. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=1591122
ISBN:	9781321816419

Transformational vs. Transactional Leaders: How Different Leadership Behaviors and Communication Styles Affect Levels of Employee Motivation in the Financial Industry.
Riedle, Danielle.

Transformational vs. Transactional Leaders: How Different Leadership Behaviors and Communication Styles Affect Levels of Employee Motivation in the Financial Industry. - 72 p.

Source: Masters Abstracts International, Volume: 54-05.

Thesis (M.A.)--Southern Illinois University at Edwardsville, 2015.

This item must not be sold to any third party vendors.

The aim of this study was to investigate the perceptions of organizational workers to identify (1) To what extent do the perceptions of support staff in the financial industry regarding the leadership behaviors of direct supervisors affect their levels of intrinsic and extrinsic motivation, (2) What motivational techniques used by transactional and transformational leaders appear to be most effective at motivating support staff in the financial industry. The research questions were investigated through qualitative in-depth interviews with 14 employees in the financial industry. Analysis of data shows a close relationship with transformational leaders and positive intrinsic employee motivation and with transactional leaders a positive relationship with extrinsic employee motivation. The results of this study indicate that when intrinsic motivation is available without any extrinsic motivation, people are motivated intrinsically, but the feelings of motivation diminish quickly. When intrinsic motivation is present with extrinsic motivation, intrinsic motivation is significantly undermined. The large difference in the generational cohorts was the most substantial finding from this study. Over eighty three percent of the younger generational cohort (22-28 years old) preferred a transactional leader and just over 83 percent of the older generational cohort (43-54 years old) preferred a transformational leader. The results of this study have implications for recruiting and selection, and leadership development.

ISBN: 9781321816419Subjects--Topical Terms:

516683
Organizational behavior.

Transformational vs. Transactional Leaders: How Different Leadership Behaviors and Communication Styles Affect Levels of Employee Motivation in the Financial Industry.
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100 1 $a Riedle, Danielle. $3 3176074
245 1 0 $a Transformational vs. Transactional Leaders: How Different Leadership Behaviors and Communication Styles Affect Levels of Employee Motivation in the Financial Industry.
300 $a 72 p.
500 $a Source: Masters Abstracts International, Volume: 54-05.
500 $a Adviser: Zachary Schaefer.
502 $a Thesis (M.A.)--Southern Illinois University at Edwardsville, 2015.
506 $a This item must not be sold to any third party vendors.
520 $a The aim of this study was to investigate the perceptions of organizational workers to identify (1) To what extent do the perceptions of support staff in the financial industry regarding the leadership behaviors of direct supervisors affect their levels of intrinsic and extrinsic motivation, (2) What motivational techniques used by transactional and transformational leaders appear to be most effective at motivating support staff in the financial industry. The research questions were investigated through qualitative in-depth interviews with 14 employees in the financial industry. Analysis of data shows a close relationship with transformational leaders and positive intrinsic employee motivation and with transactional leaders a positive relationship with extrinsic employee motivation. The results of this study indicate that when intrinsic motivation is available without any extrinsic motivation, people are motivated intrinsically, but the feelings of motivation diminish quickly. When intrinsic motivation is present with extrinsic motivation, intrinsic motivation is significantly undermined. The large difference in the generational cohorts was the most substantial finding from this study. Over eighty three percent of the younger generational cohort (22-28 years old) preferred a transactional leader and just over 83 percent of the older generational cohort (43-54 years old) preferred a transformational leader. The results of this study have implications for recruiting and selection, and leadership development.
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710 2 0 $a Southern Illinois University at Edwardsville. $b Speech Communications. $3 3176075
773 0 $t Masters Abstracts International $g 54-05(E).
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=1591122