Substance of a transaction Essay Example | Topics and Well Written Essays - 1250 words

Substance of a transaction - Essay ExampleAccording to any foreign standard,financial storys should present fairly the financial position and cash flows of an entity.The nubble of a transaction means the reality of an actual event that has taken place which take to be accounted for. If in inningation is to represent faithfully the transactions and other events that it purports to represent, it is necessary that they are accounted for and presented in accordance with their substance and scotch reality and not besides their legal form.It is, therefore, of absolute importance that the actual substance of the transaction is accounted for in order to meet international regulatory requirements for financial reporting as intimately as achieve fair presentation standards and a higher level of transparency in the books of accounts to avoid any audit objections.The generally accepted news report principles, more commonly known as GAAP, let evolved as an important term in accounting a nd signifies all the rules, from whatever source, which govern accounting. These principles may do from sources like local party legislation, national and international accounting standards, statutory requirements and stock listing requirements yet they are based on the foundations of common principles, namely the going concern assumption, accrual basis of accounting, materiality and substance over form. The GAAP which lays down the concept of substance of transactions is called substance over form. The underlying principle is that although substance of a transaction may be the same as its legal form, for a number of transactions, the legal form does not indicate the true substance of a transaction and must make economic sense in the financial statements excogitateing the reality of an actual event that has taken place. Such may be the case in various sales purchase agreements, leasing, insurance etc. As an example, some transactions may have the form of an outright purchase of c apital equipment, whereas in fact the substance of the transactions is a lease of (or perhaps an option to purchase) the equipment. Such transaction excessively attract audit attention and are important from taxation point of view. Thus we always consider the real substance of a transaction sort of of its legal form. In this manner, the concept of substance over form plays a dominant role. Accordingly, it delivers the fact whether the financial statements reflect the financial reality of the entity rather than untarnished legal form of the transactions and events which bring them about. The underlying principle is relevant to managements contentions that the financial statement items are complete, valid and accurate, and in particular that the financial statement items are exact as to presentation and disclosure. The FASB considered that substance over form was redundant because without it have representational faithfulness cannot be achieved.From auditors point of view, transact ions where the substance of the transaction differs significantly from the form are considered vigilantly. In simpler words, auditors try to find a transaction or groups of transactions that do not make economic sense or emerge as they have been made to change the way in which an account balance appears in the financial statements, rather than reflect the reality of an actual event that has taken place. These transactions are commonly recorded around balance date and often appear overly complex. A well-known example from the past was Enron groups use of over 3000 Special Purpose Entities (SPEs) structured in such a way as to enable the company to avoid including extensive debt in the unify financial statements of the group. This has led to suggested/actual revisions to various accounting standards throughout the world. These revisions require SPEs (such as trusts, partnerships and non incorporated entities) to be consolidated when the substance of the relationship between an entity and the SPE indicates

Difficult and Glorious History of Boeing 747 Research Paper

Difficult and Glorious History of Boeing 747 - Research Paper ExampleBoeing 747-100 Iran go againstment of 747 occurred during the rapid growth of atm traffic in the 60s. Boeing 707, which dominated at that time in the U.S. airline market, already struggling to cope with the increasing flow of passengers. Prior to that, the Boeing Corporation has worked to develop a large transport aircraft for the U.S. Army, but then lost the draft Corporation Lockheed - C-5 Galaxy. Nevertheless, the most loyal Boeing customer - the airline Pan American - has substantial requirements for the giant passenger knock off which was supposed to be more 707 twice. In 1966, the Corporation introduced a new configuration of the aircraft, the designation 747. Initially, the project is a fully double-deck aircraft, but with this configuration, there were some difficulties, and the scheme was abandoned in favor of the hump. From the first series of 100 aircraft, Pan Am ordered 25. Hess, R. A., and Wells, S . R.At that time it was thought that such giants will soon be superseded by supersonic aircraft. Therefore, the 747 was originally developed as a transport aircraft. Over time, it was mean even a complete refurbishment of all aircraft into freighters. The cockpit was placed on the upper deck specifically to be able to convert the nose of the plane in the cargo ramp. It was assumed that the market does not need more than 400 aircraft of this type, however, despite the criticism and tough competition in 1993, was built gramme aircraft. Only in the first decade of XXI century sales 747 began to fall. Construction of aircraft has been associated with some difficulties the Boeing plant did not have capabilities to produce such long aircraft. To do this in a small town Everett, Washington had built a new factory, which became home to a new family of aircraft. Company Pratt & Whitney has developed a huge turbofan engine with a high pass ratio - JT9D, which was originally used exclusivel y for the 747. In order to improve safety and immediate qualities of aircraft on the 747 were set back four hydraulic systems and slotted flaps, which are allowed to use the aircraft on the runways of standard length.

