Strategic Leadership and Hiring Effective Leaders

This dissertation explores the concept of strategic leadership and the importance of hiring effective leaders for organizational success. It discusses the impact of management policies, leader skills, and organizational culture on hiring effective leaders. The study uses qualitative analysis techniques to collect survey results and analyze them. The findings highlight the need for suitable leaders who align with the organization's purpose and are provided with adequate responsibility.

Running head: DISSERTATION
DISSERTATION
Name of the Student
Name of the University
Author Note

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Abstract
Leadership can be considered as a crucial part of the organization and in order to ensure that the
firm is able to attain success in the long run, it is considerably important for the firm to seek
good leaders for the firm. A good leader ca be understood to have various advantages and in line
of this, the financial positioning as well as the overall brand image of the firm tends to increase.
Therefore, it is the duty of the Human resource department of any firm to ensure that they are
successfully able to hire the right kind of employees for itself and that it is also able to hire the
right leaders. The given research paper is based on the concept of Strategic Leadership and how
the organization often fails to target the right kind of leaders for itself. The paper discussed the
study with the help of four variables out of which the three Independent Variables were the
Management policies with respect to the Hiring of the Leaders, the inability of the management
to identify the right leader skills and the Organizational culture which has a sound impact on the
firm. The dependent variable was the Management problem in hiring effective leaders. The study
used the qualitative analysis techniques to collect the survey results and analyze the same. In line
of this, it was understood that if a firm wants to ensure success in the long run then in such a
case, it will be required to ensure that the different leaders are suitable for the overall purpose of
the firm and that, they are provided with adequate responsibility as a right leader is crucial for
the success of all firms.

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Table of Contents
Table of Figures...............................................................................................................................6
List of Tables...................................................................................................................................7
Chapter 1: Introduction....................................................................................................................9
1.1 Background of the project.....................................................................................................9
1.2 Problem statement...............................................................................................................11
1.3 Research aim........................................................................................................................13
1.4 Research Objectives.............................................................................................................13
1.5 Research Questions..............................................................................................................14
1.6 Research Hypothesis............................................................................................................15
1.7 Research rationale................................................................................................................16
1.8 Structure of the paper...........................................................................................................17
Chapter 2: Literature Review.........................................................................................................18
2.0 Overview..............................................................................................................................18
2.1 Dependant Variable: The management problem in in selecting effective leaders for key
management positions...............................................................................................................18
2.2 Conceptual framework.........................................................................................................20
2.3 Independent Variable 1: Management’s ignorance to 21st century leadership philosophy 20
2.4 Independent Variable 2: No proper management policy guideline on the selection process
of effective leaders.....................................................................................................................24

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2.5 Independent Variable 3: Organisation culture that prohibits the selection of effective
leaders........................................................................................................................................26
2.6 The impact of management ignorance to 21st century leadership philosophy, no valid
management guideline and Organizational culture on the management problem of selecting
effective leaders in a firm..........................................................................................................27
2.7 Summary..............................................................................................................................27
Chapter 3: Research Methodology................................................................................................29
3.0 Overview..............................................................................................................................29
3.1 Research Outline..................................................................................................................29
3.2 The Research Questions......................................................................................................30
3.3 Research Philosophy............................................................................................................31
Justification of the research philosophy chosen....................................................................31
3.4 Research Approach..............................................................................................................32
Justification of the research approach chosen.......................................................................32
3.5 Research Design..................................................................................................................32
Justification for the research design chosen..........................................................................33
3.6 Research Strategy................................................................................................................33
Justification for the research Strategy chosen.......................................................................34
3.7 Sampling technique.............................................................................................................34
Justification for the Sampling technique chosen...................................................................34

