Task:

Choose one of your formal papers, either the Six-Source Essay or the Multi-

Source Essay/Literature Review, and write a reflection on the essay in terms of

both process and product.

Format:

APA 7

Point of view:

The essay reflection will be written in the first person point of view.

The reflective essay is an opportunity for writers to critically assess the progress

they have made in thinking, researching, and writing about a chosen topic.

Writing a reflective essay allows a writer to tell the unique story of how a topic

idea, cultivated through research, grew into a paper. It is a chance to think in a

sustained way about the context, objectives, and process of a writing project.

Remember to talk specifically about choices you made regarding summarizing and

synthesizing sources in your paper. Use examples from your paper to help your readers

to understand your process.

Here are some questions that will help you to prepare for a reflective paper:

Context:

What was the purpose of the essay? Do I think I achieved that purpose?

What do research sources say about my chosen topic? Did the research say

different things than I expected it to say?

How did the readers react to the paper? What was interesting, surprising,

or difficult about the reactions to the paper?

Objectives:

What are my learning goals for the course? How did researching and writing

the essay help me to further those goals? What obstacles presented

themselves that hindered my progress towards those goals?

What ideas did I have about my topic when I began? How did the research

sources affect those ideas? Did my ideas change as a result of the

thinking, researching, and writing process?

Did researchers from different fields report different findings on the topic?

What information did I want readers to have as a result of reading the

paper? What information do I want readers to have now?

Process:

What was my experience in researching the topic?

What was my experience in writing the paper?

How did I synthesize sources in the papers? What specific choices did I make?

What challenges did I face as I did the work? What successes did I

achieve? How did I respond to these challenges and successes?

How did responses from other readers and writers change my process?

To receive additional labor points incorporate at least 3 quotes and APA

citations from your research into this reflection

Introduction

Many studies show that leadership style is a critical factor influencing employee performance and satisfaction across various organizational settings. As a result, leadership approaches can impact organizational culture, employee motivation, productivity, and overall job satisfaction. Transactional and transformational leadership styles play distinctive roles in shaping economic outcomes.Transactional leadership maintains efficiency and stability through clear roles, goals, and rewards, enhancing operational performance and immediate organizational productivity gains. This approach contributes to microeconomic stability by ensuring adherence to established procedures and optimizing resource utilization. Studies also show that transformational leadership inspires innovation and long-term growth by empowering employees, fostering a culture of creativity, and pursuing ambitious goals. Transformational leaders enhance organizational agility and competitiveness by nurturing talent, encouraging adaptability to market changes, and promoting a vision-driven approach. How leaders interact with their teams can lead to varied outcomes, making understanding the nuances of different leadership styles imperative. Research shows that transformational leadership can contribute to broader socioeconomic benefits such as job creation, skill development, and community engagement beyond individual firms, thus playing a pivotal role in driving sustainable economic growth and societal well-being. Together, these leadership styles create a balanced framework that combines short-term efficiency with long-term strategic development, impacting economic performance at multiple levels. This essay synthesizes scholarly articles to explore how leadership styles impact employee performance and satisfaction, examining various perspectives utilizing path-goal theory, research methods, opinions, and conclusions.

Research Studies on Transformational Leadership and Employee Outcomes

Transformational leadership, a concept introduced by James MacGregor Burns and further developed by Bernard M. Bass, has been extensively studied and shown to significantly enhance employee performance and satisfaction through its core components of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985).

Research results on transformational leadership are one of the most extensively studied leadership styles due to their significant positive impact on employee performance and satisfaction. According to a study by Crawford(2003), transformational leaders inspire and motivate their followers by creating a vision, encouraging innovation, and fostering an environment of trust and respect. Crawford points out that reported transformational leadership could lead to a 21% increase in follower satisfaction and a 33% increase in follower performance (p. 8). This leadership style is associated with higher levels of intrinsic motivation among employees, which directly translates to improved performance and job satisfaction. The authors argue that transformational leadership enhances employee engagement and commitment and improves organizational outcomes.

Similarly, Birasnav(2013) found that transformational leadership positively influences employee satisfaction and performance through intellectual stimulation and individualized consideration (p. 32). Transformational leaders can enhance job satisfaction and productivity by challenging employees to think creatively and providing personalized support. The study suggests that transformational leadership enforces a positive work environment where employees feel valued and empowered. For instance, in a survey by Avolio and Yammarino(2013), organizations that employed transformational leadership saw enhanced employee creativity and innovation, resulting in improved job performance. This leadership style cultivates a culture where employees feel empowered and valued, leading to higher job satisfaction. Judge and Piccolo (2004) confirmed this by demonstrating that employees under transformational leaders reported greater job satisfaction due to increased recognition and a supportive work environment.