SLA Position Paper Assignment Example | Topics and Well Written Essays - 1750 words

SLA Position Paper - Assignment ExampleHuman nature prompts one to deal with whatever is mysterious and restless. Researchers continue to boot at one theory after another, state all kinds of hypotheses and strive to prove them. Based on an overview of research in the nature of words and pedagogic systems, and with a few additions from my own experience, I shall profess some observations about these issues in this position paper. Normally, man as a social being, has a zest to know more and more people and associate with them. This process begins with introduction and can proceed to all kinds of relationships ranging from mere acquaintance to wedlock. Knowing the impertinently person does not stop with knowing his name, background and a few other details. Knowing him better means knowing everything about him, including his past life, future ambitions and so on He has his own social identity he is a part of his enculturation, belongs to some religious community and shares some b eliefs and attitudes. He speaks a mother natural language which is part and parcel of his personality. I believe that a persons character is shaped by the place and community where he is born, his religion, culture, socio-economic background, and of course, his mother tongue. ripe as all these factors shape his perception of the world and the people around him, his first language or MT also influences his personality. The language, its nature, the thoughts and concepts expressed in it, the lexis and structure, phonologic structure, all shape his views, attitudes and insights into the world and human life. Thus, indirectly and to a significant extent, language has a contribution in the formation of character and personality. Language is enter in culture. Culture implies a number of things and language is one of them. In other words, language is one of the elements of culture. Language and culture are firmly environ to each other. A human being is a product of his culture. His th oughts and attitudes are fostered by it. Culture nourishes the character of an separate. If language is a part of culture, it follows logically that language lends social identity to the individual. An individual speaking a particular dialect is immediately identified as belonging to a certain geographical region, a social stratum, a cultural and linguistic community. Ones social status is decided by ones language. I can hence say with some degree of conviction that personality of an individual revolves around two factors, language and culture. It is this understanding of the nature and importance of language that has led me to make a statement about language learning. Let us look at the whole issue of language learning from a different angle. An individual in the modern world is to be considered as a sum total of his character, views, opinions, beliefs, attitudes, socio-economic status, educational background and all other factors that make up his personality. This is mainly sha ped by his culture and language, which is his MT. In changing times, he does not (and cannot afford to) restrict himself to his MT. Just as he tries to know, understand and acquire the new global culture, he simultaneously comes in contact with the individuals representing social identities of their own, speaking and using other languages which are their MTs. An entire understanding and acceptance of new culture implies contact, understanding and

New Government Accounting Systems Essay Example for Free

New Government Accounting Systems EssayDont snoop. Not only does handout through your roommates belongings violate their privacy, but it canister as well as destroy the trust between the two of you if they find out. Have a place to put your own mail, personal photos and other items that you dont want your roommate going through to avoid conflict over privacy issues. Personal ItemsAccording to Huffington Post, borrowing personal items is a main cause for tension between roommates. conclude from borrowing anything without your roommates permission, and dont allow your guests to touch or borrow anything of theirs, either. If you do obtain permission, return the item promptly and in the same condition that you borrowed it. If you break it or damage it, replace it. Noise LevelsPeace and quiet at home is important whether you are a college student or a working professional. It can be difficult to concentrate in an environment that is constantly loud and boisterous. Agree on set qu iet times in your household and revere them. RespectAlways respect your roommate. If they arent somebody that you already know well, take the time to get acquainted with them. Your roommate may or may non be your friend, says Huffington Post, but he or she will be your business partner. Treat that person with tact and consideration at all times. FinancesAs business partners and house mates, it is important to be up-front with your roommate about finances. If something happens and you are unable to make the rent, let them know. Your financial health can directly concussion their living situation.Consider having the rent automatically debited from the account to prevent any mishaps and split all bills in half. Work with your roommate to set up a financial plan in advance to avoid problems from occurring that may jeopardize your living situation. SocializingIf you are the type of person to have a quite a little of company or indulge in social drinking or smoking at home and your ro ommate is not, this can be a starting time of contention between the two of you. Discuss this issue in advance. Set some ground rules for social visits, parties and such and follow them.

Creating Methodology Essay Example for Free

Creating Methodology Essay1. Discuss factors about the corporate culture that were at play, and suggest central reasons why the executive staff waited as long as they had to consider the development of an enterprise project management methodology (EPM).2. Recommend to both the senior executives (i.e., the company) and John Compton (i.e., the president) whether the project management place (PMO) should report to the chief information officer (CIO) or to someone else. Justify the response.3. Use at least three (3) quality references.Note Wikipedia and (3). Difference QuotientA classmate states that the difference quotient of any linear function f(x) = mx + b is always m. Explain if you agree or disagree with this statement, and state why.I disagree because he is using the wrong formula. f(x) = mx + b is the slope-intercept form of a linear function and m represents the slope.

