The Role of Transformational and Transactional Leadership in Contextual Performance

Abstract

Transformational and transactional leadership have been investigated in scores of studies. The value of task performance has long been emphasized but in recent times increasing attention is invested on discretionary and interpersonally oriented job behaviours referred to as contextual performance. This study examines the role of transformational and transactional leadership in contextual performance: Interpersonal facilitation and job dedication. Data was collected from 138 leader-follower dyads from multinational organizations in India. Results indicate that transactional leadership explains job dedication better than transformational leadership. The ignored aspect of transactional leadership is discussed suggesting its efficacy in certain cases. Implications for theory and practice of leadership and contextual performance are discussed, and future research directions offered.