Role of Transformational Leadership in Improving Organizational Culture
VerifiedAdded on 2023/01/18
|31
|8211
|1
AI Summary
This research focuses on the role of transformational leadership in improving the organizational culture of Holiday Inn hotels in Australia. It explores the impact of transformational leadership on organizational culture and its significance in enhancing employee motivation, morale, and retention. The study aims to provide insights into effective leadership practices that can positively influence the organizational culture and contribute to the success of the hospitality industry.
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
Business Research Design
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Table of Contents
1.0 Introduction..........................................................................................................................1
2.0 Research question and its significance.................................................................................1
3.0 Primary practices..................................................................................................................2
4.0 Literature review..................................................................................................................3
4.1 Concept of transformational leadership and impact on organizational culture................3
4.2 Role of transformational leadership to influence the organizational learning and
innovation...............................................................................................................................5
4.3 Assessing the factors affecting transformational leadership and organizational culture
of Holiday Inn........................................................................................................................7
5.0 Research methodology.........................................................................................................9
5.1 Data collection.................................................................................................................9
5.2 Sampling........................................................................................................................10
5.2.1 Target population....................................................................................................10
5.2.2 Sampling technique.................................................................................................11
5.2.3 Sample size and location.........................................................................................11
5.3 Data analysis..................................................................................................................12
6.0 Estimated findings..............................................................................................................13
7.0 Time and resource structure...............................................................................................14
8.0 References..........................................................................................................................16
9.0 Appendices.........................................................................................................................21
9.1 Questionnaire.................................................................................................................21
1.0 Introduction..........................................................................................................................1
2.0 Research question and its significance.................................................................................1
3.0 Primary practices..................................................................................................................2
4.0 Literature review..................................................................................................................3
4.1 Concept of transformational leadership and impact on organizational culture................3
4.2 Role of transformational leadership to influence the organizational learning and
innovation...............................................................................................................................5
4.3 Assessing the factors affecting transformational leadership and organizational culture
of Holiday Inn........................................................................................................................7
5.0 Research methodology.........................................................................................................9
5.1 Data collection.................................................................................................................9
5.2 Sampling........................................................................................................................10
5.2.1 Target population....................................................................................................10
5.2.2 Sampling technique.................................................................................................11
5.2.3 Sample size and location.........................................................................................11
5.3 Data analysis..................................................................................................................12
6.0 Estimated findings..............................................................................................................13
7.0 Time and resource structure...............................................................................................14
8.0 References..........................................................................................................................16
9.0 Appendices.........................................................................................................................21
9.1 Questionnaire.................................................................................................................21
List of figures
Figure 1: Model of organizational learning and transformational leadership............................6
Figure 2: Relationship between transformational leadership and organizational culture..........9
Figure 1:Sampling process.......................................................................................................12
List of tables
Table 1: time structure of proposed research...........................................................................14
Table 2: Organisational culture and leader..............................................................................23
Table 3: Transformational leader and learning........................................................................24
Table 4: difference between primary and secondary data collection methods........................25
Table 5: Differences between probabilistic and non-probabilistic sampling...........................26
Table 6: Resource table............................................................................................................26
Figure 1: Model of organizational learning and transformational leadership............................6
Figure 2: Relationship between transformational leadership and organizational culture..........9
Figure 1:Sampling process.......................................................................................................12
List of tables
Table 1: time structure of proposed research...........................................................................14
Table 2: Organisational culture and leader..............................................................................23
Table 3: Transformational leader and learning........................................................................24
Table 4: difference between primary and secondary data collection methods........................25
Table 5: Differences between probabilistic and non-probabilistic sampling...........................26
Table 6: Resource table............................................................................................................26
1.0 Introduction
In the current era, changing business environment and high competition forces the
businesses to implement effective practices such as for managing human resources (HR)
which ensure the adequate growth (Dunning, 2014). In this context, the HR management is
influenced by the leadership, reward, culture and structure to a great extent. However, the
hospitality industry is based on the human resources for delivering the high-quality services
to the customers. Further, the satisfaction of customers plays extensive role to determine the
rapid growth. In this regard, the organizational culture shapes the behaviour of individual for
performing the job responsibilities (Awadh and Saad, 2013). It shows that the organizational
culture highly influences the success of hospitality industry. In this context, the current
research will be based on the Holiday Inn hotels in the hospitality industry of Australia.
The purpose of current research plan is to provides the full detailed research which
will be used to improve the organizational culture by implementing effective leadership
practices. It will support the top management to implement the transformational leadership at
the workplace which can positively enhance the effectiveness of organizational culture. It
further motivates the workforce to perform their job responsibility which effectively
contributes in the success of organization (Hartnell and Walumbwa, 2011). On the other
hand, the adequate leadership will support the mangemnt to improve the morale of workforce
which foster their long-term loyalty for the firm. It will provide the sustainable growth to the
firm by reducing the employee turnover.
2.0 Research question and its significance
The present research will be based on “To critically evaluate the role of
transformational leadership in improving the organisational culture. A study on the Holiday
Inn”. The research on this topic is imperative because the culture and leadership plays
extensive role in the growth of the organization. However, the several organizationsface the
failure due to ineffective leadership while same ensure the rapid growth through appropriate
leadership such as Netflix (Awadh and Saad, 2013). The effective leadership provides the
right direction to the followers towards the aim of organization which positively affects the
profitability. Although, the changing business environment forces the business to implement
the transformational leadership which change the workplace culture in the positive manner
(Kovjanic, Schuh and Jonas, 2013). Owing to this, the study to analysing the role of
transformational leadership for improving corporate culture is significant.
Page 1
In the current era, changing business environment and high competition forces the
businesses to implement effective practices such as for managing human resources (HR)
which ensure the adequate growth (Dunning, 2014). In this context, the HR management is
influenced by the leadership, reward, culture and structure to a great extent. However, the
hospitality industry is based on the human resources for delivering the high-quality services
to the customers. Further, the satisfaction of customers plays extensive role to determine the
rapid growth. In this regard, the organizational culture shapes the behaviour of individual for
performing the job responsibilities (Awadh and Saad, 2013). It shows that the organizational
culture highly influences the success of hospitality industry. In this context, the current
research will be based on the Holiday Inn hotels in the hospitality industry of Australia.
The purpose of current research plan is to provides the full detailed research which
will be used to improve the organizational culture by implementing effective leadership
practices. It will support the top management to implement the transformational leadership at
the workplace which can positively enhance the effectiveness of organizational culture. It
further motivates the workforce to perform their job responsibility which effectively
contributes in the success of organization (Hartnell and Walumbwa, 2011). On the other
hand, the adequate leadership will support the mangemnt to improve the morale of workforce
which foster their long-term loyalty for the firm. It will provide the sustainable growth to the
firm by reducing the employee turnover.
2.0 Research question and its significance
The present research will be based on “To critically evaluate the role of
transformational leadership in improving the organisational culture. A study on the Holiday
Inn”. The research on this topic is imperative because the culture and leadership plays
extensive role in the growth of the organization. However, the several organizationsface the
failure due to ineffective leadership while same ensure the rapid growth through appropriate
leadership such as Netflix (Awadh and Saad, 2013). The effective leadership provides the
right direction to the followers towards the aim of organization which positively affects the
profitability. Although, the changing business environment forces the business to implement
the transformational leadership which change the workplace culture in the positive manner
(Kovjanic, Schuh and Jonas, 2013). Owing to this, the study to analysing the role of
transformational leadership for improving corporate culture is significant.
Page 1
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
The answer of research question will shed the light on the different aspect of
transformational leader which plays great role for improving organizational culture.
However, the Australian hospitality industry facing the issue of high employees’ turnover
which is critical problem because this industry is dominated by the HR (AI Group, 2018).
Apart from this, the adverse working condition such as long working hours and high work
pressure degrade the morale of workforce for performing their job responsibility effectively
(AlBattat, Som and Helalat, 2014). In this regard, the proposed answer of research question
will support hospitality businesses by implementing the transformational leadership to
improve the corporate culture in the context of employees’ motivation and morale (Awadh
and Saad, 2013). It will support the business to improve the profitability by motivating
workforces through effective organizational culture. Apart from this, it will support the
business to deal with high employees’ turnover and ensure sustainability of the firm. This is
because the employee retention is significant to determine the consistent business operation
without involving frequent recruitment and selection process with routine operations
(Kovjanic, Schuh and Jonas, 2013). It further increases the profitability of the company
because superior performance of employees regulate the effective service delivery and
increase the customers’ loyalty for the firm. The increased loyalty enhances their willingness
to pay for gaining the advantages of high-quality services. Owing to this, the answer of
present research will offer several benefits to the Holiday Inn in terms employees’ retention
and customers’ satisfaction.
3.0 Primary practices
According to Joyce (2005) the success of organization depends upon the four primary
and four secondary practices including strategy, culture, structure, execution (primary),
innovation, leadership, talent, merger and partnership (secondary). The combination of
primary and secondary practices is significant to improve the competitive edge of the firm.
The culture and leadership are closely relevant to research topic because leadership style
shapes the culture of the organization. In this regard, the culture in hospitality business has
extensive role for success by creating the specific environment wherein all operations are
managed and has massive impact on the failure or success (Awadh and Saad, 2013). It
demands to establishe the effective culture wherein the workforce focus on creating value for
their work. However, it is difficult for an organization to sustain high valued culture because
it gets influenced by the several aspects. In this context, the leadership at workplace affects
the values of the corporate culture to great extent (Bolton, Brunnermeier and Veldkamp,
Page 2
transformational leader which plays great role for improving organizational culture.
However, the Australian hospitality industry facing the issue of high employees’ turnover
which is critical problem because this industry is dominated by the HR (AI Group, 2018).