Chinese culture Essay Example for Free

Chinese enculturation Essay1. Executive Summary affair today is becoming more than universal and it is usual to travel around the world for personal line of credit serve upings. In order to clinch a argumentation deal with parties of other countries, it is essential to do some research about the commonwealth start. This pass on provide critical in realiseation about their duty tradition, etiquette issues and other factors that volition allow easier acceptance of Singaporean business persons. China existence the largest populated country of 1. 3 billion, with an argona of 9,600,000 square kilometers, has a long history, unique culture and a wide variety of distinctive customs and traditions. She has been attracting foreigners to invest as there are plentiful resources and labour market, which are crucial in business dealings. Besides the factors that are mentioned above, other factors play essential roles as well. Guanxi and Mianzi are the foremost factors that Chine se businessmen take into account. Other factors include preparation for Chinese business meetings, knowledge of the Chinese Lijie, such as non-verbal communication and social relationships. Also, the Chinese banquet consisting table etiquette together with drinking and toasting.There will excessively be gift-giving, such as what should be considered to give and what should be avoided. Last but not least, different ways to negotiate with the Chinese for the best theme should be taken into consideration. In conclusion, having the knowledge of the Chinese etiquette will better help one to succeed in clinching more business dealings. At the aforesaid(prenominal) time, it also helps one to understand the culture and customs of Chinese. Therefore, this will not alone do one good for business purposes, but also encourages common understanding amongst countries.2. Introduction The Peoples Republic of China, has a largest population of 1. 3 billion and a GDP of US$2393 billion. Thus, it has been eyed by many business executives out-of-pocket to its big market share and a large pool of labour which provides many business opportunities. In order to carry out business proceedings efficiently with the Chinese, it is important for us to know what the prohibitions, customs and taboos are in China. By understanding these, we will be more prepared to conduct business with the Chinese. 2. 1 Meeting the Chinese.To begin with, the Chinese are very particular about first impressions. They prefer to be introduced formally to concourse as they are reluctant to strike up conversations with people they are unfamiliar with. A proper handshake will be most appropriate upon introduction. If one is be introduced to a group, remember to shake everyones hands. Also, stand up throughout, when being introduced or when presenting self. Begin introductions with his/her name, weded by the companys name and specify the country that he/she is from. 2. 2 Business Cards.It is polite to use two hands to hold both corners when presenting business card and to position it so that it is legible to the recipient. seek to stick out one side of the card being translated and print the Chinese letters using gold ink as this is an auspicious colour. It will be wonderful to spend a few seconds reading the card upon receiving it and helps in remembering ones name. It is demeaning to put it straight off into your pocket without glancing. If it is a sit-down meeting, place the card on the table so that one can look at it. 2. 3Conversations.Most Chinese like to engage in conversations concerning topics which they have knowledge on, such as weather, geography, Chinese cuisine, Chinese scenery and landmarks. Topics related to politics should be avoided. Dismiss personal questions with a slight brainpower if uncomfortable. The Chinese would often compliment the country of origin. However, accepting praise outright is not considered as good etiquette for them. Instead, one is expec ted to deflect compliments and wee-wee it is unworthy of receiving them. 2. 4 Greetings Surnames come first when addressing a Chinese.In business situations, one will seldom concern themselves with a Chinese persons given name. It is advisable to get straight how one should address someone at the first meeting. For business purposes, it is traditionally acceptable to call a Chinese by the surname, together with a title such as Managing Director Toh. 2. 5On the telephone Although Chinese whitethorn make arrangements through the phone, most Chinese prefers opposite meetings. On the telephone, the standard greeting is the word wei, which means hello or are you still there in Mandarin.Chinese often do not furnish any identifying information upon answering the phone hence it is good to verify that one has reached the organization he/she intended to dial. 3. GuanXi Relationships Personal relationships play a vital part in the business world of Chinese. Chinese businessmen do not rush in to discussions and negotiations, as they want to get familiar with their business partners before doing business. This is known as Guanxi, which means relationships. It is the network of relationships among various parties that cooperate together and support one another(prenominal).Before doing business, Chinese will extend cordial reception to demonstrate their respect for others and appreciation of the finer things in life so as to soften their visitors. There will be small talk during the first full day, where Chinese learns about his visitor and goals. The tied(p)ing during the welcome banquet, they would learn more as foreign visitors will open up during casual talks. Also, the visitors may visit the residence of their acquaintances from other organizations and bring some gifts as it is important for building and creating Guanxi.Gifts like foreign cigarettes and quality wines are acceptable, which will be discussed more at the later part of the report. Trust is built during s uch situations and Chinese would then be more comfortable to work with them. Relationships are not only between companies but also personal levels. Establishing a sincere, supportive relationship based on mutual respect is a fundamental aspect of Chinese culture. In the world of business, possessing the right Guanxi is crucial for ensuring the minimization of difficulties and frustrations that are often encountered and it is also important to any successful business strategy in China.4. Mian Zi character Face, also known as Mianzi, is a mark of personal pride and forms the basis of an individuals reputation and social status. Having face means having a high status in the eyes of ones peers, and is a mark of personal dignity. It is a prized commodity, which can be given, lost, taken away or earned. Face to a Chinese, holds more importance and encompasses a greater part of life. In order to establish all important