tives on job performance, providing the researcher a holistic understanding of job performance as defined and understood by scholars on the subject and extant literature.
             Robert Vecchio on the prediction of performance and satisfaction through leadership
             Vecchio (2008), in his discussion of job performance in organizations, contextualized it through the path goal and transformation leadership theories. Application of these theories is critical in the study since the author sought to prove whether performance is significantly linked to leadership, and if this is the case, what specific kind of leadership works best for performance: transactional or transformational leadership.
             Distinguishing between transactional and transformational leadership was a conceptual challenge in the article, since the focus was on quantitative methods measuring 'unmeasurable' concepts such as job performance, transactional leadership, and transformation leadership. A primary measure of transactional leadership was "contingent personal reward," although for the purposes of the paper, the author did not specify what this reward was. Transformational leadership, meanwhile, was measured through the leader's "vision, high performance expectations, and frequency of positive evaluations" (72). It is apparent that from these definitions, transactional leadership has a more extrinsic quality due to its concept of rewards, while transformational leadership is intrinsic with its inclusion of 'value-based' components such as vision, performance expectations, and positive evaluations.
             The study generated interesting findings, uncovering an important learning on leadership styles and their potential outcomes to the relationship between leader and employee, and employee and the organization. The findings showed that in terms of job satisfaction, transactional leadership proved to be more significant than transfo...