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Abstract
This study examines the impact of transactional versus transformational leadership on job satisfaction. Data was collected through a 69-item questionnaire for employees and a 70-item questionnaire for leaders to investigate their perceptions of their own leadership style and those of their direct leaders. Completed questionnaires were collected from 43 employees and 43 leaders. Consistent with earlier findings, a strong positive impact of both transactional and transformational leadership on job satisfaction was detected. Results suggest the need for making leaders aware of their own leadership style, and the expectations and perceptions of their employees.