interpersonal relationships, face must always be created and maintain ed at all times.Losing face may be caused by, for example, public insult, chastisement or contradicting someone in front of another, and also, by ourselves, such as losing temper or losing your own control in public. Furthermore, rescinding an order can also be constructed as losing face. This is why Chinese leaders would rather follow the policies even if there are events that prove them that it is irrelevant. Causing someone to lose face through public humiliation or inappropriate allocation of respect to individuals within the organization can seriously damage business discussions.On the other hand, praising someone in moderation before their colleagues is a form of giving face and can earn respect, loyalty and aid negotiations. Nevertheless, face is so important that it is justification for spending money even if the Chinese is not very rich. Money that may be set aside for emergency use may be used for buying gifts or accessories instead because of face. 5. Lijie- contrivance of Politeness Being polite is a type of basic courtesy one should possess. In China, personal feelings and hint of criticism should not be dealt with publicly as it aptitude cause public embarrassment and forbiddingness.A glass of tea that is automatically set out in front of arriving customers is how the Chinese allows the guest to feel comfortable and appear gracious. 5. 1 Surface harmony Surface harmony is an essential skill because the world of Chinese etiquette is very insensitive to unpleasant genuine feelings as it concerns matter of face. To the Chinese, things are done more for show than for substance for example, manners are tools which they use to maintain pleasantness at all times, even when it is not entirely felt. Surface harmony is disturbed when one expresses his/her disagreement.Therefore, it is advised to remain quiet and give face as it might result in sabotage, subversion or revenge as the Chinese are well capable of such actions. 5. 2Intermediaries Intermedia ries can be useful in communicating something unpleasant to the Chinese, and they help to ask questions, as preservation of face and surface harmony is considered highly important to Chinese. Intermediaries are highly useful in negotiations as they provide back channels for information that might prove too sensitive or risky. However, anger may be expressed directly for strategic purposes.5. 3 Social relationships Chinese manage their social relationships by an imaginary circle that surrounds them. Relatives, friends, neighbours, classmates and co-workers are within the circle. These people have relationships with one another and hence, bear some sort of obligation. Chinese tend to go all out for them, be it putting themselves at great inconvenience or even ethically questionable circumstances. The rest of the world, whom a Chinese treats like a stranger, remains outside of the circle to whom with no particular obligation. 5. 4 Non-verbal communication.Chinese have various non-verba l communications. Firstly, Chinese tends to have a shorter social distance compared to many western cultures, for example, a Chinese friend might stand a little close to you for comfort or breathing directly into your face when talking to you. Furthermore, if one steps backwards, his/her Chinese counterpart may advance accordingly. When dealing with a Chinese, particularly the older ones, one should not touch a member of the opposite sex you do not know extremely well as other types of physical tangency can be misinterpreted.However, it is said to be perfectly acceptable for Chinese to be physical with members of the same sex. Traditionally, Chinese are seldom demonstrative with the opposite sex in public. Therefore, foreigners should keep in mind that they are well advised to avoid more passionate forms of contact besides holding hands with a companion. During a conversation, one should not slink down in chairs as they are deemed disrespectful. Furthermore, some Chinese will avoid meeting ones eyes or smile. This is a sign of shyness or keeping feelings to themselves. Thus should not be confounded with insincerity, unfriendliness or anger.Silence is a virtue for it represents reflection or a sign of politeness. Gestures such as come here by curling top executive finger upward, okay sign with thumb and forefinger forming a circle, and shrugging of shoulders showing I dont know may not be mum by the Chinese. Nodding or shaking of head, thumbs-up and clapping of hands for applauding are universally accepted gestures. 5. 5 Ways to reject a Chinese Rejecting people or reflexion no can result in losing face, therefore the Chinese devised a number of methods of refusing without saying no.Ways to reject are, saying to grant the wish would be inconvenient as it means there are political problems associated with fulfilling a request, or it is under consideration or being discussed. This generally means that something is unlikely to happen. Another way is to blame someone else for the roadblock by finding a scapegoat. Lastly, a Chinese may regularize a lie such as inventing a story to get out of the uncomfortable position in which a person feels placed. 11. References and Acknowledgements 1. De Mente Boye. (2004).Chinese etiquette ethical motive in business. Boston McGraw-Hill. 2. Scott D. Seligman. (1999). Chinese Business Etiquette a guide to protocol, manners, and culture in the Peoples Republic of China. United States of America A sequence Warner Company 3. About. com China Online (n. d. ). Retrieved on June 13, 2007. http//chineseculture. about. com/od/businessculture/Chinese_Business_Culture. htm 4. Communicaid global communication doing business in China. (n. d. ). Retrieved on June 13, 2007. http//www. communicaid. com/chinese-business-culture.asp 5. Chinese Culture. (n. d. ). Retrieved on June 13, 2007. http//www. chinese-culture. net/ hypertext mark-up language/chinese_business_culture. html 6. Kwintessential- Language and cultur e specialists (n. d. ). Retrieved on June 13, 2007. http//www. kwintessential. co. uk/cultural-services/articles/china-business-culture. html 7. Chinas GDP grows 10. 7% in 2006. (January 25, 2007). ChinaDaily. com. cn. Retrieved on June 25, 2007. from http//www. chinadaily. com. cn/china/2007-01/25/content_792311_2. htm 8. Economy Economic social system Trends.(2006). Retrieved on June 20, 2007. http//china-europe-usa. com/level_4_data/eco/042_3. htm 9. China Business etiquette, manners and cross cultural communication. (n. d. ). Retrieved on June 15, 2007. http//www. cyborlink. com/besite/china. htm 10. China Business Travel Etiquette. (n. d. ). Retrieved on June 15, 2007. http//www. crazycolour. com/os/china_02. shtml 11. Business Card Etiquette by Neil Payne. (n. d. ). Retrieved on June 15, 2007. http//www. sideroad. com/Business_Etiquette/business-card-etiquette. html.

