The major findings indicated: perceptions of transformational and transactional leadership behaviors in the library sample were similar to the Bass (1985) model and other previous research on the model in other fields transformational leadership behaviors were perceived by the library sample as having more influence (either direct or indirect) on leadership outcomes, than transactional leadership library organizational effectiveness was perceived as a multidimensional construct, similar to the McDonald (1987) model transformational leadership was perceived as having more influence (either direct or indirect), than transactional leadership on the predictability of dimensions of library organizational effectiveness, (i.e., planning, organizing, evaluating, managing and developing resources) and background, status, and other demographic characteristics of the respondents, (i.e., position in the library, faculty status, affiliation with privately or state-support institution, research or college library), had strong influences (direct and indirect) on perceptions of both transformational leadership and organizational effectiveness. The objectives of this study were to determine: (1) whether perceptions of transformational factors (charisma, inspiration, intellectual stimulation, and individual consideration), as defined by the Multifactor Leadership Questionnaire (MLQ), (Bass, 1985 Bass & Avolio, 1990) would have incremental effects above and beyond transactional factors (contingent reward and management by exception), in medium-sized university libraries (2) the relationship of the leadership factors to perceptions of three outcome measures from the MLQ: satisfaction, extra effort and effectiveness and (3) the relationship of the MLQ model to perceived dimensions of library organizational effectiveness, as defined and measured by the Academic Library Effectiveness Questionnaire (ALEQ), (McDonald, 1987).ДЄll hypotheses associating the transformational leadership model with organizational effectiveness in medium-sized university libraries were supported. As technological and societal changes continue to influence libraries and higher education, leaders with vision and transformational characteristics will be needed in academic libraries to help encourage librarians and other staff to move towards individual renewal and organizational revitalization. transactional leadership, as defined by Burns (1978), and Bass (1985), represents an important addition to previous conceptualizations of leadership. University of Illinois at Urbana-Champaign

transactional leadership in university libraries: A test of the model and its relationship to perceived library organizational effectiveness

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