Othman, Rashid Ally
(2015)
Impacts of Transformational and Transactional Leadership Styles on Organizational Performance in the Context of Customer Services.
Masters thesis, The Open University of Tanzania.
Abstract
The research study examines the impacts of transformational and transactional leadership styles on organizational performance in the context of customer services. The objectives is to identifying the type of leadership style which has higher and low impacts on organizational performance and study different measures of organizational performance identified during the study. The study employed a case study research design with samples of 55 employees from 6 selected Barclay‟s branches in DSM namely; Ohio, Slipway, Pugu, Mwenge, Mkunguni and Buguruni branch. Interview and questionnaire were used to collect the data and the data were analyzed qualitatively through content analysis. Barclays Bank is the private organization which operating in Tanzania for the past ten years and currently boasts a network of 22 branches 46ATMs strategically located countrywide.
The research findings revealed that transformational leadership style has higher positive impacts on organizational performance in the context of customer services while transactional leadership style has lower positive impacts on organizational performance in the context of customer services. The findings also showed that leadership behavior has great impacts towards business performance through establishment of organizational culture and encourages growth of business acumen thinking among employees. Furthermore the study recommended that the research questions should be retested in other organization so as to compare the findings. Also the research recommended that the application of any type of leadership style in the organization should consider the context in order to have higher positive impacts.
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