Relationship Between Leadership Style and Employee Engagment

Relationship Between lead Style and Employee EngagmentIntroductionOrganizational effectivity is essential in todays fast growing organizations where competitiveness is the main consume of the contemporary business. Leadership is the main determinant of organizational effectiveness and is the major identifier of an engaged lickforce. The most common leaders fashion is the Traditional leaders style which is administered in almost all companies of the Petroleum Sector in Egypt with its public companies, joint companies and even part of the investment companies, a leadership style enforcing the concepts of agent and authority. The traditional leadership style aims to keep things the same and doesnt promote the utilisation of the employees that is not part of their job descriptions and emerges as a result of personal choices.The leadership style applied in the rock oil companies inescapably to evolve from the traditional approach. It needs to apply leadership styles where the lea der is capable of transforming and developing his employees behaviors and benefiting from their efforts would achieve irresponsible contribution to boilers suit organizational effectiveness. This should be through adopting an attitude that supports and enhances motivation and public presentation of his pursual allowing them to exceed their own expectations optimizing their performance to achieve such effectiveness.In some cases, transactional leadership is administered where the leader promotes compliance of his followers through twain reinforcers and punishments and is not looking to change the coming(prenominal). This type of leadership focuses on getting the work done by their followers. Transactional leadership works within the organization culture through management by exception to maintain status quo and stress corrective actions to improve performance.Whereas, the transformational leadership changes the organization culture through its behaviors where the leader affec ts the followers sense of identity and motivation aiming to achieve performance beyond expectations and employee engagement thusly contributing to the main objective which is the organizational effectiveness. Leadership style is a strategic tool that needs to be practiced on a larger span to assure employee engagement in order to comply with the surrounding dynamic environment.Statement of seek ProblemThe leadership style administered in the Egyptian petroleum companies is a traditional one enforcing the concepts of power and authority. This traditional style doesnt promote the engagement attitudes of the employees that be not part of their job descriptions that emerge as a result of personal choices. The leadership behaviors need to evolve to support the behaviors of leaders who are capable of transforming and developing their employees behaviors and benefiting from their efforts would achieve positive contribution to overall organizational effectiveness.Thus, the problem of thi s study can be stated in the following statement What is the blood amidst the leadership style and employee engagement?Research ObjectivesThe main look for objective is to investigate the leadership behaviors that are able to develop employees engagement byAnalyzing the reality of petroleum companies (area of the study) regarding the leadership style employ in these companies and whether it has a relationship with employee engagement or not.Using the appropriate behavioral methods to acquire and maintain employees engagement.Providing some recommendations to the responsible peck in the petroleum companies regarding what should be done to enhance the relationship betwixt the employees and their supervisors or leaders that would be guiding for future studies on the effect of leadership behaviors both transactional and transformational on employee engagement.Research ImportanceThe academic importanceThis search will be an addition to the academic seek because there is scarcity in the look into topic, transactional and transformational leadership, and transaction with these leadership styles in the petroleum companies.The empirical importanceThe empirical importance of this look into lies in providing the petroleum companies with the results and the recommendations of the look that can be implemented for maintaining employee engagement aiming to achieve organizational effectiveness.ConclusionTransactional and transformational leadership are considered contrasting leadership styles even though the leader may use both styles of leadership at different times and different situations. Transactional leadership is an exchange process where the leader exchanges rewards for efforts of the subordinates or followers and this in turn allows the leader to punish the subordinates or followers if the task is not accomplished. Whereas transformational leader encourages his followers to make decision, he empowers them and allows them to grow on the individual basis an d also among teams by coaching and mentoring them.Transformational leadership and the reward approach of the transactional leadership have a positive influence on employee behaviors, emotions and performance. They have a positive impact on organizational teams, organizational commitment, effectiveness and employees satisfaction in addition citizenship behaviors.For organizations to survive in the rapid competing world, they have to maintain an engaged workforce. Employee engagement will result in senior high directs of performance and low levels of turnover in organizations. Employee engagement eliminates job stress and is strategic tool leading to job satisfaction, organizational commitment, less turnover and organizational citizenship behaviors.As the literature review shows that the study variables have been covered in many industries and countries around the world, yet it hasnt been given much consideration in the Arab world. This is why the investigator finds that it is a mu st to conduct this study in the petroleum sector where she works.Research Variables and Operationalization1. Research Variables self-employed person VariablesTransformational LeadershipTransactional LeadershipDependent VariablesEmployee battle2. Variables OperationalizationIndependent VariablesThe leadership styles in this study transformational and transactional leadership, are ostensible but dont replace distributively other as processes, and the same leader may use both types of leadership at different times in different situations. (Yukl 1998)The look forer chooses two of the leadership style for this study as followsTransformational Leadership attempts to create horny links with its followers and inspires higher values (Bass, 1999). Transformational leadership meets the higher order needs of employees (Yusof and Shah, 2008).Also, transformational leadership refers to the leader motivating the follower beyond self-interests. It raises the followers level of maturity and ide als for achievement and the well-being of others, the organization and the society (Hakan 2008).Transactional Leadership places an emphasis on exchanging rewards for accomplishment (Burton and Peachey, 2009)Transactional leadership focuses mainly on the physical and the security needs of followers. The relationship that evolves between the leader and the follower is based on exchange and reward systems (Bass and Avolio, 1993).Dependent VariableEmployee Engagement