The Effect of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel

By Charles R. Emery, Katherine J. Barker. 2007

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Transformational Leadership and Job Satisfaction in the Banking Sector: A Review (2014, background): “As by John Smith, former CEO of Marriott Corporation has put it, “You can’t have happy customers served by unhappy employees” (Heskett et al., 1997 in Emery and Barker, 2007).”
Organizational Culture and Job Satisfaction: A Review (2014, background): “In general, transformational leadership seems not only to influence job satisfaction, but also to determine job commitment (Emery and Barker, 2007); the relation between job commitment and job satisfaction has been proven to be reciprocal, anyway (Riaz et al., 2011).”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, background): “In addition, the punishment aspect when agreed-upon goals are not met also implies a style that is bureaucratic, conforming, non-inspiring, and not motivating (Emery and Barker 2007).”
Leadership Styles and Burnout: is there an association? (2010, background): “, 1997), transformational leaders are more effective than transactional leaders (Bass and Bass, 2008; Emery and Barker, 2007).”
The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior (2017, background): “A one-to-one relationship improves the commitment of team members to take on the tasks arranged by the leader [47].”