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3.8 Data collection.....................................................................................................................35
Justification for the Data collection method chosen..............................................................35
3.9 Data analysis........................................................................................................................35
Justification for the Data analysis method chosen.................................................................36
3.10 Ethical considerations........................................................................................................36
3.11 Accessibility issues............................................................................................................37
3.12 Summary...........................................................................................................................37
Chapter 4: Data Analysis and Interpretation.................................................................................38
4.1 Introduction..........................................................................................................................38
4.2 Variables..............................................................................................................................39
4.3 Descriptive Statistics...........................................................................................................40
4.4 Inferential statistics..............................................................................................................68
4.5 Discussion............................................................................................................................72
4.6 Summaries to the Chapter....................................................................................................72
Chapter 5: Conclusion...................................................................................................................73
5.0 Introduction..........................................................................................................................73
5.1 Conclusion...........................................................................................................................74
5.2 Limitations of the study.......................................................................................................76
5.3 Linking to Objectives..........................................................................................................77
5.4 Recommendations for future research.................................................................................77

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5.5 Summary..............................................................................................................................78
Chapter 6: Recommendations........................................................................................................79
6.1 Corporate Level...................................................................................................................79
6.2 Daily operational recommendations....................................................................................81
6.3 Future recommendations: Change in the policy of the firm................................................82
References......................................................................................................................................83
Table of Figures
List of Tables

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Table of Figures
Figure 1: A strategy for leadership growth......................................................................................9
Figure 2: Mixing and Managing four generation of employees....................................................10
Figure 3: CMI 21st Century Leaders research...............................................................................12
Figure 5: The Gender of the respondents......................................................................................41
Figure 6: The Age group of the respondents.................................................................................42
Figure 7: The Educational level of the respondents......................................................................43
Figure 8: The work experience of the respondents........................................................................44

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List of Tables
Table A: Hofstede Theories...........................................................................................................29
Table 1: The Pilot Test..................................................................................................................42
Table 2: Respondent data...............................................................................................................47
Table 3: The Decision-making process undertaken by the HR.....................................................47
Table 4: The Decision making process undertaken by the HR.....................................................48
Table 5: The Respondent Data......................................................................................................49
Table 6: Attitudes and Behavior....................................................................................................49
Table 7: Attitudes and Behavior....................................................................................................50
Table 8: The respondent Data........................................................................................................51
Table 9: Decision making autonomy.............................................................................................52
Table 10: Decision making autonomy...........................................................................................52
Table 11: The Respondent Data....................................................................................................53
Table 12: Obsession with the Power.............................................................................................54
Table 13: Obsession with the Power.............................................................................................55
Table 14: Data responses...............................................................................................................56
Table 15: Morale of the employees...............................................................................................56
Table 16: Morale of the employees...............................................................................................57
Table 17: Data responses collected................................................................................................58
Table 18: Need of effective leaders...............................................................................................59
Table 19: Need of effective leaders...............................................................................................59
Table 20: Data response collected.................................................................................................60
Table 21: Integrity of Leadership..................................................................................................61

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Table 22: The data collected..........................................................................................................62
Table 23: Ethical practices in a firm..............................................................................................63
Table 24: Ethical practices in a firm..............................................................................................63
Table 25: The data response collected...........................................................................................64
Table 26: Collaboration at all levels of leadership........................................................................65
Table 27: Collaboration at all levels of leadership........................................................................65
Table 28: The response collected..................................................................................................66
Table 29 :Goals and parameters definition of the leader...............................................................67
Table 30: Goals and parameters definition of the leader...............................................................68
Table 31: The responses collected.................................................................................................69
Table 32: Employee role in decision making................................................................................69
Table 33: Employee role in decision making................................................................................70
Table 34: The data responses collected.........................................................................................70
Table 35: Impact of leadership on the performance at the workplace...........................................71
Table 36: Impact of leadership on the performance at the workplace...........................................72
Table 37: The Statistical data........................................................................................................73
Table 38: The Statistical data........................................................................................................73
Table 39: The Statistical data........................................................................................................74
Table 40: The Statistical data........................................................................................................74
Table 41: Reliability test of DV.....................................................................................................75
Table 42: Reliability test of IDV 1................................................................................................75
Table 43: Reliability test of IDV 2................................................................................................76
Table 44: Reliability test of IDV 3................................................................................................76