An example of this can be seen in tech companies like Google and Uber, where transformational leadership encourages employees to innovate and collaborate, boosting both performance and satisfaction. Leaders provide clear vision and inspiration, increasing employee engagement and productivity (Avolio & Yammarino, 2013, p. 6).

Research Findings on Transactional Leadership and Employee Performance

Research findings highlight the difference between transformational and transactional leadership, which focuses on clear structures, rewards, and penalties to manage employee performance. Transactional leadership theory, first described by Max Weber in 1947 and later expanded by Bernard Bass in the 1980s, is based on a system of rewards and penalties to manage followers. For example, in a sales environment, transactional leadership might involve setting specific targets and offering bonuses to meet these goals. While this can lead to improved performance metrics, it may not sustain long-term motivation. Interest in transactional leadership has persisted for several reasons: clear structure and expectations, measurable performance, risk management, and foundation for other leadership.

Susetyo(2022) highlights that while transactional leadership can effectively manage tasks and ensure compliance, more is needed to enhance employee satisfaction significantly. In his study, Susetyo uses quantitative data to support his analysis of transactional leadership. Susetyo's quantitative data reveals several key findings: a positive correlation with task performance, operational efficiency, and short-term goal achievement. This leadership style emphasizes the exchange between leader and follower, where compliance with instructions is rewarded, and deviations are penalized. While this approach can lead to high-performance levels in routine tasks, it may not inspire long-term employee commitment or innovation. Birasnav(2013) argues that overemphasizing rewards and punishments can lead to feeling undervalued or micromanaged, potentially decreasing job satisfaction. Employees might comply with directives but need a more profound organizational commitment. For instance, transactional employees might initially feel motivated but could experience burnout or disillusionment if the focus remains solely on metrics (Judge & Piccolo, 2004).

Quddus(2020) further explores the impact of transactional leadership on employee performance and satisfaction. Their findings indicate that transactional leadership can effectively achieve short-term goals and maintain operational efficiency. However, the lack of emphasis on employee development and intrinsic motivation may result in lower job satisfaction and engagement. Combining transactional leadership with elements of transformational leadership could provide a more balanced approach to managing employee performance and satisfaction.

Results on The Role of Leadership in Employee Well-Being

Interest in transformational leadership has grown significantly over the past few decades. Research consistently shows that transformational leadership is associated with numerous positive outcomes, including higher levels of employee performance, satisfaction, and commitment. As previously mentioned, studies by Crawford(2003) and Birasnav(2013) highlight how transformational leadership improves organizational performance by enforcing a positive work environment and motivating employees to achieve higher performance levels. Employee well-being is an essential aspect of job satisfaction and overall performance. Birasnav emphasizes this leadership style through a study that argues supportive leadership behaviors, such as providing feedback, recognizing achievements, and creating a positive work environment, are crucial for enhancing employee well-being. Specifically, Birasnav's study indicates that transformational leadership leads to a 15-25% increase in job satisfaction and a 20-30% improvement in performance. Leaders who prioritize employee well-being can reduce stress, increase job satisfaction, and improve performance.

Khassawneh(2022) supports this argument by highlighting the mediating role of employee well-being in the relationship between leadership style and performance. Khassawneh's research indicates that leaders demonstrating empathy, support, and encouraging work-life balance contribute to higher employee satisfaction and performance levels. The study promotes the importance of considering employee well-being as a critical factor in leadership effectiveness.

Study Outcomes on Path-Goal Theory and Work Group Effectiveness

The organizational climate, shaped by leadership behaviors, influences employee perceptions of fairness, trust, and support within the workplace (Schneider, 2013). Research indicates that participative leadership, which encourages employee involvement in decision-making processes, enhances organizational climate by promoting transparency and inclusivity (Judge & Piccolo, 2004). Judge and Piccolo (2004) found that participative leaders produce a positive climate where employees feel valued and empowered, resulting in higher job satisfaction and commitment to organizational goals. For instance, companies like Google and Southwest Airlines are known for their participatory leadership cultures, where employees are encouraged to contribute ideas and solutions and encourage a sense of ownership and engagement (Schneider, 2013).

Interest in transformational leadership has grown significantly over the past few decades. Research consistently shows that transformational leadership is associated with numerous positive outcomes, including higher levels of employee performance, satisfaction, and commitment. As previously mentioned, studies by Crawford(2003) and Birasnav(2013) highlight how transformational leadership improves organizational performance by enforcing a positive work environment and motivating employees to achieve higher performance levels. Employee well-being is an essential aspect of job satisfaction and overall performance. Birasnav emphasizes this leadership style through a study that argues supportive leadership behaviors, such as providing feedback, recognizing achievements, and creating a positive work environment, are crucial for enhancing employee well-being. Specifically, Birasnav's study indicates that transformational leadership leads to a 15-25% increase in job satisfaction and a 20-30% improvement in performance(p. 420). Leaders who prioritize employee well-being can reduce stress, increase job satisfaction, and improve performance.

