Transformational and Transactional Leadership in the Indian Context

This study examines the dimensionality of transformational and transactional leadership posited by Bass [1] and their role in explaining select outcome variables and employee attitudes in the Indian context. Data was collected from a sample of 255 employees from a large multinational organization in India, using Multifactor leadership Questionnaire (MLQ 5x) [2] [3]. Results show that transformational and transactional leadership are linked with extra effort, effectiveness of the leader, satisfaction with the leader and turnover intentions. Results of hierarchical regression analysis reveal that significant proportion of extra variance in outcome variables is explained only by transformational leadership. This study finds support for two-factor Active-Passive model of leadership and provides an empirical support to the transformational and transactional leadership model in the Indian context.