Apart from this, the adverse working condition such as long working hours and high work
pressure degrade the morale of workforce for performing their job responsibility effectively
(AlBattat, Som and Helalat, 2014). In this regard, the proposed answer of research question
will support hospitality businesses by implementing the transformational leadership to
improve the corporate culture in the context of employees’ motivation and morale (Awadh
and Saad, 2013). It will support the business to improve the profitability by motivating
workforces through effective organizational culture. Apart from this, it will support the
business to deal with high employees’ turnover and ensure sustainability of the firm. This is
because the employee retention is significant to determine the consistent business operation
without involving frequent recruitment and selection process with routine operations
(Kovjanic, Schuh and Jonas, 2013). It further increases the profitability of the company
because superior performance of employees regulate the effective service delivery and
increase the customers’ loyalty for the firm. The increased loyalty enhances their willingness
to pay for gaining the advantages of high-quality services. Owing to this, the answer of
present research will offer several benefits to the Holiday Inn in terms employees’ retention
and customers’ satisfaction.
3.0 Primary practices
According to Joyce (2005) the success of organization depends upon the four primary
and four secondary practices including strategy, culture, structure, execution (primary),
innovation, leadership, talent, merger and partnership (secondary). The combination of
primary and secondary practices is significant to improve the competitive edge of the firm.
The culture and leadership are closely relevant to research topic because leadership style
shapes the culture of the organization. In this regard, the culture in hospitality business has
extensive role for success by creating the specific environment wherein all operations are
managed and has massive impact on the failure or success (Awadh and Saad, 2013). It
demands to establishe the effective culture wherein the workforce focus on creating value for
their work. However, it is difficult for an organization to sustain high valued culture because
it gets influenced by the several aspects. In this context, the leadership at workplace affects
the values of the corporate culture to great extent (Bolton, Brunnermeier and Veldkamp,
Page 2
2012). This is because the culture set of shared values which are learned and transmitted in
the organization; however, the behaviour of leaders is firstly absorbed and transmitted at
workplace (Kovjanic, Schuh and Jonas, 2013). The positive behaviour spread the high values
while negative behaviour decreases the morale. It forces the business to focus on effect
leadership for creating valued culture. Owing to this, both primary and secondary practices
are involved in current research.
The proposed research will have positive impact on the culture of Holiday Inn
because the transformational leader brings the several changes at workplace by implementing
different strategies (Hartnell and Walumbwa, 2011). It has positive impact on the corporate
culture because the leader focuses on the motivation of workforce to bring the changes. The
motivating leadership is absorbed by the followers and encourage them to complete the
allocated task effectively (Kovjanic, Schuh and Jonas, 2013). The proposed research will
shed the light on the different perspective of transformational leadership which will affect the
primary practices such as structure, culture and strategy. Apart from this, the current research
will also shed the lights on different leadership theories which will support the firm to use the
appropriate leadership for improving corporate culture. It shows that study on the
transformational leadership for improving the organizational culture will support the Holiday
Inn to improve the existing culture by using effective leadership practices; thus, the proposed
research will have positive impact on firm’s culture.
4.0 Literature review
4.1 Concept of transformational leadership and impact on organizational culture
According to Kark and Shamir (2013), transformational leadership is the managerial
style which is used to influence the employees by focusing on the influencer speech,
intellectual stimulation as well as motivational factors. Moreover, Bushra, Ahmad and
Naveed (2011) asserted that in transformational leadership leaders get inspired by the
atmosphere and trust on the employee’s performance which is beyond the expectations. On
the other hand, Odumeru and Ogbonna (2013) mentioned that transformational leader is a
personality which have a dynamic nature and behavior because the leaders mold the practices
according to the changing environment. However, Riaz and Haider (2010) pointed out that
transformational leadership is based on the compliance of followers which includes the
shifting of beliefs, needs and values of the followers. Further, Ghasabeh, Soosay and Reaiche
(2015) identified that transformational leadership is the unique style of the leaders because it
Page 3
the organization; however, the behaviour of leaders is firstly absorbed and transmitted at
workplace (Kovjanic, Schuh and Jonas, 2013). The positive behaviour spread the high values
while negative behaviour decreases the morale. It forces the business to focus on effect
leadership for creating valued culture. Owing to this, both primary and secondary practices
are involved in current research.
The proposed research will have positive impact on the culture of Holiday Inn
because the transformational leader brings the several changes at workplace by implementing
different strategies (Hartnell and Walumbwa, 2011). It has positive impact on the corporate
culture because the leader focuses on the motivation of workforce to bring the changes. The
motivating leadership is absorbed by the followers and encourage them to complete the
allocated task effectively (Kovjanic, Schuh and Jonas, 2013). The proposed research will
shed the light on the different perspective of transformational leadership which will affect the
primary practices such as structure, culture and strategy. Apart from this, the current research
will also shed the lights on different leadership theories which will support the firm to use the
appropriate leadership for improving corporate culture. It shows that study on the
transformational leadership for improving the organizational culture will support the Holiday
Inn to improve the existing culture by using effective leadership practices; thus, the proposed
research will have positive impact on firm’s culture.
4.0 Literature review
4.1 Concept of transformational leadership and impact on organizational culture
According to Kark and Shamir (2013), transformational leadership is the managerial
style which is used to influence the employees by focusing on the influencer speech,
intellectual stimulation as well as motivational factors. Moreover, Bushra, Ahmad and
Naveed (2011) asserted that in transformational leadership leaders get inspired by the
atmosphere and trust on the employee’s performance which is beyond the expectations. On
the other hand, Odumeru and Ogbonna (2013) mentioned that transformational leader is a
personality which have a dynamic nature and behavior because the leaders mold the practices
according to the changing environment. However, Riaz and Haider (2010) pointed out that
transformational leadership is based on the compliance of followers which includes the
shifting of beliefs, needs and values of the followers. Further, Ghasabeh, Soosay and Reaiche
(2015) identified that transformational leadership is the unique style of the leaders because it
Page 3
is specially associated with the supportive leadership, inspirational communication,
engagement in all kind of activities of the organization etc. Apart from this, Odumeru and
Ogbonna (2013) notified that transformational leader have a caliber to perform the task as per
the changed requirements and encourage the others to work more enthusiastically to achieve
the targets. Therefore, it shows that transformational leadership is a different practice of the
leader which is helpful to work in any kind of completive environment. Furthermore,
transformational leaders always keen towards the supportive work and focuses on the
performance in the changing environment.
Hoon Song, Kolb, Hee Lee and Kyoung Kim (2012) stated that leadership behavior
always affects the organizational culture and knowledge management in the organization. In
this context, Birasnav (2014) asserted that transformational leadership is based on the
knowledge sharing practices which helps to create an adaptive culture in the organization.
Further, Riaz and Haider (2010) pointed out that transformational leadership is important for
the management of the organizational culture because it creates an innovative cultural
environment wherein leaders focuses on the development of new insights. However, Pieterse,
Van Knippenberg, Schippers and Stam (2010) argued that transformational leaders are
beneficial for the organizations because leaders emphasize on new learning, innovations and
developments in the organization which further improves the culture of the internal
environment. Besides this, Kelloway, Turner, Barling and Loughlin (2012) found that
transformational leadership style has significant importance because the leaders are closely
associated with the followers working conditions like involvement, influence, adaptiveness
etc. Additionally, involvement in transformational leadership is associated with the job-
satisfaction and meaningfulness is related to well-being of the employees. Hence, it shows
that transformational leadership is important for the organizations culture because it focuses
on the involvement of new insights in the firm. Moreover, it helps to influence the employees
towards the innovative culture and nature of adaptiveness for the development.
Paarlberg and Lavigna (2010) mentioned that transformational leadership plays a
critical role in the developing a learning culture and climate within the firm and further
empowers the employees for the achievement of the organizational goals. However, Pieterse
et al., (2010) argued that transformational leadership creates the chances of employees burn
out because transformational leaders always focuses on the new plans, organizational change
and development. Additionally, it might be a drawback for the organizations because in
which employees feels like they are taken advantage of more involvement as well as obliged
Page 4
engagement in all kind of activities of the organization etc. Apart from this, Odumeru and
Ogbonna (2013) notified that transformational leader have a caliber to perform the task as per
the changed requirements and encourage the others to work more enthusiastically to achieve
the targets. Therefore, it shows that transformational leadership is a different practice of the
leader which is helpful to work in any kind of completive environment. Furthermore,
transformational leaders always keen towards the supportive work and focuses on the
performance in the changing environment.
Hoon Song, Kolb, Hee Lee and Kyoung Kim (2012) stated that leadership behavior
always affects the organizational culture and knowledge management in the organization. In
this context, Birasnav (2014) asserted that transformational leadership is based on the
knowledge sharing practices which helps to create an adaptive culture in the organization.
Further, Riaz and Haider (2010) pointed out that transformational leadership is important for
the management of the organizational culture because it creates an innovative cultural
environment wherein leaders focuses on the development of new insights. However, Pieterse,
Van Knippenberg, Schippers and Stam (2010) argued that transformational leaders are
beneficial for the organizations because leaders emphasize on new learning, innovations and
developments in the organization which further improves the culture of the internal
environment. Besides this, Kelloway, Turner, Barling and Loughlin (2012) found that
transformational leadership style has significant importance because the leaders are closely
associated with the followers working conditions like involvement, influence, adaptiveness
etc. Additionally, involvement in transformational leadership is associated with the job-
satisfaction and meaningfulness is related to well-being of the employees. Hence, it shows
that transformational leadership is important for the organizations culture because it focuses
on the involvement of new insights in the firm. Moreover, it helps to influence the employees
towards the innovative culture and nature of adaptiveness for the development.