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Chapter 1: Introduction
1.1 Background of the project
Leadership can be understood to be the act of leading individual employees to attain
the overall objectives of the organisation. In line of this, it is required to be understood that a
leader can be assumed to be a political leader who is either pursuing his passion or carrying out
the procedure of Leadership for his cause. In addition to this, leading an organisation for
competition or other such purposes (Antonakis and Day 2017). The leader tends to set the
direction, build an inspiring vision and create something new which will not only encourage the
different individuals in an organisation to perform well and additionally, they will also be able to
help the various individuals to overcome the hurdles and attain their overall organisational
objectives. According to Dibra (2016), an effective leader can be understood to be an individual
who generally creates an inspiring vision of the future, motivates as well as inspires the
individuals to engage in the vision and manages the delivery of the vision as well. In the line of
this, the leader is also responsible for coaching and building various teams which would then go
a long way in ensuring that, the firm can achieve its vision successfully (Kotter 2001).
Leadership is at the centre point of the triumphs and failures of corporate organisation
around the world. In Nigeria, with the withdrawal of $15 billion by the portfolio investors from
the capital market, the Stock Exchange Market collapsed, leading to the loss of 9 trillion Naira
(Afigbo and Uya 2000). The political leader in control sees his inclusion as "bread and butter" all
things considered he wanders into profitless undertakings Corporate Leadership Failure and its
implications for the consolidation of Corporate Governance and inefficiency of public funds thus
paving the way for deceit, slothfulness, indiscipline and poverty (Habib, 1999). Nigerian

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politician and officers did not have the political experience and aptitude for running the
parliamentary arrangement of government acquired from the British. They made grave blunders
of oversight and commission which were intensified by political bigotry; between ethnic
hostility, defilement, political restraint and bad form. The nation was entangled in instability, and
thus, this causes the growth and maturity of the administrative policies and practices that were
wholly horribly oppressed (Northouse 2018).
At another example, the collapse of Lehman Brothers was the biggest bankruptcy in the
corporate history of the USA under the Leadership of it's long-term Chief Executive Officer
Richard Fuld. Lehman had been hugely successful in continuing a high-leverage, high-risk
business model that required it to raise billions of dollars to fund its operations daily. Starting in
2006, Lehman began to invest forcefully in real-estate assets and extend the exposures to
housing and subprime mortgage, similarly as these business sectors soured. Lehman hired
professional accountants to continually monitor the financial situation, balance sheet, key ratios,
and risks. It undertook desperate and some questionable actions to stay alive (Wiggins and
Metrick 2014). Nevertheless, Lehman ultimately failed because of an inability to finance which
caused by incompetence of the leader (DuBrin 2015).
The Effective Leadership
Corporate leaders look – or should look – for three types in the C-suite level
administrators they enlist, evaluate and every so often need to dismiss: Competencies,
Commitment and Character (see Figure 2). Competencies matter as they characterise what an
individual can do; in our evaluations of leader, we search for understanding and hierarchical,
business, personal and critical abilities. Commitment is essential whereby it mirrors the degree
which people yearn for(Lancaster and Stillman 2000). The diligent work commitment of the

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leader showcase on how they are attached to the role and their sacrifices shows how important
for them to achieve success. With both importance "C's", characters play a vital role as the third
"C" too. The leader's character showcase how they distinguish and examine the circumstances
and react/behave accordingly on the part. The three "C" gives us the perception of the leader on
how each decision created applied and finally, outcome evaluation (Gandz, Crossan and Seijts
2010).
Figure 1: A strategy for leadership growth
Hence, in line of this, it becomes essential to ensure that the Leadership is suitable and
can meet the overall demands of the business at large (Western 2019).
1.2 Problem statement
When endeavouring to lead individuals from different generations, it is essential to treat
each as unique as their contribution varies based on strengths and weakness. Every generation

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has a favoured way to lead with preferred leadership style (Lewis, Goodman and Fandt 2000).
The primary focal point is the individual values, lifestyle characteristic and way of life attributes,
which appear to relate with each generation (see figure 1). To work effectively and efficiently,
leaders need to comprehend generational characteristic and learn how to manage effectively with
their differences (Karp, Fuller and Sirias 2002).
Figure 2: Mixing and Managing four generation of employees
Earlier hypotheses of Leadership anticipated that great leaders rise from his or her the
personal skills and potentials (i.e. a conviction that leaders were 'brought into the world not
made'). Resulting models have scrutinised this declaration, contending that authority practices
and abilities can be educated or potentially procured after some time (Sessa, Kabacoff and
Brown 2007). The current prominent view presumably lies someplace in the middle of, to the

