COMPARISON MATRIX

Comparison Matrix

[Name of the Institute]

Table of Contents

Comparison of the Introduction3

Comparison of the Purposes of Each Study4

Comparison of the Research Questions4

Comparison of the Literature Reviews5

Comparison of the Sample Population5

Comparison of the Results and Conclusions from the Studies6

References7

Comparison Matrix

Comparison of the Introduction

The comparison of the introduction of the two articles helps in gaining a better understanding of the research as well as its purpose. The introduction of Article 1 introduces the concept of leadership and how different approaches of leadership helps the leaders. The introduction focuses on the industrial revolution which resulted in affecting the relationship between employee and leaders. The theory of other-oriented and self-interest is explained in brief in the introduction.

The first of the two articles covered in this paper carries out an assessment of employee management and reviews the welfare of mankind. It does this by focusing on the objectives set by organizations and couples them with the perspective of transactional leadership and human resource significance. With a main focus on self-emphasis, the article determines how reasonable it is to accomplish defined objectives as organizations approcach the threshold of the 21st century.

Apart from this, the research also investigates the outcomes that have been derived from textual interpretations of philanthropian administration that have outlined a unique organizational objectives model that focuses on the management choices of employees, business students, and managers in order to determine if there is a meaningful divergence between choices among groups of organizational objectives with a human resource and practical propositions.

The introduction of Article 2, introduces the leadership qualities and responsibilities. It also explains that how the leaders need to understand their responsibilities and fulfill them keeping in mind the social responsibility. The introduction of this article is written as the summary of the research, which consists of all the definitions and also includes information related to all the terms used in the article. Leadership is a responsibility, and leaders possess different qualities which are interlinked with each other.

Numerous scholars on ethics and leadership have suggested that the process od transformational leadership is predicated on a set of divergent ethical principles when compared with the concept of transactional leadership. Various theoretical accounts suggest that deontological ethics should be linked to transformational leadership whereas it should likely be connected with teleological ethics. Nevertheless, not enough empirical reaserch has been carried out to comprehensively support these claims. Additionally, in spite of all the voices that have called for an increased attention towards how leaders influence the perceptions of their followers regarding the significance of corporate social responsibility and ethics, there has been an acute shortage of empirical studies that effectively assess the comparative effect of transactional and transformational leadership styles on the corporate social responsibility attitudes of followers.

Data gathered from 122 organizational leaders and 458 followers working for them indicated how deontological ethical values of leaders such as universal rights, altruism, Kantian principles strongly connect with followers' ratings of transformational leadership. Also, the teleological ethical values of leaders such as utilitarianism are also closely linked with followers' ratings ...