Paarlberg and Lavigna (2010) mentioned that transformational leadership plays a
critical role in the developing a learning culture and climate within the firm and further
empowers the employees for the achievement of the organizational goals. However, Pieterse
et al., (2010) argued that transformational leadership creates the chances of employees burn
out because transformational leaders always focuses on the new plans, organizational change
and development. Additionally, it might be a drawback for the organizations because in
which employees feels like they are taken advantage of more involvement as well as obliged
Page 4
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
to beyond the task to be achieved. On the contrary, Grant (2012) examined that
transformational leaders are advantages for the organizations culture because leaders
motivate and encourage the employees to a great extent to come out with optimum results.
Apart from this, transformational leaders are more appropriate for the culture of large
organizations because the leaders always focus on the changes in the external environment
and emphasize on the effective changes in the organization as per the external changes. Thus,
it indicates that transformational leadership has own significance towards the culture of the
organization because it changes the overall internal environment on the basis of the changes
in the external environment. Moreover, it creates a collaborative relationship with changes
and cultural environment.
4.2 Role of transformational leadership to influence the organizational learning and
innovation
4.2.1 Transformational leadership and organizational learning
According to Noruzy et al., (2013), transformational leadership plays critical role in
the organization because it modifies the entire cultural environment of the organizations. In
this context, Choudhary, Akhtar and Zaheer (2013) asserted that transformational leadership
and organizational learning has a significant relationship because learning is associated with
the inclusion of new aspects in the procedure or working criteria. However, Kurland, Peretz
and Hertz-Lazarowitz (2010) argued that inability to learn affects the organizational learning
because it is based on the cognitive and behavioral changes. At this juncture, Camps and
Rodríguez (2011) identified that organizational learning is fuels by the transformational
leadership because it focuses on the promoting intellectual stimulation, self-confidence in the
staff members and rendering the inspirational motivation. In this context, Noruzy et al.,
(2013) notified that transformational leadership is directly associated with organizational
learning and knowledge sharing capabilities which further leads to organizational innovations
(Refer the figure 1). Here, Birasnav (2014) delineated that organizational learning has a
positive impact on the organizational performance because workforce focuses on the grasping
of new theories for the overall development. Therefore, it reflects the transformational
leadership and organizational learning are closely associated because leadership has drastic
impact on the learning of the related personnel.
Page 5
transformational leaders are advantages for the organizations culture because leaders
motivate and encourage the employees to a great extent to come out with optimum results.
Apart from this, transformational leaders are more appropriate for the culture of large
organizations because the leaders always focus on the changes in the external environment
and emphasize on the effective changes in the organization as per the external changes. Thus,
it indicates that transformational leadership has own significance towards the culture of the
organization because it changes the overall internal environment on the basis of the changes
in the external environment. Moreover, it creates a collaborative relationship with changes
and cultural environment.
4.2 Role of transformational leadership to influence the organizational learning and
innovation
4.2.1 Transformational leadership and organizational learning
According to Noruzy et al., (2013), transformational leadership plays critical role in
the organization because it modifies the entire cultural environment of the organizations. In
this context, Choudhary, Akhtar and Zaheer (2013) asserted that transformational leadership
and organizational learning has a significant relationship because learning is associated with
the inclusion of new aspects in the procedure or working criteria. However, Kurland, Peretz
and Hertz-Lazarowitz (2010) argued that inability to learn affects the organizational learning
because it is based on the cognitive and behavioral changes. At this juncture, Camps and
Rodríguez (2011) identified that organizational learning is fuels by the transformational
leadership because it focuses on the promoting intellectual stimulation, self-confidence in the
staff members and rendering the inspirational motivation. In this context, Noruzy et al.,
(2013) notified that transformational leadership is directly associated with organizational
learning and knowledge sharing capabilities which further leads to organizational innovations
(Refer the figure 1). Here, Birasnav (2014) delineated that organizational learning has a
positive impact on the organizational performance because workforce focuses on the grasping
of new theories for the overall development. Therefore, it reflects the transformational
leadership and organizational learning are closely associated because leadership has drastic
impact on the learning of the related personnel.
Page 5
Figure 1: Model of organizational learning and transformational leadership
(Source: Noruzy, Dalfard, Azhdari, Nazari-Shirkouhi and Rezazadeh, 2013)
Noruzy et al. (2013) mentioned that transformational leadership is also supportive
style for the well-being of the employees because it involves the effectiveness of the working
conditions. In this context, Abbasi and Zamani-Miandashti (2013) identified that
transformational leadership is associated with the way in which employees learn the work
environment. Additionally, employees are always motivated by the transformational leaders
to manage the complex situations with effectiveness and patience by possessing the external
behavior. However, Camps and Rodríguez (2011) stated that organizational learning is
largely associated with the leader ship styles which is closely related to transformational
leadership. Furthermore, learning is based on the exchange of valuable information by
developing the contacts with others. Apart from this, García-Morales, Jiménez-Barrionuevo
and Gutiérrez-Gutiérrez (2012) asserted that organizational learning is led by the
transformational leadership approach because learning is specially related to set of actions
which are intentionally or non-intentionally influence the positive organizational change.
Further, Grant (2012) stated that management of organizational learning within the workplace
is not easy because it requires the actual attentiveness to perceive the external changes for
knowledge and organizational success. Hence, it reveals that transformational leadership and
organizational learning are keenly associated with each other because leadership leads the
learning and learning is developed by the interference of transformational leaders.
4.2.2 Transformational leadership and innovations
According to Abbasi and Zamani-Miandashti (2013), there is positive relationship
between transformational leadership and innovations because the leader is always focuses
shifting towards the changes and adaptive environment. In this context, Warrick (2011)
mentioned that transformational leadership is directly or indirectly enhance the organizational
Page 6
(Source: Noruzy, Dalfard, Azhdari, Nazari-Shirkouhi and Rezazadeh, 2013)
Noruzy et al. (2013) mentioned that transformational leadership is also supportive
style for the well-being of the employees because it involves the effectiveness of the working
conditions. In this context, Abbasi and Zamani-Miandashti (2013) identified that
transformational leadership is associated with the way in which employees learn the work
environment. Additionally, employees are always motivated by the transformational leaders
to manage the complex situations with effectiveness and patience by possessing the external
behavior. However, Camps and Rodríguez (2011) stated that organizational learning is
largely associated with the leader ship styles which is closely related to transformational
leadership. Furthermore, learning is based on the exchange of valuable information by
developing the contacts with others. Apart from this, García-Morales, Jiménez-Barrionuevo
and Gutiérrez-Gutiérrez (2012) asserted that organizational learning is led by the
transformational leadership approach because learning is specially related to set of actions
which are intentionally or non-intentionally influence the positive organizational change.
Further, Grant (2012) stated that management of organizational learning within the workplace
is not easy because it requires the actual attentiveness to perceive the external changes for
knowledge and organizational success. Hence, it reveals that transformational leadership and
organizational learning are keenly associated with each other because leadership leads the
learning and learning is developed by the interference of transformational leaders.
4.2.2 Transformational leadership and innovations
According to Abbasi and Zamani-Miandashti (2013), there is positive relationship
between transformational leadership and innovations because the leader is always focuses
shifting towards the changes and adaptive environment. In this context, Warrick (2011)
mentioned that transformational leadership is directly or indirectly enhance the organizational
Page 6
innovation with the helps of the supportive organizational culture. Similarly, Hargis, Watt
and Piotrowski (2011) asserted that culture is the main factor to influence the people by using
the effective leadership style which further influence the organizational performance.
However, Warrick (2011) argued that organizational learning has extensive impact on the
organizational innovation because the greater the innovations demands for the higher degree
of learning which is gained by the transformational leadership approach. Additionally,
positive relationship is existing between organizational learning and innovations and the
learning is associated with different types of learning such as radical, incremental, generative
and adaptive etc. Besides this, García-Morales, Jiménez-Barrionuevo and x`Gutiérrez-
Gutiérrez (2012) notified that transformational leadership is the transmitter of innovative
culture as well as adaptive factor of knowledge oriented to find out the optimum
organizational performance. On the other hand, Zhang, Ullrich and van Dick (2015) stated
that transformational leadership is the relevant factors or strategy for the innovation of the
firms because transformational leader has an interactive vision and pays an extensive
attention on the fostering of the effective communication as well as sharing values.
Furthermore, it encourages the appropriate environment innovative teams which helps for the
collective learning. Hence, it shows that organizational innovation is promoted by the
influencer transformational leadership because it focuses on the high degree of learning from
the externalities and apply the new concept in the organizational development for better
performance.
4.3 Assessing the factors affecting transformational leadership and organizational culture of
Holiday Inn
4.3.1 Innovation and internal environment
According to García-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez (2012),
innovation is the major factor which influence the transformational leader because the is
always keep eyes on the inclusion of new methods, techniques and focuses on the
implementation of change in the organization. Additionally, change is the good for the
development of the firms by measuring the internal capabilities of the workers. However,
Shao, Feng and Liu (2012) mentioned that internal environment affects the transformational
leaders because the shifting of activities takes place within the organization with the consent
of the staff members. In this context, Nam Nguyen and Mohamed (2011) asserted that
transformational leaders imply the adequate changes in the organization by motivating the
workforce which helps to change the overall culture of the organization (refer figure 2).
Page 7
and Piotrowski (2011) asserted that culture is the main factor to influence the people by using
the effective leadership style which further influence the organizational performance.
However, Warrick (2011) argued that organizational learning has extensive impact on the
organizational innovation because the greater the innovations demands for the higher degree
of learning which is gained by the transformational leadership approach. Additionally,
positive relationship is existing between organizational learning and innovations and the
learning is associated with different types of learning such as radical, incremental, generative
and adaptive etc. Besides this, García-Morales, Jiménez-Barrionuevo and x`Gutiérrez-
Gutiérrez (2012) notified that transformational leadership is the transmitter of innovative
culture as well as adaptive factor of knowledge oriented to find out the optimum
organizational performance. On the other hand, Zhang, Ullrich and van Dick (2015) stated
that transformational leadership is the relevant factors or strategy for the innovation of the
firms because transformational leader has an interactive vision and pays an extensive
attention on the fostering of the effective communication as well as sharing values.