is the benefiting of organizational members themselves to their work roles in engagement, people employ and express themselves physically, perceptually and emotionally during role performances (Kahn, 1990)Employee engagement refers to the individuals involvement and satisfaction as well as enthusiasm for work (Harter et al., 2002).Proposed Research poserIndependent DependentEmployee EngagementTransactional LeadershipTransformational LeadershipResearch HypothesesBased on the previous model, we can develop the following hypo theses that try to express the relationship between study variablesH1 There is a strong positive real relationship between transactional leadership and employee engagement.H2 There is a strong positive pregnant relationship between transformational leadership and employee engagement.Source of Research Data (Sample)Primary dataThe enquiryer collected the primary data from the look try on of 236 employees work in Suez Oil Company by using 30 items questionnaire.Secondary dataSecondary data is collected from organizational records from the HR department in the guild.Research Variables InstrumentsIn this study, the looker conducted the questionnaire based on two main look instrumentsMultifactor Leadership QuestionnaireTransactional and transformational leadership was measured using 20 items from the Multifactor Leadership Questionnaire (MLQ 5X rater form) on a Likert 5 point scale.The components of leadership dimensions derived from the MLQ 5X rater form questionnaireTransactio nalTransformationalUtrecht Work Engagement surpassEmployee engagement was measured using 10 items from Utrecht Work Engagement Scale (UWES) on a Likert 5 point scale.Research Population and SamplePopulationThe population of present study is 1200 employees of Suez Oil Company, a petroleum company in the Egyptian petroleum sector.SampleThe present study specimen is a stratified random adjudicate of 300 employees from all departments and job levels in the company.Statistical Methods/Techniques used in Data AnalysisCronbachs AlphaSplit-halfT-TestANOVAScheffe TestCorrelationsRegression StepwiseResearch Results and Findings rigorousness and ReliabilityQuestionnaire ValidityIt inwardness the ability of the questionnaire to measure what it is set for.Reliability of internal body slowness of correlational statistics coefficients between each axis of rotation component phrases and questionnaire axis natural label.Calculation of correlation coefficients between questionnaire axis total marks and questionnaire total mark.First Axis Transformational LeadershipValidity was calculated by using internal soundbox through calculating the correlation coefficient (Person Correlation Coefficient) between each phrase mark and the axis mark (transactional leadership). The same is shown in the following hedge to a lower placeIt is unvarnished from the elude that all correlation coefficients are indicating significance at (0.05 0.01) that shows it is scrawny to one which means that questionnaire phrases are valid and consistent.Second Axis Transformational LeadershipValidity was calculated by using internal unanimity through using correlation coefficient (Person Correlation Coefficient) between each phrase mark and the axis mark (Transformational Leadership). The same is shown in the following table belowIt is evident from the table that correlation coefficients are significant at (0.05-0.01), thus indicating validity and consistency of the questionnaire phrases.Third Axis Employee EngagementReliability was calculated by using the internal consistency through calculating the correlation coefficient (Person correlation coefficient) between each phrase mark and the axis mark (Employee Engagement).The following table shows the same below.It is evident from the table that correlation coefficients are all indicating significance at (0.05-0.01) which shows it is close to one, thus indicating validity and consistency of the questionnaire phrases.Validity by using internal consistency between axis total mark and questionnaire total markValidity was calculated by using the internal consistency through calculating the correlation coefficient (Person Correlation Coefficient) between each axis total mark (transactional leadership-transformational leadership-employee engagement) and questionnaire total mark, the following table shows the same belowEmployee EngagementIt is evident from the table that correlation coefficients are all indicating significance at (0.01), thus indicating validity and consistency of the questionnaire phrases.ReliabilityReliability means accuracy of the test in measurement and observation, non-contradiction to oneself, its consistency and elaboration, thus providing us of information about the examined person behavior, and it is the ratio between the mark variance on the scale indicating the virtual performance of the examined person. Reliability was calculated throughCronbachs AlphaSplit-halfReliability of the whole questionnaireIt is evident from the above table that all reliability coefficients values Alpha and Split-half coefficients are indicating significance at (0.01) thus indicating the questionnaire reliability.Description of the StudyA comprehensive description of the study seek is shown in the following tables (from 6 to 9) and maps (from 1to 4), as follows1 GenderTable (6) and chart (1) show distribution of the question prototype according to the gender.Distribution of the research pattern acc ording to the gender133 research judge distribution individuals are male at the per centum of 56.4%, whereas 103 research exemplification individuals are female at the serving of 43.6%.2 EducationTable (7) and chart (2) show distribution of the research exemplification according to the education.Distribution of the research model according to the education126 individuals of the research assay are university degrees holders at the percentage of 53.4% followed by 71 individuals of research standard are high develop certificates or less holders at the percentage of 30.1%, and the give way 39 individuals of the research test are postgraduates at the percentage of 16.1%.3 AgeTable (8) and chart (3) show distribution of the research sample according to age.Distribution of the research sample according to age74 individuals of the research sample whose ages ranging between 30 and 39 eld at 31.4%, followed by 68 individuals whose ages ranging between 40 and 49 old age at 28.8 %, followed by 52 individuals whose ages were below 30 years at 22% and coming last 42 individuals aged 50 years and above at 17.8%.4 Years of experienceTable (9) and chart (4) show distribution of the research sample according to years of experience.Distribution of the research sample according to years of experience78 individuals of the research sample whose number of years of experience ranging between 11 to 16 years at 33.1% , followed by 63 individuals whose number of years of experience was above 16 years at 26.6% ,followed by 54 individuals whose number of years of experience ranging between 5 and 10 years at 22.9% , and the last 41 individuals with less than 5 years of experience at 17.4%.Description of Questionnaire answersBelow is a detailed discussion (in figures and percentages) of sample individuals answers of the phrases in the questionnaireTransactional Leadership1 Provides assistance in exchange for effortIt is evident from the table that 55 individuals of research sample