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degree that while numerous initiative characteristics, (for example, relational abilities, critical
reasoning and mindfulness) can be created, centre individual qualities, (for example,
predominance and amiability) are less amiable to change and will impact the kind of authority
style received (Kersten 2002). Thus, the overall adequacy of any of these styles will be dictated
by an entire host of situational and relevant components.
1.3 Research aim
The main aim of the given research paper can be stated to be to understand how the
Strategic Leadership tends to evolve and improve over time and how the leader tends to
undertake considerable initiatives which, will help them to manage the organisation in a just and
ethical manner (Chamorro-Premuzic and Furnham 2010). The research aims to outline various
cases and studies which will help in understanding the overall impacts of the business leaders
and the different actions which are generally undertaken by them. In line of this, it has to be
understood that the new generation of the employees would like to have leaders who bring about
considerable benefits to the employees and treat them fairly. However, in line of this, many
leaders only concern themselves with power and authority and then fail to ensure success
(Dewan 2018). In addition to this, specific recommendations to ensure that, Leadership can be
made use of for the overall benefit of the society and good corporate governance (Sessa et al.
2007)
1.4 Research Objectives
The research objectives are as follows:
• To identify the impact of the leader's characteristic (IDV 1) towards organisation
performance (DV)

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• To explore the good corporate governance practices among leaders as crucial criteria in hiring
leaders towards organisation performance.
• To explore the impact on decision making by leaders within a diverse organisational culture
towards organisation performance.
Figure 3: CMI 21st Century Leaders research
1.5 Research Questions
The research questions, which the given research study aims to answer can be stated to be
as follows:
• Why the leader's characteristic is essential for organisation performance?
• How good corporate governance practices among leader's impact organisation performance?

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• Why decision making by leaders in a diverse organisational culture necessary for
organisation performance?
• What can recommendations concerning the improvement of the Strategic Leadership which
takes place in a firm be provided?
1.6 Research Hypothesis
The research hypothesis goes a long way in ensuring that a firm will be able to effectively
identify the core relationship which tends to exist between the independent and the dependent
variables. The following research hypothesis has been recognised for the study.
Hypothesis 1
Independent Variable (x): Management's ignorance of 21st century leadership philosophy
Dependent Variable (y): management problem in organisation in selecting effective leaders for
key management positions
H1: The management ignorance of the 21st century leadership does have an impact on the
management problem, which then forms a barrier for selecting effective leaders to manage the
business in the right manner.
H0: The management ignorance policy has no impact on the overall management problem as
faced by the firms.
Hypothesis 2
Independent Variable (x): No proper management policy guideline on the selection process of
effective leaders.

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Dependent Variable (y): management problem in organisation in selecting effective leaders for
key management positions
H1: No proper management policy guideline on the selection process of effective leaders. Does
have an impact on the management problem, which then forms a barrier for selecting effective
leaders to manage the business in the right manner.
H0: No proper management policy guideline on the selection process of effective leaders has no
impact on the overall management problem as faced by the firms.
Hypothesis 3
Independent Variable (x): Organisation culture that prohibits the selection of effective leaders
Dependent Variable (y): management problem in organisation in selecting effective leaders for
key management positions
H1: Organisation culture that prevents the collection of effective leaders does have an impact on
the management problem, which then forms a barrier for selecting effective leaders to manage
the business in the right manner.
H0: The Organisation culture that prohibits the selection of effective leaders has no impact on
the overall management problem as faced by the firms.
1.7 Research rationale
Hence, after analysing the problem statement, it can be rightfully mentioned that it is
imperative to understand the different factors which are existent in a workplace and have a long
term impact on the overall working and operations which lie in the way of hiring suitable

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managers for the organisation (Sago 2000). The study will aim to find the impact of these
scenarios namely the organisational culture, the management policy and the 21st manager's
ignorance to selecting a suitable manager for the firm on the overall manager and his efficiency
at the workplace (Toor and Ogunlana 2009).
1.8 Structure of the paper
The research project will be following a systematised format concerning which, the first
chapter will lay down the brief outline of the study and will throw light on the topic at hand. In
the line of this, the second chapter will lay down the Review of Literature, which shall assist in
gaining a thorough inside into the topic. This shall then be followed by the Research
methodology, which will lay down the overall research techniques being utilised for the paper.
Lastly, the findings and discussion chapter will present an analysis of the overall outcomes of the
study and the results which have been extracted through the medium of the questionnaire.