Furthermore, it encourages the appropriate environment innovative teams which helps for the
collective learning. Hence, it shows that organizational innovation is promoted by the
influencer transformational leadership because it focuses on the high degree of learning from
the externalities and apply the new concept in the organizational development for better
performance.
4.3 Assessing the factors affecting transformational leadership and organizational culture of
Holiday Inn
4.3.1 Innovation and internal environment
According to García-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez (2012),
innovation is the major factor which influence the transformational leader because the is
always keep eyes on the inclusion of new methods, techniques and focuses on the
implementation of change in the organization. Additionally, change is the good for the
development of the firms by measuring the internal capabilities of the workers. However,
Shao, Feng and Liu (2012) mentioned that internal environment affects the transformational
leaders because the shifting of activities takes place within the organization with the consent
of the staff members. In this context, Nam Nguyen and Mohamed (2011) asserted that
transformational leaders imply the adequate changes in the organization by motivating the
workforce which helps to change the overall culture of the organization (refer figure 2).
Page 7
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Furthermore, Nam Nguyen and Mohamed (2011) found out that with the help of the
innovation, a transformational leader motivates the associated personnel for the expansion
and development of the firms. It shows that innovation largely affects the transformational
leadership style because it completely changes the organizational culture as well as motivates
the people for the better performance.
4.3.2 External cultural environment
Aktaş, Çiçek and Kıyak (2011) delineated that ability of innovation of
transformational leaders is get affected by the external factors like availability of competition,
new approaches, organizational external capacity and competitiveness. Additionally, external
environment motivates the leaders in context of the inspiration and intellectual stimulations.
However, Jogulu and Ferkins (2012) asserted that transformational leaders are not merely
influenced by the externalities; nonetheless, it also gets attraction by the close peer person
and perception of achievement of long-term goals. Further, Sackmann (2011) mentioned that
innovation lies under the external factors which has direct or indirect impact on the
performance of the organization and leaders. Moreover, Aktaş, Çiçek and Kıyak (2011)
supervised that external cultural environment like stakeholders, customers, clients etc. have
the major role in the affecting the organizational culture and transformational leadership.
Thus, it shows that there is a strong connectivity between transformational leadership and
organizational culture which gets affected by the external cultural environment. Furthermore,
leaders get influence by the external surroundings.
4.3.3 Attentiveness of the workforce
Kaslow, Falender and Grus (2012) stated that transformational leadership is largely
affected by the attentiveness of the workforce because more alertness has close relations with
leaders. In this context, Datche and Mukulu (2015) mentioned that transformational leaders
always focus on the finding of new things in any form and apply those activities in the own
organizations for the development and to be competitive. Similarly, Serrano and Reichard
(2011) pointed out that involvement is one of the mechanisms which helps to be positively
attached as well as attentive to the leader and supports to the improvement in the
organizational culture. On the other hand, Kroon, van Woerkom and Menting (2017)
examined that it is not necessary that all the employees remain attentive in the organizations
where in some of the non-attentive and non-influence towards the new innovations which has
direct impact on the perception of transformational leaders. Nonetheless, Serrano and
Page 8
innovation, a transformational leader motivates the associated personnel for the expansion
and development of the firms. It shows that innovation largely affects the transformational
leadership style because it completely changes the organizational culture as well as motivates
the people for the better performance.
4.3.2 External cultural environment
Aktaş, Çiçek and Kıyak (2011) delineated that ability of innovation of
transformational leaders is get affected by the external factors like availability of competition,
new approaches, organizational external capacity and competitiveness. Additionally, external
environment motivates the leaders in context of the inspiration and intellectual stimulations.
However, Jogulu and Ferkins (2012) asserted that transformational leaders are not merely
influenced by the externalities; nonetheless, it also gets attraction by the close peer person
and perception of achievement of long-term goals. Further, Sackmann (2011) mentioned that
innovation lies under the external factors which has direct or indirect impact on the
performance of the organization and leaders. Moreover, Aktaş, Çiçek and Kıyak (2011)
supervised that external cultural environment like stakeholders, customers, clients etc. have
the major role in the affecting the organizational culture and transformational leadership.
Thus, it shows that there is a strong connectivity between transformational leadership and
organizational culture which gets affected by the external cultural environment. Furthermore,
leaders get influence by the external surroundings.
4.3.3 Attentiveness of the workforce
Kaslow, Falender and Grus (2012) stated that transformational leadership is largely
affected by the attentiveness of the workforce because more alertness has close relations with
leaders. In this context, Datche and Mukulu (2015) mentioned that transformational leaders
always focus on the finding of new things in any form and apply those activities in the own
organizations for the development and to be competitive. Similarly, Serrano and Reichard
(2011) pointed out that involvement is one of the mechanisms which helps to be positively
attached as well as attentive to the leader and supports to the improvement in the
organizational culture. On the other hand, Kroon, van Woerkom and Menting (2017)
examined that it is not necessary that all the employees remain attentive in the organizations
where in some of the non-attentive and non-influence towards the new innovations which has
direct impact on the perception of transformational leaders. Nonetheless, Serrano and
Page 8
Reichard (2011) argued that attentiveness is not merely required in the employees but it is
also demanded by the leader’s side because transformational leaders are needed to be more
attentive in case of the autism spectrum disorder people. Furthermore, this attentiveness is
required especially with the regards to potential frustration which has direct impact on the
performance indicators of transformational leadership. Hence, it reflects that attentiveness of
the workforce and leaders are equally required because the installation of new tendencies in
the organizations based on it.
Figure 2: Relationship between transformational leadership and organizational culture
(Source: Nam Nguyen and Mohamed, 2011)
5.0 Research methodology
5.1 Data collection
Data collection is an important part of a study wherein the researcher collect the
information about research topic from appropriate sources (Creswell and Creswell, 2017). It
is significant to conduct a research because it determines the quality of information which
further used to generate the outcome (Kumar and Phrommathed, 2005). In this regard,
Saunders and Lewis (2016) proposed two types of data collection methods likely primary and
secondary. The primary data which are first handed and never collected before they are
gathered by using different approaches such as interview, survey and questionnaire.
However, the collection of primary data is affected by the type of research wherein the
qualitative research demands for collecting quality data which offers the in-depth
understanding about research topic (Creswell and Creswell, 2017). In contrast, the
Page 9
also demanded by the leader’s side because transformational leaders are needed to be more
attentive in case of the autism spectrum disorder people. Furthermore, this attentiveness is
required especially with the regards to potential frustration which has direct impact on the
performance indicators of transformational leadership. Hence, it reflects that attentiveness of
the workforce and leaders are equally required because the installation of new tendencies in
the organizations based on it.
Figure 2: Relationship between transformational leadership and organizational culture
(Source: Nam Nguyen and Mohamed, 2011)
5.0 Research methodology
5.1 Data collection
Data collection is an important part of a study wherein the researcher collect the
information about research topic from appropriate sources (Creswell and Creswell, 2017). It
is significant to conduct a research because it determines the quality of information which
further used to generate the outcome (Kumar and Phrommathed, 2005). In this regard,
Saunders and Lewis (2016) proposed two types of data collection methods likely primary and
secondary. The primary data which are first handed and never collected before they are
gathered by using different approaches such as interview, survey and questionnaire.
However, the collection of primary data is affected by the type of research wherein the
qualitative research demands for collecting quality data which offers the in-depth
understanding about research topic (Creswell and Creswell, 2017). In contrast, the
Page 9
quantitative research demands the collection of large amounts of primary data to quantify the
research problems (Saunders, 2012). In this regard, the present research will be based on
qualitative research to identify the different perspective of research question. On the other
hand, the secondary data which are already published in the newspaper, journal articles,
websites, books and magazines will be referred (Saunders and Lewis 2016). However,
abundance of secondary data is available; thus, the selection is based on its relevance to
research topic which enhances the reliability and validity of study (Rowley, 2014). In this
context, the present study will be carried out by using both approaches of data collection
wherein the primary data will be gathered from the questionnaire method because it is
significant to collect the quality information in the boundaries of transformational leadership
and organizational culture. Apart from this, the secondary data which will related to the
different aspect of transformational leadership in the context of corporate culture from the
varied sources such as previous researches on transformational leadership and organizational
culture, books and news articles. Further, the selection of both data collection method will
help the researcher to follow the inductive approach which supports to generate the new
theories related to the role of transformational leadership for improving the corporate culture.
Therefore, the selection of both data collection methods will be significant to collect the
quality information which will support to produce the in-depth research.
5.2 Sampling
According to Creswell and Creswell (2017) the sample is the assembly of people that
are selected from the large mass of population for collecting the primary information. The
sample represents the whole population to generalize the findings. It is systematic process
which includes the several stages for collecting information (refer figure 5). Few important
stages are discussed below.
5.2.1 Target population
The target population part of whole population which is considered to select for
gathering primary data (Saunders and Lewis, 2016). In this regard, the target population for
current research will be the employees of Holiday Inn who works on the different level in the
organization. It is imperative to select the employees of Holiday Inn as targets population
because the present study will be based to evaluate the role of transformational leadership for
improving its corporate culture.
Page 10
research problems (Saunders, 2012). In this regard, the present research will be based on
qualitative research to identify the different perspective of research question. On the other
hand, the secondary data which are already published in the newspaper, journal articles,
websites, books and magazines will be referred (Saunders and Lewis 2016). However,
abundance of secondary data is available; thus, the selection is based on its relevance to
research topic which enhances the reliability and validity of study (Rowley, 2014). In this
context, the present study will be carried out by using both approaches of data collection
wherein the primary data will be gathered from the questionnaire method because it is
significant to collect the quality information in the boundaries of transformational leadership
and organizational culture. Apart from this, the secondary data which will related to the
different aspect of transformational leadership in the context of corporate culture from the
varied sources such as previous researches on transformational leadership and organizational
culture, books and news articles. Further, the selection of both data collection method will
help the researcher to follow the inductive approach which supports to generate the new
theories related to the role of transformational leadership for improving the corporate culture.