powerfully concur at 23.3%, whereas 110 individuals of research sample concord at 46.6%, and 43 individuals of research sample were nonsubjective at 18.2%, however, 28 individuals of research sample dis concord at 11.9%.2 Very clear on the reward if goals are achievedIt is evident from the table that 115 individuals of research sample powerfully agreed at 48.7%, whereas 78 individuals of research sample agreed at 33.1%, and 32 individuals of research sample were neutral at 13.6%, however, 11 individuals of research sample disagreed at 4.7%.3 Express satisfaction when expectations are metIt is evident from the table that 65 individuals of research sample powerfully agreed at 27.5%, whereas 132 individuals of research sample agreed at 55.9% and 39 individuals of research sample were neutral at 16.5%.4 Concentrate attention on dealing with mis getting evens, complaints and failuresIt is evident from the table that 69 individuals of research sample strongly agreed at 29.2 %, whereas 101 individuals of research sample agreed at 42.8%, and 31 individuals of research sample were neutral at 13.1%, however, 25 individuals of research sample disagreed at 10.6% and finally 10 individuals of research sample strongly disagreed at 4.2%.5 Keep continue of mistakesIt is evident from the table that 54 individuals of research sample strongly agreed at 22.9%, whereas 85 individuals of research sample agreed at 36% and 41 individuals of research sample were neutral at 17.4%, yet, 34 individuals of research sample disagreed at 14.4%, and finally 22 individuals of research sample strongly disagreed at 9.3%.6 Takes corrective action on mistakesIt evident from the table that 105 individuals of research sample strongly agreed at 44.5% ,whereas 80 individuals of research sample individuals of research sample agreed at 33.9% and individuals of research sample were neutral at 16.1% ,however,13 individuals of research sample disagreed at 5.55%.7 Fails to interfere when p roblems become seriousIt is evident from the table that 12 individuals of research sample strongly agreed at 5.1%, whereas 43 individuals of research sample agreed at 18.2% and 37 individuals of research sample were neutral at 15.7%, yet, 63 individuals of research sample disagreed at 26.7%, and finally 81 individuals of research sample strongly disagreed at 34.3%.8 If it isnt broken dont convey itIt is evident from the table that 34 individuals of research sample strongly agreed at 15.3%, whereas 87 individuals of research sample agreed at 36.9% and 44 individuals of research sample were neutral at 18.6%, yet, 60 individuals of research sample disagreed at 25.4%, and finally 9 individuals of research sample strongly disagreed at 3.8%.9 Waits for things to go wrong before taking actionIt is evident from the table that 16 individuals of research sample strongly agreed at 6.8%, whereas 65 individuals of research sample agreed at 27.5% and 34 individuals of research sample were neut ral at 14.4%, yet, 72 individuals of research sample disagreed at 30.5%, and finally 49 individuals of research sample strongly disagreed at 20.8%.Transformational Leadership10 Goes beyond self -interest for the good of othersIt is evident from the table that 43 individuals of research sample strongly agreed at 18.2%, whereas 129 individuals of research sample agreed at 54.7% and 33 individuals of research sample were neutral at 13.9%, yet, 17 individuals of research sample disagreed at 7.2%, and finally 14 individuals of research sample strongly disagreed at 5.9%.11 Admired, respected and trustedIt is evident from the table that 122 individuals of research sample strongly agreed at 51.7%, whereas 73 individuals of research sample agreed at 30.9% and 41 individuals of research sample were neutral at 17.4%.12 Display sense of power and confidence, willing to take riskIt is evident from the table that 45 individuals of research sample strongly agreed at 19.1%, whereas 64 individual s of research sample agreed at 27.1% and 81 individuals of research sample were neutral at 34.3%, yet, 11 individuals of research sample disagreed at 4.7%, and finally 35 individuals of research sample strongly disagreed at 14.8%.13 Talks about values and beliefsIt is evident from the table that 101 individuals of research sample strongly agreed at 42.8%, whereas 74 individuals of research sample agreed at 31.4% and 40 individuals of research sample were neutral at 16.9%, yet, 21 individuals of research sample disagreed at 8.9%.14 Talks optimistically about the futureIt is evident from the table that 100 individuals of research sample strongly agreed at 42.4%, whereas 81 individuals of research sample agreed at 34.4% and 55 individuals of research sample were neutral at 23.3%.15 Motivate and inspire people aroundIt is evident from the table that 99 individuals of research sample strongly agreed at 41.9%, whereas 106 individuals of research sample agreed at 44.9% and 21 individual s of research sample were neutral at 18.9%, yet, 10 individuals of research sample disagreed at 4.2%16 No public criticismIt is evident from the table that 52 individuals of research sample strongly agreed at 22%, whereas 71 individuals of research sample agreed at 30.1% and 44 individuals of research sample were neutral at 18.6%, yet, 39 individuals of research sample disagreed at 16.5%, and finally 30 individuals of research sample strongly disagreed at 12.7%.17 Spends time coaching, mentoring and teachingIt is evident from the table that 98 individuals of research sample strongly agreed at 41.5%, whereas 46 individuals of research sample agreed at 19.5% and 42 individuals of research sample were neutral at 17.8%, yet, 31 individuals of research sample disagreed at 13.1%, and finally 19 individuals of research sample strongly disagreed at 8.1%.18 Considers every employee as having different needs, aspiration and abilitiesIt is evident from the table that 84 individuals of resea rch sample strongly agreed at 35.6%, whereas 64 individuals of research sample agreed at 27.1% and 52 individuals of research sample were neutral at 22%, yet, 23 individuals of research sample disagreed at 9.7%, and finally 13 individuals of research sample strongly disagreed at 5.5%.19 Develops employees into LeadersIt is evident from the table that 83 individuals of research sample strongly agreed at 35.2%, whereas 99 individuals of research sample agreed at 41.9% and 38 individuals of research sample were neutral at 16.1%, yet, 16 individuals of research sample disagreed at 6.8%20 Interaction with employees are personalizedIt is evident from the table that 64 individuals of research sample strongly agreed at 27.1%, whereas 70 individuals of research sample agreed at 29.7% and 57 individuals of research sample were neutral at 24.2%, yet, 36 individuals of research sample disagreed at 15.3%, and finally 9 individuals of research sample strongly disagreed at 3.8%.Employee Engageme nt1 At my work, I feel bursting with energyIt is evident from the table that 69 individuals of research sample strongly agreed at 29.2%, whereas 101 individuals of research sample agreed at 42.8% and 49 individuals of research sample were neutral at 20.8%, yet, 17 individuals of research sample disagreed at 7.2%.2 I find the work that I do full of meaning and purposeIt is evident from the table that 71 individuals of research sample strongly agreed at 30.1%, whereas 82 individuals of research sample agreed at 34.7% and 