rmational leadership, suggesting that there is indeed a relationship that exists between one's satisfaction on his/her job and receipt of a contingent personal reward from his/her leader.
             In analyzing job performance versus transactional and transformational leaderships, interesting results were generated. Results showed that when contingency reward became a 'moderator variable' to transformational leadership elements and job performance, results depended on the level of contingency reward receive-that is, whether the reward given was considered 'high' or 'low' by the employee. In the statistical tests conducted among the variables vision, job performance, and contingent reward, it was found that performance is at its highest when the contingent reward is low (while setting vision constantly high for both low and high levels of contingent reward). Conversely, performance was determined to be lower when contingent reward was high (77).
             However, a different pattern emerged when the author considered the relat
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