TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP

This work examines the use of transformational and transactional leadership in two types of human service organizations. Applying the transformational leadership model developed by Burns (1978) and Bass (1985), the researcher explores the variations of how this model is practiced between leaders in community based non-profit organizations (CBO) and leaders in government social services. Differences in variables between individual leaders (such as sex, age and education) are also explored. The 45-item Multi-factor Leadership Questionnaire (MLQ) is used as the measurement tool. The researcher suggests the transformational leadership model is useful and can be applied to social workers and other human service disciplines as a means of understanding and enhancing leadership ability.

Rick Kuckartz, BA, BSW, MSW: Rick has worked as a clinical social worker for over 30 years in private and public organizations dealing with individuals and families as well as with work groups in a variety of organizational settings. Rick currently operates his own practice as Kuckartz Consulting Services.