Therefore, the selection of both data collection methods will be significant to collect the
quality information which will support to produce the in-depth research.
5.2 Sampling
According to Creswell and Creswell (2017) the sample is the assembly of people that
are selected from the large mass of population for collecting the primary information. The
sample represents the whole population to generalize the findings. It is systematic process
which includes the several stages for collecting information (refer figure 5). Few important
stages are discussed below.
5.2.1 Target population
The target population part of whole population which is considered to select for
gathering primary data (Saunders and Lewis, 2016). In this regard, the target population for
current research will be the employees of Holiday Inn who works on the different level in the
organization. It is imperative to select the employees of Holiday Inn as targets population
because the present study will be based to evaluate the role of transformational leadership for
improving its corporate culture.
Page 10
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
5.2.2 Sampling technique
According to Palinkas et al. (2015) researchers mainly use two types of sampling
techniques including probabilistic and non-probabilistic which are further have random and
purposive sampling. In probabilistic sampling each individual from target population has
chances to get selected as sample while in non-probabilistic sampling sample are selected
according to specific criteria related to research topic and each individual does not have
chance to be the part of data collection (Suri, 2011). However, in the current study, the
probabilistic sampling will be used because all the individual from the target population has
direct relation with organizational culture and transformational leadership. They will be able
to give appropriate answer in the context of research topic. Owing to this, random sampling
will be crucial for collection the quality data from the sample.
5.2.3 Sample size and location
The sample size defines the number of individuals selected from the target
population. It is the most significant process because the selection of adequate size is crucial
to finalize the quality outcome (Saunders, 2012). Further, the selection of large sample size is
helpful to decrease the error in collected data. However, the resource and time constrains will
adversely affect the selection of large sample size for carrying out the current research. Apart
from this, the location of information gathering will be several Holiday Inn hotels in
Australia. Owing to this, the 30 individuals will be selected as sample from the different
Holiday Inn hotels of Australia for representing the target population.
Page 11
According to Palinkas et al. (2015) researchers mainly use two types of sampling
techniques including probabilistic and non-probabilistic which are further have random and
purposive sampling. In probabilistic sampling each individual from target population has
chances to get selected as sample while in non-probabilistic sampling sample are selected
according to specific criteria related to research topic and each individual does not have
chance to be the part of data collection (Suri, 2011). However, in the current study, the
probabilistic sampling will be used because all the individual from the target population has
direct relation with organizational culture and transformational leadership. They will be able
to give appropriate answer in the context of research topic. Owing to this, random sampling
will be crucial for collection the quality data from the sample.
5.2.3 Sample size and location
The sample size defines the number of individuals selected from the target
population. It is the most significant process because the selection of adequate size is crucial
to finalize the quality outcome (Saunders, 2012). Further, the selection of large sample size is
helpful to decrease the error in collected data. However, the resource and time constrains will
adversely affect the selection of large sample size for carrying out the current research. Apart
from this, the location of information gathering will be several Holiday Inn hotels in
Australia. Owing to this, the 30 individuals will be selected as sample from the different
Holiday Inn hotels of Australia for representing the target population.
Page 11
Figure 3:Sampling process
(Source: Taherdoost, 2016)
5.3 Data analysis
According to Silverman (2016) data analysis is the process which is used in
developing and understanding the meaning from the collected information for creating the
basis for additional action and creating theories for research question. In this context,
different methods are available for collecting data which depends upon the type of study. In
Page 12
(Source: Taherdoost, 2016)
5.3 Data analysis
According to Silverman (2016) data analysis is the process which is used in
developing and understanding the meaning from the collected information for creating the
basis for additional action and creating theories for research question. In this context,
different methods are available for collecting data which depends upon the type of study. In
Page 12
the qualitative study, the data analysis identifies the shared pattern and theories in response to
critically evaluate the different aspect in the context of research aim (Crowther and
Lancaster, 2012). In contrast, the data analysis in quantitative research involves analysis of
collected information to generate result in the terms of figures and numbers. For this purpose,
the statistical tools are used for evaluation (Creswell and Creswell, 2017). However, the
current research will be based on the qualitative research to identify the different insight in
relation to transformational leadership and corporate culture in the context of Holiday Inn.
For this purpose, the present research will be based on evaluation of gathered information in
the regard of qualitative study. However, the thematic analysis is justiciable for identifying
the different perspective of research topic by creating different themes. In this regard, the
present research will be carried out by using the thematic analysis by creating several themes
related to transformational leadership and organization culture. However, the use of statistical
tool will not be beneficial because the current study will be based on analyzing the role of
transformational leadership for improving organizational culture which cannot be measured
in figures and numbers. Owing to this, the thematic analysis will be highly appropriate for
analyzing the gartered information of transformational leadership and organizational culture.
6.0 Estimated findings
It is expected that transformational leadership and organizational culture has positive
impact with the direct influence of the growth of the corporation. It is because
transformational leaders provide the growth opprotunities for workforce and enable them to
understand the expectations of corporation towards them. Not only this, but it also strives
innovation in the company by fostering the teamwork and continuous learning among the
personnel. However, it is noted that organisational culture has direct impact on the
productivity of the business. Owing to this, focus will be laid on the collective efforts and
influence of transformational leaders in improving the organisational performance. This
facilitates to derive the valid outcome by accomplishing the long as well as short term
objectives. Apart from this, it is expected that transformational leaders focused and concern
towards the workforce which help in retaining personnel and resolving the issues related to
turnover of workforces.
Page 13
critically evaluate the different aspect in the context of research aim (Crowther and
Lancaster, 2012). In contrast, the data analysis in quantitative research involves analysis of
collected information to generate result in the terms of figures and numbers. For this purpose,
the statistical tools are used for evaluation (Creswell and Creswell, 2017). However, the
current research will be based on the qualitative research to identify the different insight in
relation to transformational leadership and corporate culture in the context of Holiday Inn.
For this purpose, the present research will be based on evaluation of gathered information in
the regard of qualitative study. However, the thematic analysis is justiciable for identifying
the different perspective of research topic by creating different themes. In this regard, the
present research will be carried out by using the thematic analysis by creating several themes
related to transformational leadership and organization culture. However, the use of statistical
tool will not be beneficial because the current study will be based on analyzing the role of
transformational leadership for improving organizational culture which cannot be measured
in figures and numbers. Owing to this, the thematic analysis will be highly appropriate for
analyzing the gartered information of transformational leadership and organizational culture.
6.0 Estimated findings
It is expected that transformational leadership and organizational culture has positive
impact with the direct influence of the growth of the corporation. It is because
transformational leaders provide the growth opprotunities for workforce and enable them to
understand the expectations of corporation towards them. Not only this, but it also strives
innovation in the company by fostering the teamwork and continuous learning among the
personnel. However, it is noted that organisational culture has direct impact on the
productivity of the business. Owing to this, focus will be laid on the collective efforts and
influence of transformational leaders in improving the organisational performance. This
facilitates to derive the valid outcome by accomplishing the long as well as short term
objectives. Apart from this, it is expected that transformational leaders focused and concern
towards the workforce which help in retaining personnel and resolving the issues related to
turnover of workforces.
Page 13
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
7.0 Time and resource structure
According to Crowther and Lancaster (2012) the time structure provides the guidance
to the researcher for completing the study through achieving the aims and objectives. In this
regard, the time structure of proposed research is mentioned in below table.
Table 1: time structure of proposed research
Activities/
Week
1 2 3 4 5 6 7 8 9 10 11 12 1
3
14 15 16 17 18 19
Setting the
objectives of
research
Creating the
proposal
Framing
introduction
Preparing
research
methodology
Planning for
data
collection
Gathering
primary data
Assembling
secondary
information
Reviewing
gathered
information
Evaluating
the reviewed
information
Page 14
According to Crowther and Lancaster (2012) the time structure provides the guidance
to the researcher for completing the study through achieving the aims and objectives. In this
regard, the time structure of proposed research is mentioned in below table.
Table 1: time structure of proposed research
Activities/
Week
1 2 3 4 5 6 7 8 9 10 11 12 1
3
14 15 16 17 18 19
Setting the
objectives of
research
Creating the
proposal
Framing
introduction
Preparing
research
methodology
Planning for
data
collection
Gathering
primary data
Assembling
secondary
information
Reviewing
gathered
information
Evaluating
the reviewed
information
Page 14
Generating
conclusion
8.0 Resource structure
In order to complete the current research, different resources such as human, finance
and physical will be required. This will help researcher in carrying out all the project
activities from the inception to end (refer table 6).
Page 15
conclusion
8.0 Resource structure
In order to complete the current research, different resources such as human, finance
and physical will be required. This will help researcher in carrying out all the project
activities from the inception to end (refer table 6).
Page 15
8.0 References
Abbasi, E. and Zamani-Miandashti, N., 2013. The role of transformational leadership,
organizational culture and organizational learning in improving the performance of
Iranian agricultural faculties. Higher Education, 66(4), pp.505-519.
AI Group, 2018. ECONOMICS FACT SHEET Labour turnover in 2018. [PDF]. Available
at :<
https://cdn.aigroup.com.au/Economic_Indicators/Fact_Sheets/2018/Labour_Turnover_i
n_2018_Fact_Sheet.pdf>. [Accessed on 28 May 2019].
Aktaş, E., Çiçek, I. and Kıyak, M., 2011. The effect of organizational culture on
organizational efficiency: The moderating role of organizational environment and CEO
values. Procedia-Social and Behavioral Sciences, 24, pp.1560-1573.
