An Empirical Study on Leadership Style and Job Engagement： Effects on Organizational Culture and Identification
The authors of this essay conduct an empirical study of the relationship between transformational leadership and transactional leadership of the superiors, represented in organizational culture, organizational identification as well as job engagement of junior staff. Samples are taken from corporation staff in China. The study proves that compared with transactional leadership, transformational leadership has significantly stronger influence on organizational culture, organizational identification and job engagement, though both leadership styles function via the mediator of organizational culture.
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