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Chapter 2: Literature Review
2.0 Overview
According to Toor and Ogunlana (2009), Leadership can be considered to be an integral
part of the organization and with reference to this, it becomes considerably crucial for the firm to
ensure that if the organization wants to ensure success in the long run then with reference to this,
it will be required to engage into a long term relationship with the different members and come
up with a managerial policy such that, the selection of the appropriate leaders can be made.
Hence, this review will outline the impact of the different organizational factors on selecting the
effective leaders for the firm (Western 2019).
2.1 Dependant Variable: The management problem in in selecting effective leaders for key
management positions.
The business environment is highly competitive and the different companies as present in
the business environment face a number of challenges such as the diversity of culture, aging
population as well as political instability (Boal and Hooijberg 2000). As a result of this, the
different businesses are unable to find suitable employees for the key managerial positions in the
organization. The different employees who are required to be hired for the purpose of the
business will be required to possess adequate skills which will then enable them to find success
in the long run (Wiengarten, Lo and Lam 2017). The Talent acquisition can be considered to be
a strong agenda of the firms and more so because the recruitment landscape has changed
considerably and has become more thriving in nature.
The first management problem which is faced by the different organizations in line of
achieving the overall successful managers for the senior positions of a business can be

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understood to be the increasing demand as well as a competitive market for the applicants
(Lewis, Goodman and Fandt 2000). As the supply is considerably high and the demand of the
labourers can be considered to be very low, it has become considerably difficult for the different
business to ensure that they are successfully able to select a few among these largely talented
senior managers as possible (Elenkov Judge and Wright 2005). Hence, in such a scenario, the
different organizations and their recruiting sections need to look out for employees who will be
able to perform well and have the ability to align with the overall goals of the firm. By using the
medium of content and social, the different firms will be able to see to it that they are being able
to spread awareness and attract the best of the talent as available for the long run of the
firm(Sessa, Kabacoff and Brown 2007).
Another problem which is being faced by the different companies in attracting the right
managers for the firm due to the closing candidates for Multiple Offers. This means very often,
the capable senior employees may not be willing to join a particular organisation because, they
have different offers from considerably good companies. According to Lewis, Goodman and
Fandt (2000), this tends to become considerably disheartening for the various recruiters because
when they spend a considerable time frame in selecting the particular candidate, in the later stage
when the candidate refuses to abide by the provided offers, then in such a case, the different
resources of the firm gets wasted and in addition to this, the recruiter is left to research the talent
pool again which then engages additional cost as well as time (Bass 2007). Hence, it is in this
stage of the job that the recruiter and the firm would be required to create a considerable
candidate experience (DuBrin 2015).

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Hence, in line of this, it can be rightfully understood that there are a considerable number
of challenges which the firm faces in line of ensuring that they are able to hire the right employee
for the senior managerial position in the organization (Kotter 2001).
2.2 Conceptual framework
2.3 Independent Variable 1: Management’s ignorance to 21st century leadership
philosophy
Realizing how to make future business achievement is working out what leaders should
be great at today for tomorrow. This implies understanding what future difficulties may show up
seemingly within easy reach. Yet, it's extremely rigid to foresee the future, especially one that is
VUCA: Volatile, Uncertain, Complex and Ambiguous.
As Benjamin Franklin stated: "In this world, nothing can be sure, aside from death and
tax." We may live in unverifiable occasions, same as how Benjamin did 300 years back, however
The management problem
in organization in selecting
effective leaders for key
management positions
Management’s ignorance
to 21 st century leadership
philosophy
No proper management
policy guideline on the
selection process of
effective leaders.
Organisation culture that
prohibits the selection of
effective leaders

