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A Study of Transnational and Transformation Leadership Styles and Factors Affect The Leadership Style

Aarti Deveshwar


Indu Aneja

Aarti Deveshwar 1
Indu Aneja 2

  1. Assistant Professor, Department of Management Studies, DCRUST, Murthal, Sonepat 1

  2. Research scholar, Department of Management Studies, DCRUST, Murthal, Sonepat 2


Current Global Corporative World provides the opportunity to the organizations to interact with various nations across the geographical limits. These interactions grant the cultural and value variations among the nations which recognized as the biggest challenge in front of the corporative managers. Suitability of an organization depends on the Effective leadership style in the complex competitive world. An Effective and Efficient Leadership style is the best tool to face these kinds of challenges. The paper focuses on the most popular Leadership style used by the international organizations in the current scenario. The study represents the picture of the existing literature on Transactional and Transformational Leadership styles and as well as on the cross-cultural dimensions model given by Greet Hofstede. The objectives of the paper (a) Comparative study of Transactional and Transformational Leadership Style and (b) Determine the cultural factors affect the leadership style.
Contribution/ Originality



  1. Abdullah, M., Abu-Tineh, S.A. Khasawneh and A.A. Al-Omari, 2008. Kouzes and posner’s transformational leadership model in practice: The case of Jordanian schools. Leadership and Organizational Development Journal, 29(8): 648-660.
  2. Alan, F.C. and A.J. Berry, 1998. Transformational leadership and learning orientation. Leadership and Organization Development Journal, 19(3): 164-172.
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  5. Brain, K. and D. Lewis, 2004. Exploring leadership preferences in multicultural workgroups an Australian case study.  Leadership and Organization Development Journal, 25(3): 263-278.
  6. Dorfman, P.W., 1996. International and cross-cultural leadership research, In B. J. Punnett & Fiedler, (1967) A theory of leadership effectiveness. New York: McGraw-Hill.
  7. Hautal, T.M., 2006. The relationship between personality and transformational leadership. Journal of Management Development, 25(8): 777-794.
  8. House, R., M. Javidan, P.J. Hanges and P. Dorfman, 2002. Understanding cultures and implicit theories across the globe: An introduction to project globe. Journal of World Business, 37: 3-10.
  9. Jogulu, U.D., 2010. Culturally- linked leadership style. Leadership and Organizational Development Journal, 31(8): 705-719.
  10. Laura, A. and Migliore, 2011. Relationship between big five personality traits and hofstede’s cultural dimensions: Sample from the USA and India. Cross- Cultural Management: An International Journal, 16(1): 38-54.
  11. Rowold, J., 2011. Relationship between leadership behaviors and performance: The moderating role of a work team’s level of age, gender, and cultural heterogeneity. Leadership and Organizational Development Journal, 32(6): 628-647.
  12. Sarros, J.C. and J.C. Santora, 2001. Leaders and values: A cross cultural study. Leadership and Organizational Development Journal, 22(5): 243-248.
  13. Shalin, A.I. and P.L. Wright, 2004. Leadership in context of culture: An egyptian perspective. Leadership and Organizational Development Journal, 25(6): 499-511.
  14. Shao, L. and W. Sheila, 2006. A cross- cultural test of the five- factor model of personality and transformational leadership. Journal of Business Research, 59: 936-944.


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