本文通过识别在领导力发展中的关键理论和方法来研读有关领导力的文献，
并着力研究交易型领导方法与变革型领导方法的比较和文化因素对领导的影响
（采用 Hofstede 的五个文化尺度）。通过对文献的研读发现，领导类型的适用性
是受限于现实文化背景的。
本文运用归纳的方法，基于 Bass and Avolio 构建的全方位领导模型，运
用对某市地方政府部门领导和下属的便利抽样选择样本，采用半结构化访谈收集
数据，分析交易型领导和变革型领导的适用性。研究表明，某市地方政府部门的
领导正趋向于在交易型领导基础上，逐渐采用适用的变革型领导方式。在此过程
中，中国的文化对正在转型变化的领导方式仍具有根深蒂固的影响。
根据研究结论，本文在最后给出了某市地方政府发展领导力的有关建议：多
与下属单独沟通，了解下属偏好，并结合权变奖励与感召力采取更有针对性的激
励方式；更加注重个人魅力的培养，加强学习，提升自信，作道德垂范者和担当
者。
关键词：交易型领导 变革型领导 文化背景 适用性
ABSTRACT
With their UK and US origins, leadership theories have undergone
tremendous empirical researches and gained practical implications in
western world. But the generality and universality of these theories are
not necessarily proper. Under swift transformations in all aspects of
society, the strengthening of leadership in the government of X city in
china at different levels is an outstanding issue in rounds of
governmental reforms. This project aims to explore the appropriateness
of transactional and transformational leadership approaches in X’s local
government sectors under Chinese cultural context.
This project examines the literature on leadership by identifying key
theories and approaches in the development of leadership. Special efforts
are given to the comparison of transactional and transformational
leadership approaches, and the influence of culture on
leadership(Hofstede’s dimensions). The review finds that the
appropriateness of leadership approaches is confined to real cultural
contexts.
Applying an inductive approach, data collected from semi-structured
interviews with convenient samples in X’s local government sectors
examines the application and effectiveness of transactional and
transformational leadership approaches based on Bass and Avolio’s (1997)
full-range leadership model. Research shows that leadership in X’s local
government sectors is taking transactional approach as the basis with a
trend to apply some elements of transformational style. In this process,
Chinese culture has a deep-rooted influence on leadership with updated
changes.
Following the analysis and conclusion, recommendations at the end of the
article are categorized: To learn subordinates’ motives to work,
leaders should take a proactive and open-minded manner to find out and
develop different methods to stimulate them; Leaders should improve their
Charisma by negotiating, participating, studying and being paragons of
virtue。
Key words ： Transactional leadership, Transformational leadership,
Cultural context，Appropriateness
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