AlBattat, A.R., Som, A.P.M. and Helalat, A.S., 2014. Higher dissatisfaction higher turnover
in the hospitality industry. International Journal of Academic Research in Business and
Social Sciences, 4(2), p.45.
Awadh, A.M. and Saad, A.M., 2013. Impact of organizational culture on employee
performance. International Review of Management and Business Research, 2(1),
pp.168-175.
Birasnav, M., 2014. Knowledge management and organizational performance in the service
industry: The role of transformational leadership beyond the effects of transactional
leadership. Journal of Business Research, 67(8), pp.1622-1629.
Bolton, P., Brunnermeier, M.K. and Veldkamp, L., 2012. Leadership, coordination, and
corporate culture. Review of Economic Studies, 80(2), pp.512-537.
Bushra, F., Ahmad, U. and Naveed, A., 2011. Effect of transformational leadership on
employees' job satisfaction and organizational commitment in banking sector of Lahore
(Pakistan). International journal of Business and Social science, 2(18).
Camps, J. and Rodríguez, H., 2011. Transformational leadership, learning, and employability:
Effects on performance among faculty members. Personnel Review, 40(4), pp.423-442.
Choudhary, A.I., Akhtar, S.A. and Zaheer, A., 2013. Impact of transformational and servant
leadership on organizational performance: A comparative analysis. Journal of business
ethics, 116(2), pp.433-440.
Page 16
Abbasi, E. and Zamani-Miandashti, N., 2013. The role of transformational leadership,
organizational culture and organizational learning in improving the performance of
Iranian agricultural faculties. Higher Education, 66(4), pp.505-519.
AI Group, 2018. ECONOMICS FACT SHEET Labour turnover in 2018. [PDF]. Available
at :<
https://cdn.aigroup.com.au/Economic_Indicators/Fact_Sheets/2018/Labour_Turnover_i
n_2018_Fact_Sheet.pdf>. [Accessed on 28 May 2019].
Aktaş, E., Çiçek, I. and Kıyak, M., 2011. The effect of organizational culture on
organizational efficiency: The moderating role of organizational environment and CEO
values. Procedia-Social and Behavioral Sciences, 24, pp.1560-1573.
AlBattat, A.R., Som, A.P.M. and Helalat, A.S., 2014. Higher dissatisfaction higher turnover
in the hospitality industry. International Journal of Academic Research in Business and
Social Sciences, 4(2), p.45.
Awadh, A.M. and Saad, A.M., 2013. Impact of organizational culture on employee
performance. International Review of Management and Business Research, 2(1),
pp.168-175.
Birasnav, M., 2014. Knowledge management and organizational performance in the service
industry: The role of transformational leadership beyond the effects of transactional
leadership. Journal of Business Research, 67(8), pp.1622-1629.
Bolton, P., Brunnermeier, M.K. and Veldkamp, L., 2012. Leadership, coordination, and
corporate culture. Review of Economic Studies, 80(2), pp.512-537.
Bushra, F., Ahmad, U. and Naveed, A., 2011. Effect of transformational leadership on
employees' job satisfaction and organizational commitment in banking sector of Lahore
(Pakistan). International journal of Business and Social science, 2(18).
Camps, J. and Rodríguez, H., 2011. Transformational leadership, learning, and employability:
Effects on performance among faculty members. Personnel Review, 40(4), pp.423-442.
Choudhary, A.I., Akhtar, S.A. and Zaheer, A., 2013. Impact of transformational and servant
leadership on organizational performance: A comparative analysis. Journal of business
ethics, 116(2), pp.433-440.
Page 16
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Creswell, J.W. and Creswell, J.D., 2017. Research design: Qualitative, quantitative, and
mixed methods approaches. Sage publications.
Crowther, D. and Lancaster, G., 2012. Research methods. Routledge.
Datche, A.E. and Mukulu, E., 2015. The effects of transformational leadership on employee
engagement: A survey of civil service in Kenya. Journal Issues ISSN, 2350, p.157X.
Dunning, J.H., 2014. The Globalization of Business (Routledge Revivals): The Challenge of
the 1990s. Routledge.. The Globalization of Business (Routledge Revivals): The
Challenge of the 1990s. Routledge.
García-Morales, V.J., Jiménez-Barrionuevo, M.M. and Gutiérrez-Gutiérrez, L., 2012.
Transformational leadership influence on organizational performance through
organizational learning and innovation. Journal of business research, 65(7), pp.1040-
1050.
Ghasabeh, M.S., Soosay, C. and Reaiche, C., 2015. The emerging role of transformational
leadership. The Journal of Developing Areas, 49(6), pp.459-467.
Grant, A.M., 2012. Leading with meaning: Beneficiary contact, prosocial impact, and the
performance effects of transformational leadership. Academy of Management
Journal, 55(2), pp.458-476.
Hargis, M.B., Watt, J.D. and Piotrowski, C., 2011. Developing leaders: Examining the role of
transactional and transformational leadership across business contexts. Organization
Development Journal, 29(3), p.51.
Hartnell, C.A. and Walumbwa, F.O., 2011. Transformational leadership and organizational
culture. The handbook of organizational culture and climate, 2.
Hoon Song, J., Kolb, J.A., Hee Lee, U. and Kyoung Kim, H., 2012. Role of transformational
leadership in effective organizational knowledge creation practices: Mediating effects
of employees' work engagement. Human Resource Development Quarterly, 23(1),
pp.65-101.
Jogulu, U. and Ferkins, L., 2012. Leadership and culture in Asia: The case of Malaysia. Asia
Pacific Business Review, 18(4), pp.531-549.
Page 17
mixed methods approaches. Sage publications.
Crowther, D. and Lancaster, G., 2012. Research methods. Routledge.
Datche, A.E. and Mukulu, E., 2015. The effects of transformational leadership on employee
engagement: A survey of civil service in Kenya. Journal Issues ISSN, 2350, p.157X.
Dunning, J.H., 2014. The Globalization of Business (Routledge Revivals): The Challenge of
the 1990s. Routledge.. The Globalization of Business (Routledge Revivals): The
Challenge of the 1990s. Routledge.
García-Morales, V.J., Jiménez-Barrionuevo, M.M. and Gutiérrez-Gutiérrez, L., 2012.
Transformational leadership influence on organizational performance through
organizational learning and innovation. Journal of business research, 65(7), pp.1040-
1050.
Ghasabeh, M.S., Soosay, C. and Reaiche, C., 2015. The emerging role of transformational
leadership. The Journal of Developing Areas, 49(6), pp.459-467.
Grant, A.M., 2012. Leading with meaning: Beneficiary contact, prosocial impact, and the
performance effects of transformational leadership. Academy of Management
Journal, 55(2), pp.458-476.
Hargis, M.B., Watt, J.D. and Piotrowski, C., 2011. Developing leaders: Examining the role of
transactional and transformational leadership across business contexts. Organization
Development Journal, 29(3), p.51.
Hartnell, C.A. and Walumbwa, F.O., 2011. Transformational leadership and organizational
culture. The handbook of organizational culture and climate, 2.
Hoon Song, J., Kolb, J.A., Hee Lee, U. and Kyoung Kim, H., 2012. Role of transformational
leadership in effective organizational knowledge creation practices: Mediating effects
of employees' work engagement. Human Resource Development Quarterly, 23(1),
pp.65-101.
Jogulu, U. and Ferkins, L., 2012. Leadership and culture in Asia: The case of Malaysia. Asia
Pacific Business Review, 18(4), pp.531-549.
Page 17
Joyce, W., 2005. What really works: HR's role in building the 4+ 2 organization and an
introduction to the case studies in the HR leadership forum. Human Resource
Management, 44(1), pp.67-72.
Kark, R. and Shamir, B., 2013. The dual effect of transformational leadership: Priming
relational and collective selves and further effects on followers. In Transformational
and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 77-101).
Emerald Group Publishing Limited.
Kaslow, N.J., Falender, C.A. and Grus, C.L., 2012. Valuing and practicing competency-based
supervision: A transformational leadership perspective. Training and Education in
Professional Psychology, 6(1), p.47.
Kelloway, E.K., Turner, N., Barling, J. and Loughlin, C., 2012. Transformational leadership
and employee psychological well-being: The mediating role of employee trust in
leadership. Work & Stress, 26(1), pp.39-55.
Kovjanic, S., Schuh, S.C. and Jonas, K., 2013. Transformational leadership and performance:
An experimental investigation of the mediating effects of basic needs satisfaction and
work engagement. Journal of occupational and organizational psychology, 86(4),
pp.543-555.
Kroon, B., van Woerkom, M. and Menting, C., 2017. Mindfulness as substitute for
transformational leadership. Journal of Managerial Psychology, 32(4), pp.284-297.
Kumar, S. and Phrommathed, P., 2005. Research methodology Springer US.
Kurland, H., Peretz, H. and Hertz-Lazarowitz, R., 2010. Leadership style and organizational
learning: the mediate effect of school vision. Journal of Educational
Administration, 48(1), pp.7-30.
Nam Nguyen, H. and Mohamed, S., 2011. Leadership behaviors, organizational culture and
knowledge management practices: An empirical investigation. Journal of Management
Development, 30(2), pp.206-221.
Noruzy, A., Dalfard, V.M., Azhdari, B., Nazari-Shirkouhi, S. and Rezazadeh, A., 2013.
Relations between transformational leadership, organizational learning, knowledge
management, organizational innovation, and organizational performance: an empirical
Page 18
introduction to the case studies in the HR leadership forum. Human Resource
Management, 44(1), pp.67-72.
Kark, R. and Shamir, B., 2013. The dual effect of transformational leadership: Priming
relational and collective selves and further effects on followers. In Transformational
and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 77-101).
Emerald Group Publishing Limited.
