Expanded Comparison Matrix Introduction This paper gives evidence in support of the position that transformational leadership has

no prospect in the service and public sectors of low hourly wage jobs. The sway of scientific management practices in organization of work was never replaced by the human relation movement and transformational leadership was no exception in that regard. The Bradley and Sanjay and the Emery and Barker articles which investigated the questions of whether transformational leadership has a role in the public sector and in the service sector found a strong correlation between transformational leadership and job satisfaction, organizational commitment, intellectual stimulation and individual considerations. But, it is the position of this paper that those findings fly in the face of concrete reality. Low level employees are never expected to question the policies and procedures put in place by others ever. They are screened to find out who can best follow instruction and not the other way around. In the Hersch article, the notion that overqualified employees are less satisfied and more likely to quit is evidentiary and this paper supports that position. Next, I will do a comparison of the research questions, purpose of study, literature review, sample size, and limitations in the three studies. Subsequently I will do a comparison of the results and conclusions of the three articles along with an accounting of further research. However, it was in the first two articles that transformational leadership theory was applied and that was not the case in Article 3, therefore the comparison is on the first two articles and Article 3 will only be included whenever appropriate. Comparison of Research Questions A comparison of the research questions of the Bradley and Sanjay article refers to as Article 1 and the Emery and Barker article refers to as Article 2 show that they have many similarities and differences. Article 1 is focused on whether transformational leadership has a role in the public sector and Article 2 is

concerned with whether low hourly wage service sector employees preferred transformational or transactional leadership styles. The two questions have much in common, because whether or not transformational leadership works in both environments is a testable question. However, the Hersch article refers to as Article 3 comparison with the first two articles is like comparing apples and oranges. The issues in Article 1 and 2 are not related to the issues in article 3. The question of transformational leadership was not addressed in Article 3 at all whereas Article 1 and 2 were focused on the role of transformational behaviors on the public and service sectors. Article 3 was focused on whether overqualified workers are less satisfied and more likely to quit or not and not whether transformational behaviors have a future in both public and service sectors of the economy. Purpose of Studies The purpose of the studies include: Article 1 to validate that there is a place and time for transformational leadership in the public Sector. The purpose of the study in Article 2 is to confirm the effect of Transactional and Transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel, and Article 3 is whether overqualified employees are less satisfied and more likely to quit or not? Given the potential effectiveness of transformational leadership style, it is important to test whether bureaucratic characteristics inhibit transformational behaviors in the public sector as main stream management literature says it is. Also important is to test the effect of transformational behaviors on service sector employees as well as do a comparison with whether overqualified workers are less satisfied and most likely to quit their jobs. Literature Review In all three articles the lit review was great. The historical summary of what has been written thus far included the works of Bass and Riggio, 2006, in Article 1, Bass and Avolio, 1987 in Article 2 and Rumberger, 1978 in Article 3. The important author is Burns the architect of transformational theory. A

comparison of the lit review shows in all three articles the premise of the study in Article 1 namely that the bureaucratic characteristics of public sector organizational units were not hindrance on transformational behaviors was supported by earlier works. (Bass and Riggio, 2006). In Article 2, the research model is that service sector employees are more suitable to a transactional leadership style. Service sector workers favored transformational behaviors and this was supported by antecedent research. ( Bass and Avolio, 1987). The same was true in the case of Article 3 where the research question: whether overqualified workers are less satisfied and more likely to quit their jobs was supported by the works of Rumberger, (Rumberger, 1978). As work organization gets ever increasingly routinized and organizations continually not provide intellectual stimulation, food store personnel feel that intellectual stimulation was central to job satisfaction. The ineffectiveness of a management- by exception style (MBE) was evident. In Article 3 the antecedent studies all support the study claim that overqualified workers were less satisfied and more likely to quit but this has nothing to do with transformational behaviors because it was not part of the equation in this case as in all the other cases. (Burns, 1978) was the architect of the concept of transformational leadership which became a major theory of Organizational Behavior (OB). Transactional leadership is based on individual meritocracy and transformational leaders influence behavior by changing group social perceptions. (Bass and Riggio, 2006) To mobilize individual effort, these leaders increase the consciousness of organizational benefits. By invoking moral values they induce the followers to deny self- interest for the benefit of the organization. (Bradley and Sanjay, 2009). On the other hand, transactional leadership is based on work standards, assignments, and task-oriented goals as in scientific management. In addition, transactional leaders depend on task completion and employee compliance, as well as rewards and punishments to influence performance. ( Bass and Riggio, 2006).

