Transformational and transactional leadership effects on communication styles

Abstract

This study aimed to investigate the effects of perceived transformational and transactional leadership styles on communication styles among employees in manufacturing organisations within South Africa. Respondents were a purposive sample of 564 employees of South African manufacturing organisations (females = 45%; white = 45.4%). The employees completed measures consisting of the Communication Styles Inventory as well as the Transformational and Transactional Leadership Styles Scales. We utilised step-wise multiple regression analyses to predict communication styles from transformational and transactional leadership styles. Results indicate that idealised influence as perceived transformational leadership style had an effect on all four communication styles; namely preciseness, verbal aggressiveness, emotionality, and impression manipulativeness. Additionally, these communication styles were significantly predicted by contingent rewards and passive management-by-exception as perceived transactional leadership styles. These findings indicate that leaders can utilise a specific communication style to enhance the relationship with subordinates. This could encourage communication behaviour for improved organisational outcomes among employees within a South African manufacturing environment.