Kaslow, N.J., Falender, C.A. and Grus, C.L., 2012. Valuing and practicing competency-based
supervision: A transformational leadership perspective. Training and Education in
Professional Psychology, 6(1), p.47.
Kelloway, E.K., Turner, N., Barling, J. and Loughlin, C., 2012. Transformational leadership
and employee psychological well-being: The mediating role of employee trust in
leadership. Work & Stress, 26(1), pp.39-55.
Kovjanic, S., Schuh, S.C. and Jonas, K., 2013. Transformational leadership and performance:
An experimental investigation of the mediating effects of basic needs satisfaction and
work engagement. Journal of occupational and organizational psychology, 86(4),
pp.543-555.
Kroon, B., van Woerkom, M. and Menting, C., 2017. Mindfulness as substitute for
transformational leadership. Journal of Managerial Psychology, 32(4), pp.284-297.
Kumar, S. and Phrommathed, P., 2005. Research methodology Springer US.
Kurland, H., Peretz, H. and Hertz-Lazarowitz, R., 2010. Leadership style and organizational
learning: the mediate effect of school vision. Journal of Educational
Administration, 48(1), pp.7-30.
Nam Nguyen, H. and Mohamed, S., 2011. Leadership behaviors, organizational culture and
knowledge management practices: An empirical investigation. Journal of Management
Development, 30(2), pp.206-221.
Noruzy, A., Dalfard, V.M., Azhdari, B., Nazari-Shirkouhi, S. and Rezazadeh, A., 2013.
Relations between transformational leadership, organizational learning, knowledge
management, organizational innovation, and organizational performance: an empirical
Page 18
investigation of manufacturing firms. The International Journal of Advanced
Manufacturing Technology, 64(5-8), pp.1073-1085.
Odumeru, J.A. and Ogbonna, I.G., 2013. Transformational vs. transactional leadership
theories: Evidence in literature. International Review of Management and Business
Research, 2(2), p.355.
Paarlberg, L.E. and Lavigna, B., 2010. Transformational leadership and public service
motivation: Driving individual and organizational performance. Public administration
review, 70(5), pp.710-718.
Palinkas, L.A., Horwitz, S.M., Green, C.A., Wisdom, J.P., Duan, N. and Hoagwood, K.,
2015. Purposeful sampling for qualitative data collection and analysis in mixed method
implementation research. Administration and Policy in Mental Health and Mental
Health Services Research, 42(5), pp.533-544.
Pieterse, A.N., Van Knippenberg, D., Schippers, M. and Stam, D., 2010. Transformational
and transactional leadership and innovative behavior: The moderating role of
psychological empowerment. Journal of organizational behavior, 31(4), pp.609-623.
Riaz, A. and Haider, M.H., 2010. Role of transformational and transactional leadership on job
satisfaction and career satisfaction. Business and Economic horizons, 1(1), pp.29-38.
Rowley, J., 2014. Designing and using research questionnaires. Management Research
Review, 37(3), pp.308-330.
Sackmann, S.A., 2011. Culture and performance. The handbook of organizational culture
and climate, 2, pp.188-224.
Saunders, M. and Lewis, P., 2016. In Thornhill Adrian. Research methods for business
students, 7.
Saunders, M.N., 2012. Choosing research participants. Qualitative organizational research:
Core methods and current challenges, pp.35-52.
Serrano, S.A. and Reichard, R.J., 2011. Leadership strategies for an engaged
workforce. Consulting Psychology Journal: Practice and Research, 63(3), p.176.
Shao, Z., Feng, Y. and Liu, L., 2012. The mediating effect of organizational culture and
knowledge sharing on transformational leadership and Enterprise Resource Planning
Page 19
Manufacturing Technology, 64(5-8), pp.1073-1085.
Odumeru, J.A. and Ogbonna, I.G., 2013. Transformational vs. transactional leadership
theories: Evidence in literature. International Review of Management and Business
Research, 2(2), p.355.
Paarlberg, L.E. and Lavigna, B., 2010. Transformational leadership and public service
motivation: Driving individual and organizational performance. Public administration
review, 70(5), pp.710-718.
Palinkas, L.A., Horwitz, S.M., Green, C.A., Wisdom, J.P., Duan, N. and Hoagwood, K.,
2015. Purposeful sampling for qualitative data collection and analysis in mixed method
implementation research. Administration and Policy in Mental Health and Mental
Health Services Research, 42(5), pp.533-544.
Pieterse, A.N., Van Knippenberg, D., Schippers, M. and Stam, D., 2010. Transformational
and transactional leadership and innovative behavior: The moderating role of
psychological empowerment. Journal of organizational behavior, 31(4), pp.609-623.
Riaz, A. and Haider, M.H., 2010. Role of transformational and transactional leadership on job
satisfaction and career satisfaction. Business and Economic horizons, 1(1), pp.29-38.
Rowley, J., 2014. Designing and using research questionnaires. Management Research
Review, 37(3), pp.308-330.
Sackmann, S.A., 2011. Culture and performance. The handbook of organizational culture
and climate, 2, pp.188-224.
Saunders, M. and Lewis, P., 2016. In Thornhill Adrian. Research methods for business
students, 7.
Saunders, M.N., 2012. Choosing research participants. Qualitative organizational research:
Core methods and current challenges, pp.35-52.
Serrano, S.A. and Reichard, R.J., 2011. Leadership strategies for an engaged
workforce. Consulting Psychology Journal: Practice and Research, 63(3), p.176.
Shao, Z., Feng, Y. and Liu, L., 2012. The mediating effect of organizational culture and
knowledge sharing on transformational leadership and Enterprise Resource Planning
Page 19
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
systems success: An empirical study in China. Computers in Human Behavior, 28(6),
pp.2400-2413.
Silverman, D. ed., 2016. Qualitative research. Sage.
Suri, H., 2011. Purposeful sampling in qualitative research synthesis. Qualitative research
journal, 11(2), pp.63-75.
Taherdoost, H., 2016. Sampling methods in research methodology; How to choose a
sampling technique for research. [PDF]. Available at:<
https://www.researchgate.net/publication/319998246_Sampling_Methods_in_Research
_Methodology_How_to_Choose_a_Sampling_Technique_for_Research>. [Accessed
on 28 May 2019].
Warrick, D.D., 2011. The urgent need for skilled transformational leaders: Integrating
transformational leadership and organization development. Journal of leadership,
Accountability, and Ethics, 8(5), pp.11-26.
Zhang, X.A., Li, N., Ullrich, J. and van Dick, R., 2015. Getting everyone on board: The
effect of differentiated transformational leadership by CEOs on top management team
effectiveness and leader-rated firm performance. Journal of Management, 41(7),
pp.1898-1933.
Page 20
pp.2400-2413.
Silverman, D. ed., 2016. Qualitative research. Sage.
Suri, H., 2011. Purposeful sampling in qualitative research synthesis. Qualitative research
journal, 11(2), pp.63-75.
Taherdoost, H., 2016. Sampling methods in research methodology; How to choose a
sampling technique for research. [PDF]. Available at:<
https://www.researchgate.net/publication/319998246_Sampling_Methods_in_Research
_Methodology_How_to_Choose_a_Sampling_Technique_for_Research>. [Accessed
on 28 May 2019].
Warrick, D.D., 2011. The urgent need for skilled transformational leaders: Integrating
transformational leadership and organization development. Journal of leadership,
Accountability, and Ethics, 8(5), pp.11-26.
Zhang, X.A., Li, N., Ullrich, J. and van Dick, R., 2015. Getting everyone on board: The
effect of differentiated transformational leadership by CEOs on top management team
effectiveness and leader-rated firm performance. Journal of Management, 41(7),
pp.1898-1933.
Page 20
9.0 Appendices
9.1 Questionnaire
The following online survey will be carried out by sending the questionnaire to
employees of the Holiday Inn. The participants will be taken their consent regarding the
willingness to take part in the study. For this purpose, the assurity is given that the recorded
information will be confidential and they can provide the information as per their convenient.
In this context, the permission will be taken from the management of the hotel so that
employees can effectively provide the information in order to derive the valid outcome. For
this purpose, below mentioned questionnaire assess the relationship between the
transformational leadership and organizational culture by framing the close ended questions
in the line of research aim and objectives.
Demographics
Male
Female
Age group
25-40 years
40-60 years
Above 60 years
1. Do you agree that transformational leadership bring the positive changes at workplace?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
2. Do you think that your leader promotes the innovative orientation of corporate culture?
Yes
No
3. In your opinion, transformational leadership has direct impact on the organizational
culture?
Yes
No
Page 21
9.1 Questionnaire
The following online survey will be carried out by sending the questionnaire to
employees of the Holiday Inn. The participants will be taken their consent regarding the
willingness to take part in the study. For this purpose, the assurity is given that the recorded
information will be confidential and they can provide the information as per their convenient.
In this context, the permission will be taken from the management of the hotel so that
employees can effectively provide the information in order to derive the valid outcome. For
this purpose, below mentioned questionnaire assess the relationship between the
transformational leadership and organizational culture by framing the close ended questions
in the line of research aim and objectives.
Demographics
Male
Female
Age group
25-40 years
40-60 years
Above 60 years
1. Do you agree that transformational leadership bring the positive changes at workplace?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
2. Do you think that your leader promotes the innovative orientation of corporate culture?
Yes
No
3. In your opinion, transformational leadership has direct impact on the organizational
culture?
Yes
No
Page 21
4. How the transformational leadership affects the organizational cultures?
Enhances the knowledge sharing activities
Development of new innovations
Improves the working conditions of the employees
All of the above
5. In your consent, what kind of relationship exists between transformational leadership and
organizational culture?
Positive
Negative
6. Do you agree that transformational leadership supports to influence the organizational
learning?
Strongly agree
Agree
Not agree
Disagree
Strongly disagree
7. In your opinion, how organizational learning get influenced by transformational
leadership?
