This dimension, as described by Eagly and Johannesen-Schmidt (2001), "include[s] behaviour such as helping and doing favors for subordinates, looking out for their welfare, explaining procedures, and being friendly and available" (p. 786). .
More recently, researchers have begun focusing on another aspect of leadership style: the two contrasting styles of transformational and transactional leadership (Robbins & Langton 2001; Pounder & Coleman, 2002; Burke & Collins, 2001; Carless, 1998; Van Eagen, Van der Leeden & Willemsen, 2001; Powell, 2003; Eagly & Johannesen-Schmidt, 2001; Eagly & Johnson, 1990). Transformational leaders typically "articulate a vision, use lateral or nontraditional thinking, encourage individual development, give regular feedback, use participative decision-making, and promote a cooperative and trusting work environment" (Carless, 1998, p. 888). In other words, these leaders are able to motivate their subordinates (through positive relationships) to transcend their own needs and to instead focus on the interests of the group or organization to strengthen individual and organizational performance. On the other hand, transactional leadership focuses on defining the responsibilities of subordinates, monitoring the execution of responsibilities (Carless, 1998). Transactional leaders have the tendency to prompt efficiency of work by either rewarding success or correcting failures, while transformational leaders stimulate subordinates through the means of motivating, inspiring, mentoring and empowering them. In general, transformational leadership is regarded as the superior form of leadership, "built on transactional leadership, but not vice versa" (Pounder & Coleman, 2002, p. 123).
LEADERSHIP STYLES DO NOT DIFFER BASED ON GENDER.
There has been a vast body of research, which has concluded that differences in leadership styles do not exist. Among these studies, the research of Eagen, Van der Leeden and Willemsen (2001) has presented one of the most successful findings.
