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Nonprofit and Voluntary Sector Quarterly
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Relationships Between Leadership Styles and Followers' Emotional Experience and Effectiveness in the Voluntary Sector

Jens Rowold

University of Muenster, rowold{at}psy.uni-muenster.de

Anette Rohmann

University of Muenster

Research on transformational and transactional leadership has been dominated by research conducted in for-profit organizations. The objective of this study is to provide information about the role of emotions within transformational and transactional leadership in the voluntary sector. In addition, the effectiveness of leadership styles is explored. By examining the singers' (N= 288) perception of German choir conductors' leadership behaviors, the present study shows that positive emotions are more closely associated with transformational leadership than with transactional leadership. Furthermore, negative emotions are more strongly related to transactional than to transformational leadership. Besides, choir conductors' transformational leadership augments the impact of transactional leadership on singers' satisfaction, their extra effort and effectiveness. In combination, the results allow for a more thorough and detailed understanding of effective leadership behavior in voluntary organizations.

Key Words: transformational leadership • transactional leadership • voluntary organizations • emotions • choir

This version was published on April 1, 2009

Nonprofit and Voluntary Sector Quarterly, Vol. 38, No. 2, 270-286 (2009)
DOI: 10.1177/0899764008317304
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