De onderzoeksbevindingen hebben tevens praktische implicaties. De resultaten gaven weer dat de effectiviteit van transformationeel leiderschap wel degelijk afhankelijk is van een situationele variabele, te weten het motivatiepotentieel van het takenpakket. Waar transformationeel leiderschap een effectief instrument ter verhoging van werktevredenheid bleek bij een laag motivatiepotentieel van het takenpakket, bleek het instrument ineffectief bij een hoog motivatiepotentieel van het takenpakket. Voor een organisatie of
organisatieonderdeel met taken met een laag motivatiepotentieel lijkt transformationeel leiderschap derhalve effectief in het verhogen van de werktevredenheid van werknemers, terwijl zij voor een organisatie of organisatieonderdeel met taken met een hoog motivatiepotentieel echter geen meerwaarde lijkt te bieden. Wanneer verhoging van werktevredenheid noodzakelijk is dient in het tweede geval dus overgegaan te worden tot andere interventies. Het door organisaties wel inzetten van transformationeel leiderschap bij een hoog motivatiepotentieel van het takenpakket ter verhoging van de werktevredenheid blijkt namelijk een ineffectieve inzet van tijd en middelen.
Organisaties kunnen leiderschap optimaal inzetten door de match tussen leiderschapsstijl en het motivatiepotentieel van het takenpakket een rol te laten spelen in de besluitvorming omtrent het managementselectieproces. Door eerst het motivatiepotentieel van het takenpakket van het organisatieonderdeel te analyseren kan de meest effectieve leiderschapsstijl bepaald en meegewogen worden in de besluitvorming. Door bij organisatieonderdelen met een takenpakket met een laag motivatiepotentieel de voorkeur te geven aan leiders met een transformationele leiderschapsstijl wordt de werktevredenheid geoptimaliseerd.
Ook zou het huidige management intern herverdeeld kunnen worden over de verschillende organisatieonderdelen. Wederom is het startpunt een analyse van het motivatiepotentieel van het takenpakket per organisatieonderdeel, waarna de leiderschapsstijl van de huidige managers bepaald dient te worden. Uitgangspunt van deze interventie is het plaatsen van transformationele leiders op organisatieonderdelen met een takenpakket met een laag motivatiepotentieel, zodat het beschikbaar managementpotentieel optimaal wordt ingezet. De middels beide interventies maximalisatie van de werktevredenheid is voor organisaties, zoals bovengenoemd, van cruciaal belang.
Genoemde theoretische en praktische implicaties waarschuwen voor de modererende invloed van het motivatiepotentieel van het takenpakket op de relatie tussen transformationeel leiderschap en werktevredenheid. Ondanks het feit dat vaak gesteld wordt dat transformationeel leiderschap universeel toepasbaar is, blijkt het instrument immers niet in elke situatie effectief. Hoogstwaarschijnlijk zijn echter meerdere contingentievariabelen van invloed en geeft dit onderzoek enkel de welbekende ijsbergtop weer. Van groot belang is dat middels uitgebreid aanvullend onderzoek meer inzicht verworven wordt in deze materie. Voordat het rookgordijn dat transformationeel leiderschap momenteel bedekt is opgetrokken dienen organisaties zich bewust te zijn van de mogelijke situationele afhankelijkheid van het instrument.
Dit onderzoek heeft laten zien dat transformationeel leiderschap niet in elke situatie werkt. Waar in sommige situaties de invloed van transformationeel leiderschap positief is, is deze in andere situaties nihil. Het onjuist inzetten van transformationeel leiderschap kan derhalve ineffectief zijn, waardoor forse investeringen door organisaties van tijd, financiële middelen en menselijke bronnen tevergeefs blijken. Aangezien ineffectief reageren op omgevingsveranderingen de oorzaak was van de ondergang van veel van de Fortune 500 organisaties in de jaren ’90 (Beer en Nohria, 2000), kan het naïef inzetten van transformationeel leiderschap voor organisaties fataal zijn.
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