Khassawneh(2022) supports this argument by highlighting the mediating role of employee well-being in the relationship between leadership style and performance. Khassawneh's research indicates that leaders who demonstrate empathy, support, and encourage work-life balance contribute to higher employee satisfaction and performance levels(p. 3). The study promotes the importance of considering employee well-being as a critical factor in leadership effectiveness.

Research Studies on Methods and Cultural Context

The research methods used to study the impact of leadership styles on performance and satisfaction vary widely. Quantitative approaches, such as surveys and performance metrics, are commonly employed to assess correlations (Birasnav, 2013). These methods provide empirical evidence of how different leadership styles affect employee outcomes. For example, Judge and Piccolo (2004) conducted a meta-analysis of quantitative studies, highlighting the significant positive correlation between transformational leadership and both performance and satisfaction.

Qualitative approaches, such as interviews and case studies, offer insights into employee perceptions and experiences, providing a richer understanding of how leadership styles affect the workplace (Bass, 1999). For instance, qualitative studies have revealed that employees under transformational leaders often express feelings of empowerment and commitment, illustrating the broader impacts beyond mere performance metrics.

Cultural context also plays a crucial role in moderating the effectiveness of leadership styles. Hofstede (2001) noted that transformational leadership might be more effective in individualistic cultures, where personal achievements and recognition are highly valued. In contrast, transactional leadership may resonate better in collectivist cultures, where group goals and rewards are emphasized. Understanding these cultural nuances is essential for leaders aiming to adapt their styles to diverse workforces.

Conclusion

The research evidence shows that the impact of leadership styles on employee performance and satisfaction is a multifaceted topic encompassing various perspectives, research methods, and conclusions. Transformational leadership is consistently associated with higher levels of employee satisfaction and performance, while transactional leadership is effective in achieving short-term goals but may not inspire long-term commitment. The well-being of employees is a critical factor in leadership effectiveness, with supportive and participative leadership styles contributing to higher job satisfaction and performance. The path-goal theory offers valuable insights into how leaders can adapt their styles to meet the specific needs of their employees. These findings emphasize the importance of understanding the nuanced effects of different leadership styles and adapting them to employees' needs and preferences. By doing so, leaders can create a positive work environment that encourages high satisfaction and performance, ultimately contributing to the organization's success.

References

Avolio, B. J., & Yammarino, F. J. (2013). Transformational and charismatic leadership: The road ahead. Emerald Group Publishing Limited.

Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.

Birasnav, M., Rangnekar, S., & Dalpati, A. (2013). Transformational leadership and human capital benefits: The role of knowledge management. Leadership & Organization Development Journal, 34(5), 410-432.https://doi.org/10.1108/LODJ-10-2011-0105

Crawford, E. R., LePine, J. A., & Rich, B. L. (2003). Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test. Journal of Applied Psychology, 88(5), 881-892.https://doi.org/10.1037/0021-9010.88.5.881

Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Sage Publications.

House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321-339.

Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768.

Khassawneh, Osama, & Elrehail, Hamzah. (2022). The effect of participative leadership style on employees' performance: The contingent role of institutional theory.Administrative Sciences,12(4), 1-13.https://doi.org/10.3390/admsci12040195

Longshore, J. M. (1987). "Leadership and Performance Beyond Expectations," Bernard M. Bass (Book Review) [Review of"Leadership and Performance Beyond Expectations," Bernard M. Bass (Book Review)].The Academy of Management Review,12(4), 756-. Academy of Management.

Quddus, A., & Burki, U. (2020). Ethical leadership in the digital age: Challenges and opportunities. Journal of Business Ethics, 162(3), 509-523.https://doi.org/10.1007/s10551-018-4016-2

Susetyo Darmanto, & Yan Supriyadi. (2022). DEVELOPMENT OF EMPLOYEE PERFORMANCE MODEL BASED ON TRANSACTIONAL LEADERSHIP, COMPETENCY, AND JOB SATISFACTION.Jurnal Aplikasi Manajemen,20(2). https://doi.org/10.21776/ub.jam.2022.020.02.18

Suharto, S. (2020). Digital leadership and employee performance: A study in the digital era. Journal of Business Research, 110(2), 320-330.https://doi.org/10.1016/j.jbusres.2020.02.039