01685pab a2200169 454500 180718b2013 xxu||||| |||| 00| 0 eng d Caillier, James Gerard Do employees feel comfortable blowing the whistle when their supervisors practice transformational leadership? 2013 p.1020-1028. Oct-Dec Although public organization literature is replete with studies examining whistleblowing, scholars have generally neglected the connection between leadership styles and whistleblowing. Furthermore, no study was found that examined the relationship between whistleblowing and the most often studied leadership style, transformational leadership. This article fills this void in the literature by examining the relationship between transformational leadership and whistleblowing in government agencies. After controlling for employee commitment and several power-dependency factors, the results revealed that employees were more comfortable blowing the whistle when they perceived organizational leaders and managers were practicing transformational leadership than when they perceived they were not. In fact, transformational leadership was the most important predictor. Employees were also most comfortable when they exhibited high levels of commitment and job satisfaction. On the other hand, minority employees were less at ease reporting wrong-doing to their supervisors than Caucasian employees. The implications of these results are thoroughly discussed in the article. - Reproduced. Leadership International Journal of Public Administration N 102550 102548 102548 0 0 0 0 IIPA IIPA 2018-07-19 Volume no: 36, Issue no: 12-14 AR103010 2018-07-19 2018-07-19 AR