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we can be sure that vulnerability will proceed and about a portion of the fundamental
movements. As indicated by Deloitte, the three principle changes incorporate Asia's monetary
change, globalization/hyper-connect and demography changes (DuBrin 2015).
Organizations are needed to be effective in exploring these changes rather than just
delivering the best value creation technique. They will require the correct leaders who can
execute the technique through influencing others towards another path. Thus, that explains the
leaders who can effectively adopt and assist others in order to adjust and evolve the conditions.
The old leadership abilities of direction and control are gradually losing their importance
(Northouse 2018). Effective leaders need to think diversely and show distinctive practices. It has
likewise been seen that building up a 21st century business organisation requires leaders,
managers and supervisors who are equipped for settling on brisk and compelling choices, figure
out how to use the forces of developing advances and web-based social networking to adequately
and productively convey and facilitate activities(Drucker, 2001; Drucker, 2006; Trilling & Fadel,
2009). They have to end up mindful of worldwide governmental issues on the world associated
by the Web and globalization, turn out to be progressively imaginative and "create a sense of
urgency, decide, and act" unequivocally (Rose, 2008). As Drucker (2006) experiment, the
leaders should first effective controls themselves appropriately before they can be relied upon to
deal with their co-worker and supporters. Along these lines, "The adequacy of a cutting-edge
society and its capacity to perform-maybe even its capacity to endure depend progressively on
the viability of the general population who fill in as official in the organisation” (Drucker, 2006).
The 21st Century—what is it and when did the period start? It is enticing to answer this
inquiry explicitly. In any case, the expression "21st Century" is said to be subtle as it is hard to
portray or characterize on the grounds that numerous journalists have depicted it variedly. The

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21st century—or the new thousand years—said to be a time of changes and changes has seen a
standout amongst the most emotional mechanical insurgencies in mankind's history after the
modern transformation. 21st Century depicted as a time that has made a huge difference on what
we do: the manner in which we impart and the way we work (James Martin ,2006). It is a time of
mechanical insurgency which lies on the computer world, data, and communication and also
sight and multimedia innovations. It is translated as the time of learning or data age that has
accompanied colossal difficulties: poverty, social violent, pandemic AIDS, water deficiencies,
among others. The progress and changes are the greatest difficulties faced by people (Martin,
2006). One needs to have certain competencies and skills to work efficiency and effectively
during this time of technology transformation (Trilling and Fadel, 2009).
In the leadership context, it can be considered to be very important for the firm to ensure
that, the leader is being able to scan the external environment in the right manner so as to ensure
that they are made aware of the uncertain, volatile, ambiguous and complex factors which lie in
the external environment of the firm (Lewis, Goodman and Fandt 2000). Hence, in line of this, it
can be considered to be relatively important for the different managers to understand the
experience which is required by the firm to meet the needs of the different employees as present
and to see to it that, the challenging business environment can be faced adequately in the right
manner (Iqbal, Anwar and Haider 2015).
Hence, very often the management tends to get involved in the hiring procedure, fails to
ensure that they select a suitable employee for the purpose and that, it is important for them to
select certain skills which will then go a long way in assisting them to ensure that all the business
needs are fulfilled. The self-awareness forms the first set of skill in a leader which is generally
ignored by an organization (Lancaster and Stillman 2000). The management does not see to it

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that the different members as present are suitable for the firm and not. However, according to
Elenkov, Judge and Wright (2005), these firms seeks to ensure that, the different employees as
present in the work will work at considerably low pays and moreover, it is due to this reason that
the different organisational members and their related skills are ignored. In the difficult
scenarios, the different leaders tend to slip into the experiencing pattern and make choices
according to their capability which would then enable them see to it that the best decision is
taken for the firm (Mayfield, Mayfield and Sharbrough III 2015). However, it can be considered
crucial to understand that this experimentation would not work well and that it is important for
the different leaders to possess the VUCA handling skills.
According to Vera and Crossan (2004), the different managerial roles which are required
by the different leaders can be understood to be that of a Navigator. As a navigator, the leader
should have the considerable ability to anticipate the different problems which lie in the way of
the different firms and related operations. In line of this, it will also be important for them to play
the role of an iconoclast with respect to which they will be required to go outside the lines and
understand as well as stock the knowledge as present (Karp, Fuller and Sirias 2002). The leader
is required to understand that traditional boundaries, relationships and the different assumptions
needs to be let go of. The management capabilities in the 21st century can be stated to be largely
based on something meaningful and useful (Western 2019).
According to Lancaster and Stillman (2000), in addition to these given roles, the leader
will also be required to play the role of a Bricoleur who will be required to reframe a
combination of their experience and ensure that they come up with ideas which are useful for the
firm and the long run they would be required to make use of the art of improvisation and ad

