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Transactional and transformational leadership: An examination of the leadership challenge model

Gennaro F. Vito (Department of Justice Administration, University of Louisville, Louisville, Kentucky, USA)
George E. Higgins (Department of Justice Administration, University of Louisville, Louisville, Kentucky, USA)
Andrew S. Denney (Department of Justice Administration, University of Louisville, Louisville, Kentucky, USA)

Policing: An International Journal

ISSN: 1363-951X

Article publication date: 11 November 2014

Abstract

Purpose

The purpose of this paper is to examine three different structural models the Leadership Challenge model to determine if they best capture transactional or transformational leadership. The three models are derived from the literature.

Design/methodology/approach

The data for this study come from self-report surveys of middle managers that are attending the Administrative Officers Course at the Southern Police Institute. The managers completed the 30-item 360° leadership challenge measure. Because the leadership challenge measure is a 360° evaluation of leadership, up to five observers provided data about their manager. The authors use the data from the observer in this study. Using structural equation modeling, the authors examine the aims.

Findings

The findings show two important advances. First, the leadership challenge model may capture both transformational and transactional leadership. Second, the findings support the view that the really captures transformational leadership.

Originality/value

To the authors’ knowledge, no study has performed this type of examination in the policing literature. The value of this type examination is high.

Keywords

Citation

F. Vito, G., E. Higgins, G. and S. Denney, A. (2014), "Transactional and transformational leadership: An examination of the leadership challenge model", Policing: An International Journal, Vol. 37 No. 4, pp. 809-822. https://doi.org/10.1108/PIJPSM-01-2014-0008

Publisher

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Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited