An empirical research in the relations between transformational and transactional leadership behaviors as well as trust in leader

In this study, the relations between the perception of the subordinate in the transformational and transactional leadership styles and their sub-dimensions who the next level manager of the subordinate exhibits as well as the affect based and cognition based trust in the next level manager of the subordinate has been researched. The research has been implemented over the employees with the titles of computer operator, specialist, engineer, branch manager and head of department in the Central Organization of General Directorate of Forestry in Ministry of Environment and Forestry. Surveys have been conducted over 329 employees in total. 293 eligible surveys of 329 surveys in total have formed the data set of the research. Datas have been analyzed through SPSS 18.0 data analysis software. In this study, Pearson correlation analysis and simple linear regression of the statistical analysis techniques have been employed. The more the perception levels of the subordinate whose the next level manager exhibits both transactional and transformational leadership styles have increased, the more the levels of affect based and cognition based trust in the next level manager of the subordinate have increased; however, the effects of transformational leadership style on both the affect based and cognition based trust have been much higher than the effects of transactional lidership have. It can be determined that transformational leadership style is much more effective on increasing the contributions of trust to the organization through the positive effects of the leadership style of the manager on the affect based and cognition based trust in the next level manager of the subordinate than transactional leaderhip style is.Key Words:1.Cognition Based Trust2.Affect Based Trust3.Transactional Leadership and Its Sub-Dimensions4.Transformational Leadership and Its Sub-Dimensions