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D. N. D. Hartog and J. J. Van Muijen, “Transactional versus Transformational Leadership: An Analysis of the MLQ,” Journal of Occupational & Organizational Psychology, Vol. 70, No. 1, 2007, pp. 19-34. doi:10.1111/j.2044-8325.1997.tb00628.x

has been cited by the following article:

• TITLE: An Empirical Investigation on Leadership Styles Applied for Global Brand Management of Multinational Organizations in the United States

  AUTHORS: Tilokie Depoo, Gehan Dhameeth Shanmuganathan

  KEYWORDS: Global Brand Management; Charismatic Leadership; Transactional Leadership; Transformational Leadership; Classical Leadership; Situational Leadership

  JOURNAL NAME: Open Journal of Business and Management, Vol.1 No.2, July 2, 2013

  ABSTRACT: Purpose: The purpose of this study is to understand the application of leadership styles in multinational organizations operating in the United States for their global brand management. Design/Methodology/Approach: This quantitative study design uses three hundred and seventy (370) sample units that were drawn from all levels in organizations in collecting data for the final analysis. Findings: Situational leadership style is the most dominant leadership style applied in global brand management. However, certain critical perspectives at the time of investigation revealed from the study are discussed in the paper. Originality/Value: This study is the first to provide underpinnings of employee’s perception of leadership.