1Transactional and Transformational LeadershipTheir Foundations in Power and Influence

Michael J. Lovaglia, Jeffrey W. Lucas, and Amy Baxter

While Burns’s work has focused primarily on political leaders, others—initially and most notably Bernard Bass—have expanded his ideas and applied them to organizational leadership. The first essay in this section, by Michael Lovaglia, Jeffrey Lucas, and Amy Baxter, integrates transformational leadership theory with power theories, reporting findings from contemporary research that tests the efficacy of various philosophies when actually practiced in workplace settings or simulated situations. Although they conclude that transformational leadership is, in fact, more effective than transactional leadership, ...

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