Focuses on the new insights
Escalates self-confidence
Promotes intellectual stimulations
Inspirational motivation
All of the above
8. In your context, organizational learning develops the positive organizational change and
focuses on the exchange of the valuable information?
Yes
No
9. In your opinion, what extent organizational learning has extensive impact on the
organizational innovation?
Higher degree of learning
Page 22
Enhances the knowledge sharing activities
Development of new innovations
Improves the working conditions of the employees
All of the above
5. In your consent, what kind of relationship exists between transformational leadership and
organizational culture?
Positive
Negative
6. Do you agree that transformational leadership supports to influence the organizational
learning?
Strongly agree
Agree
Not agree
Disagree
Strongly disagree
7. In your opinion, how organizational learning get influenced by transformational
leadership?
Focuses on the new insights
Escalates self-confidence
Promotes intellectual stimulations
Inspirational motivation
All of the above
8. In your context, organizational learning develops the positive organizational change and
focuses on the exchange of the valuable information?
Yes
No
9. In your opinion, what extent organizational learning has extensive impact on the
organizational innovation?
Higher degree of learning
Page 22
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Optimum organizational performance
Interactive visison
All above
10. Do you agree that innovation and internal environment affects the organizational culture?
Strongly agree
Agree
Not agree
Disagree
Strongly disagree
11. In your opinion, how the transformational leadership and culture is influenced by external
cultural environment?
Change the perception to long-term goals
Improves the performance of a leader and organization
Increases competitiveness
All above
12. Do you agree that organizational culture and knowledge management is interconnected
with transformational leadership style?
Strongly agree
Agree
Not agree
Disagree
Strongly disagree
Literature review
B) Key points of organizational culture and transformational leadership
Table 2: Organisational culture and leader
Organizational culture Transformational leadership
Improve employee engagement through the
certain standards, values and beliefs
Prepares the leader for adaptive and adverse
situations to determine the growth of the
business
Enhance confidence level of staff by making
them aware of the specific culture of the
business
Ready for the adverse measures through the
involvement of workers
Page 23
Interactive visison
All above
10. Do you agree that innovation and internal environment affects the organizational culture?
Strongly agree
Agree
Not agree
Disagree
Strongly disagree
11. In your opinion, how the transformational leadership and culture is influenced by external
cultural environment?
Change the perception to long-term goals
Improves the performance of a leader and organization
Increases competitiveness
All above
12. Do you agree that organizational culture and knowledge management is interconnected
with transformational leadership style?
Strongly agree
Agree
Not agree
Disagree
Strongly disagree
Literature review
B) Key points of organizational culture and transformational leadership
Table 2: Organisational culture and leader
Organizational culture Transformational leadership
Improve employee engagement through the
certain standards, values and beliefs
Prepares the leader for adaptive and adverse
situations to determine the growth of the
business
Enhance confidence level of staff by making
them aware of the specific culture of the
business
Ready for the adverse measures through the
involvement of workers
Page 23
Motivates to work in complex situations by
creating the special bond which relate them
directly with the business
Develops dynamic personality through
concern towards the business and its targets
along with the competitive scenario.
Improves knowledge sharing capacities Emphasize on the new learning
Develops intellectual stimulations Brings the external innovations into the
organization
C) Relationship between transformational leadership and organizational learning
Table 3: Transformational leader and learning
Transformational leadership Organizational learning
Positive role who strives for the innovation in
the organisation
Develops the new point of views by
discovering new pattern of working.
Adaptive in nature by considering the
potential issues of employees and
organisation
Changes the cognitive behaviour through the
support and dedication towards the job for
accomplishing the set standards of the
business.
Promoting intellectual motivation by
understanding the requirement of personnel
and enable them to involve themselves in the
decision making procedure.
Enhance the emotional intelligence by
building the good relationship with the
employees and management with the help of
clear communication.
Self-confidence of a leader through the in-
depth knowledge and dedication towards the
business.
Improves the inspirational motivation
through meeting the learning requirement
and enhancing the competitiveness of
workforces.
D) Related key factors of transformational leadership to improve the organizational
culture
Page 24
creating the special bond which relate them
directly with the business
Develops dynamic personality through
concern towards the business and its targets
along with the competitive scenario.
Improves knowledge sharing capacities Emphasize on the new learning
Develops intellectual stimulations Brings the external innovations into the
organization
C) Relationship between transformational leadership and organizational learning
Table 3: Transformational leader and learning
Transformational leadership Organizational learning
Positive role who strives for the innovation in
the organisation
Develops the new point of views by
discovering new pattern of working.
Adaptive in nature by considering the
potential issues of employees and
organisation
Changes the cognitive behaviour through the
support and dedication towards the job for
accomplishing the set standards of the
business.
Promoting intellectual motivation by
understanding the requirement of personnel
and enable them to involve themselves in the
decision making procedure.
Enhance the emotional intelligence by
building the good relationship with the
employees and management with the help of
clear communication.
Self-confidence of a leader through the in-
depth knowledge and dedication towards the
business.
Improves the inspirational motivation
through meeting the learning requirement
and enhancing the competitiveness of
workforces.
D) Related key factors of transformational leadership to improve the organizational
culture
Page 24
Research methodology
Table 4: difference between primary and secondary data collection methods
Factors Primary data collection Secondary data collection
Need Collect to tailored specific
need
Relevance to the study topic
Time of data Original first handed data Second hand information
Use Used for the Resolution of
specific issue
Valuable interpretation of
information
Sources of collection Interview, case study,
questionnaire, survey, field
observation
Websites, government reports,
previous studies, annual
reports, news articles, journal
articles and books.
Accuracy High accuracy Low accuracy
Control High control over the data Low control over the data
Quality Quality information Biasness information
Required time Consumes the times Time saving
Cost Expensive to collect low cost
Other Limits in time, number of
participants and place of
collection
Easily accessible
Page 25
Transformational
leadership Organizational culture Organizational learning
Organizational innovation Organizational
performnace
Table 4: difference between primary and secondary data collection methods
Factors Primary data collection Secondary data collection
Need Collect to tailored specific
need
Relevance to the study topic
Time of data Original first handed data Second hand information
Use Used for the Resolution of
specific issue
Valuable interpretation of
information
Sources of collection Interview, case study,
questionnaire, survey, field
observation
Websites, government reports,
previous studies, annual
reports, news articles, journal
articles and books.
Accuracy High accuracy Low accuracy
Control High control over the data Low control over the data
Quality Quality information Biasness information
Required time Consumes the times Time saving
Cost Expensive to collect low cost
Other Limits in time, number of
participants and place of
collection
Easily accessible
Page 25
Transformational
leadership Organizational culture Organizational learning
Organizational innovation Organizational
performnace
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Source: Crowther and Lancaster, 2012; Saunders, 2012; Rowley, 2014; Saunders, 2012)
Table 5: Differences between probabilistic and non-probabilistic sampling
Attributes Probabilistic sampling Non-probabilistic
sampling
Meaning All sample has chances to
select as sample
Selection is based on
specific criteria
method Random sampling, cluster
random sampling and
systematic sampling
Purposive sampling,
convince sampling and snow
ball sampling
Nature Objective Subjective
Cost Expensive Low cost
Time It is the time consuming
procedure which require
researcher to devote the
additional time.
Due to specific parameters
and convenience of
researcher this type of
sampling design take
comparatively less time
Result Generalize the outcome Generates the new ideas
(Source: Creswell, and Creswell, 2017; Kumar. and Phrommathed, 2005; Palinkas et al.
2015; Suri, 2011)
Table 6: Resource table
Activities Resources Cost ($)
Setting the objectives of
research
Human resources 100
Creating the proposal Stationary 150
Framing introduction Human resources 80
Preparing research
methodology
Stationary, human resources
and financial resources
80
Planning for data collection Stationary and human
resources
90
Gathering primary data Stationary and human 200
Page 26
Table 5: Differences between probabilistic and non-probabilistic sampling
Attributes Probabilistic sampling Non-probabilistic
sampling
Meaning All sample has chances to
select as sample
Selection is based on
specific criteria
method Random sampling, cluster
random sampling and
systematic sampling
Purposive sampling,
convince sampling and snow
ball sampling
Nature Objective Subjective
Cost Expensive Low cost
Time It is the time consuming
procedure which require
researcher to devote the
additional time.
Due to specific parameters
and convenience of
researcher this type of
sampling design take
comparatively less time
Result Generalize the outcome Generates the new ideas
(Source: Creswell, and Creswell, 2017; Kumar. and Phrommathed, 2005; Palinkas et al.
2015; Suri, 2011)
Table 6: Resource table
Activities Resources Cost ($)
Setting the objectives of
research
Human resources 100
Creating the proposal Stationary 150
Framing introduction Human resources 80
Preparing research
methodology
Stationary, human resources
and financial resources
80
Planning for data collection Stationary and human
resources
90
Gathering primary data Stationary and human 200
Page 26
resources
Assembling secondary
information
Stationary and human
resources
100
Reviewing gathered
information
human resources 60
Evaluating the reviewed
information
human resources 75
Generating conclusion human resources 50
The table presented above reflects that total cost consumed in the project or research
along with each activities. However, research would put efforts in order to minimize the cost
by the effective management of the cost as well as time.
Page 27
Assembling secondary
information
Stationary and human
resources
100
Reviewing gathered
information
human resources 60
Evaluating the reviewed
information
human resources 75
Generating conclusion human resources 50
The table presented above reflects that total cost consumed in the project or research
along with each activities. However, research would put efforts in order to minimize the cost
by the effective management of the cost as well as time.
Page 27
Page 28
1 out of 31
Related Documents
Your All-in-One AI-Powered Toolkit for Academic Success.
+13062052269
info@desklib.com
Available 24*7 on WhatsApp / Email
Unlock your academic potential
© 2024 | Zucol Services PVT LTD | All rights reserved.