Comparison of Sample Size The population of the study in Article 1 was 1322 high senior level managers in local governments of 50,000 or more residents. They were selected because they showed promise of vision, intellectual stimulation and role modeling capabilities. The rationale for the selection was that these are the ones in the best position to direct and influence change. The population in Article 2 was 77 bank branch managers from three regional banks and 47 store managers from one national food chain. 43% of branch and 85% of food store managers were male. The two service environments were selected to control for the effect of contextual variables. The rationale for the selection was the same: the managers were in a position to influence change or exercise effective transformational leadership behaviors. The sample size in Article 3 was 414 male and 213 female workers in the Eugene, Oregon area. The selected employees were from manufacturing and warehouse firms. The reason for this is because these jobs are similar and the workers change jobs across these industries. A comparison of the three sample sizes indicate that a great deal of due diligence went into sample selection and methodology and that the samples were representative of the study populations, though not necessarily random. Limitations The average age of 50 years, mostly whites and only 3 units in many jurisdictions might not be representative in Article 1. There might also be a case of identifying the wrong transformational leaders. Red tape may not hinder transformational leadership but it sure does not facilitate it. In Article 2, an abridge version of the MLQ-1 instrument was used and it may not fully reflect the measurement of the constructs in this case. ( Bass, 1985) The modified version of the job description index might have some issues as well because of the nature of the qualitative method employed in this case , namely if the respondents were only telling what the researcher wants to hear or not. The results of organizational commitment and the job satisfaction and the correlations with transformational behaviors again, may

not be the true indicative of the respondents feelings and opinions because relatively low paid and high school educated customer contact personnel are not expected to be creative in their jobs, contrary to the two study conclusions. In article 3, the frame of requirement of required education may be difficult, but most respondents did not have trouble answering that question. The QES and the measure of training may be in error as was the case in the PSID study. Conclusion These findings do not support the strong opinions fostered by mainstream or generic management literature about the future of transformational leadership in the public sector. Bureaucratic red tapes negative effect on organizational performance is also mitigated by developmental culture. (Bradley and Sanjay, 2009). In Article 1 the, the findings about the effect of bureaucratic structures on transformational leadership were mixed. Hierarchical organizational structures correlation with lower transformational leadership was supported by the data but weak lateral/ upward communication in an organization, was negatively associated with transformational leadership. ( Bradley and Sanjay, 2009). In article 2, a comparison of the results and conclusions with the results and conclusions in Article 1 shows a correlation between contingency reward and organizational commitment. (Emery and Barker, 2007).The hypothesis that employees managed under transformational leadership have a higher organizational commitment was borne out by the data. In Article 3, the data support the research question that overqualified workers are less satisfied and more likely to quit. The expressed likelihood of quitting is positively related to the number of years of surplus schooling for men and is significant at the 5% level, but it is negatively and significantly related to hourly wages for both men and women. (Hersch, 1991). Thus men with surplus education are more likely to expect to receive an outside offer that exceeds their current wage. However, the likelihood of receiving a higher outside wage offer is inversely related to current wages. Finding an inverse relation between training time and the quantity of surplus

schooling provides a rationale for hiring overqualified workers. This inverse relation is due to greater innate ability of workers with surplus education, the result of firms providing less training to workers they anticipate will be more likely to quit, the costs of training is less costly and the cost to retrain new worker is negligible because of high turnover rates in these kinds of jobs. (Hersch. 1991). Further Research Since these findings are survey based, future studies should attempt to examine whether these findings are valid in other types of public organizations as on the state and federal levels. Especially, since local government organizational units are by nature not always bureaucratic as mainstream literature would have you believe. Further, survey research findings are not conducive for generalization into other areas other than the population under study. In Article 2, the authors said there are factors that might mitigate the impact of transformational and transactional leadership on performance: receptivity to change and propensity for risk taking. In contrast, leaders who question the status quo and seek improvement in ways to perform the job may be considered too unsettling and therefore lacking congruence or good fit with the unit. ( Bass and Avolio, 1987). My question is, in the service sector and in the public sector, most jobs are routine and the people expect you to follow procedures and policies designed by others for you to get your foot in the door let alone succeed at the job. Therefore, how can employees want to be intellectually stimulated unless they are in the creative destruction, creative disruption or technology (Silicone valley) jobs but not in low hourly wages service or public sector jobs, that for sure? In Article 3 the future study is to validate that by searching while employed, workers move into better matching jobs which support the empirical finding that eventually workers move into jobs with ultimately long duration. That is yet to be confirmed. References

Brandley E. Wright and Sanjay K. Pandey, 92009). Transformational Leadership in the Public sector: Does Structure Matter? Dundum, Kevin b. Loweand Bruce J. Avolio, (2002). Meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction Emery Charles R, and Barker Katherine J., (2007). The effect of transformation and transaction leadership Styles on the organizational Commitment and Job Satisfaction of Customer Contact Personnel. Bass B. M., (1985). Leadership and Performance beyond Expectations. New York: Free Press. Hersch Joni, (1991). Education Match and Job match. Rumberger, Russell W. (1987). The impact of Surplus Schooling on Productivity and earnings, Journal of Human Resources Vol. 22