46 individuals of research sample were neutral at 19.5%, yet, 29 individuals of research sample disagreed at 12.3%, and finally 8 individuals of research sample strongly disagreed at 3.4%.3 Time flies when Im working(a)It is evident from the table that 88 individuals of research sample strongly agreed at 37.3%, whereas 73 individuals of research sample agreed at 30.9% and 22 individuals of research sample were neutral at 9.3%, yet, 39 individuals of research sampl e disagreed at 16.5%, and finally 14 individuals of research sample strongly disagreed at 5.9%.4 When I am working, I pass on everything else around meIt is evident from the table that 67 individuals of research sample strongly agreed at 28.4%, whereas 108 individuals of research sample agreed at 45.8% and 37 individuals of research sample were neutral at 15.7%, yet, 24 individuals of research sample disagreed at 10.2%.5 My job inspires meIt is evident from the table that 58 individuals of research sample strongly agreed at 24.6%, whereas 93 individuals of research sample agreed at 39.4% and 39 individuals of research sample were neutral at 16.5%, yet, 30 individuals of research sample disagreed at 12.7%, and finally 16 individuals of research sample strongly disagreed at 6.8%.6 When I get up in the morning, I feel wish well going to workIt is evident from the table that 81 individuals of research sample strongly agreed at 34.3%, whereas 84 individuals of research sample agreed at 35.6% and 41 individuals of research sample were neutral at 17.4%, yet, 21 individuals of research sample disagreed at 8.9%, and finally 9 individuals of research sample strongly disagreed at 3.8%.7 I am proud of the work that I doIt is evident from the table that 82 individuals of research sample strongly agreed at 34.7%, whereas 94 individuals of research sample agreed at 39.8% and 60 individuals of research sample were neutral at 25.4%.8 I can continue working for very long periods at a timeIt is evident from the table that 64 individuals of research sample strongly agreed at 27.1%, whereas 86 individuals of research sample agreed at 36.4% and 43 individuals of research sample were neutral at 18.2%, yet, 25 individuals of research sample disagreed at 10.6%, and finally 18 individuals of research sample strongly disagreed at 7.6%.9 To me, my job is challengingIt is evident from the table that 100 individuals of research sample strongly agreed at 42.4%, whereas 79 individual s of research sample agreed at 33.5% and 34 individuals of research sample were neutral at 14.4%, yet, 13 individuals of research sample disagreed at 5.5%, and finally 10 individuals of research sample strongly disagreed at 4.2%.10 I get carried away when Im workingIt is evident from the table that 83 individuals of research sample strongly agreed at 35.2%, whereas 103 individuals of research sample agreed at 43.6% and 50 individuals of research sample were neutral at 21.2%.Hypotheses TestingThere is a correlation between transactional leadership and employee engagement and a correlation between transformational leadership and employee engagementTo test the developed hypotheses, a Pearson correlation method is used for estimate out the relationship between the study variables. The obtained results can be shown in the following tableTable (10) correlation matrix among transactional leadership, transformational leadership and employee engagementEmployee Engagement0.831**Transactiona l Leadership0.924**Transformational Leadership** p = 0.01Table (10) shows a positive correlation among transactional leadership, transformational leadership and employee engagement at significance of (0.01) function. In other words, the better the transactional leadership information is the better the employee engagement which supports H1and the better the transformational leadership perception is the better the employee engagement which supports H2.Demographic AnalysisTransactional Leadership and DemographicsThere are differences of statistical indication between the sample individuals marks number in transactional leadership according to the study demographics.T-Test was applied and the sample individuals marks were calculated by ANOVA in the transactional leadership, the following tables show the same belowgraph (5) differences in the sample individuals marks sightly in transactional leadership according to the genderTable (11) and Chart (5) show that T value was (20.931 ),i t is a value statistically indicating significance at (0.01 ) in elevate of females, as females marks average was ( 39.019 ) , whereas males marks average was ( 21.451 ), that means that females consider transactional leadership better than males.TotalTable (12) shows that F value was ( 31.402 ) which is a statistically indicating significance at ( 0.01 ), that means that there are differences among the sample individuals in transactional leadership according to education. To verify the direction of the indication, Scheffe Test was applied for multiple comparisons. The following table shows the same belowTable (13) and chart (6) show no differences in transactional leadership between post graduate studies holders and university degree holders, whereas there are differences between post graduate studies holders and high school certificate or less holders in favor of post graduate studies holders significant at ( 0.01 ). There are also differences between university degree holders an d high school certificate or less holders in favor of university degree holders significant at ( 0.01 ), whereas the average of marks of post graduate studies holders and university degree holders was (35.205) and (34.515) respectively, followed by high school certificate or less holders sample individuals at the average of ( 16.197 ) , post graduate studies holders and university degree holders came source as they had better perception of transactional leadership , while high school certificate or less holders came second.It is evident from table (14) that the value of T was ( 39.670 ) , it is a value indicating statistically significant at ( 0.01 ), thus indicating the differences among sample individuals according to age. To define the function direction, Scheffe Test was applied for multiple comparisons .The following table shows the same below.Chart (7) differences of sample marks in transactional leadership according to ageTable (15) and chart (7) show that there are differen ces in transactional leadership between sample individuals aged 50 years and above and sample individuals aged 40-49 years ,30-39 years and those below 30 years in favor of the sample individuals aged 50 years and above with significance at (0.01), whereas there are differences between sample individuals aged 40-49 and sample individuals aged 30-39 in favor of sample individuals aged 40-49 years with significance at (0.05), whereas there are differences between sample individuals aged 40-49 and sample individuals aged below 30 years in favor of the first with significance at (0.01), whereas there are differences between sample individuals aged 30-39 years and sample individuals aged below 30 years in favor of the first with significance at (0.01).The average marks of the sample individuals aged 50 years and above were (42.000), followed by the sample individuals aged 40-49 at the average of (32.441) ,followed by sample individuals aged 30-39 at the average of (29.540) ,and sample in dividuals aged below 30 years at the