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lobbing which will then enable them to prosper in the adhocracy of various contemporary
organizations.
2.4 Independent Variable 2: No proper management policy guideline on the selection
process of effective leaders.
Effective leaders are not in built in a day and any organization which aims to ensure
success in the long run would be required to see to it that, they are essentially able to come up
with adequate procedure so as to see to it that the different leaders which are being hired for the
welfare of the organization have the adequate ability to lead the organisation in the right manner
and lead it accordingly (Bush, Bell and Middlewood 2019).
According to Vera and Crossan (2004), although there are different ways of selecting a
right leader for an organization which comprises of methods like checking their overall leading
ability, analysing whether they will be able to manage the uncertain scenarios which take place
in the workplace or additionally whether their objectives are being able to meet with the aims
and objectives of the firm or not. In addition to this, as agreed by Kotter (2001), there does not
exist any mechanism which will be able to ensure that the firm is successfully being able to meet
up with the needs of the employees, the customers and the different stakeholders alike.
This research focus on how corporate governance will play a role in selection process of
key leaders’ role. Corporate governance “consists of the set of processes, customs, policies, laws
and institutions affecting the way people direct, administer or control a corporation"
(Shailer,2004). In the conclusion of these researcher, corporate governance alludes to the
guidelines and practices that administer the connection between the leaders of an organization,

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from one viewpoint to other and its stake-holders. The subject of corporate governance has
gotten significant consideration worldwide recently. One purpose behind this is the
acknowledgment that the nature of corporate governance set up influences the execution of
individual organisation and eventually also the economy in the bigger scale (DuBrin 2015).
Hence, with reference to this, it can be considered to be very crucial for the firm to ensure
that it is being able to successfully look out for Leadership gaps which exist in an organization
and identify the manner in which the firm will be able to see to it that, the Leaders as present in a
firm, will be able to look out for the overall the overall needs of the business (Hofstede 2011). In
line of this, it can be recommended for the firm that, Succession Planning and Career Planning
Goals tend to form an essential aspect of the organization. According to Sago (2000), this is
because, Succession Planning goes a long way in assisting the different employees as present to
identify whether a particular leader tends to have a future in the long run of the firm and whether
their goals and objectives will be able to align successfully with the goals and objectives of the
firm as present (Antonakis and Day 2017). In addition to this, it can be considered crucial that if
the firm wants to identify whether the employees as present have the adequate skills so as to
maintain the firms positioning in the long run (Kersten 2002).
It has to be considered considerably important for the organization to ensure that if it
wants to identify and select only those employees who will be beneficial for the firm in the long
run and would be able to align adequately with the Career planning goals of the firm (Koryak et
al. 2015). All the leaders as present in the organisation would be required to ensure that, they are
being able to align adequately with overall corporate governance which they want to continue
with the firm. In this manner, the existing leaders as present in the organization can be reviewed
adequately and in line of this, it will be easier for the firm to follow the same practice when the

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new leaders will be hired for the purpose of the firm (Dibra 2016). The Corporate governance
forms an integral part of the organization and with reference to this, the leaders overall goals as
well as the objectives need to be aligned accordingly with the overall career goals of the leader
and if there exists a natural alliance in such a case, then the firm would be able to ensure long
term success and be able to serve the society in a better manner (Kotter 2001)..
2.5 Independent Variable 3: Organisation culture that prohibits the selection of effective
leaders
The organizational culture comprises of a system of assumptions, norms, values as well
as the attitudes which are manifested through the symbols and is thereby adopted and developed
by the members as present in an organization through their overall shared experience. According
to Rowe (2001), the organizational culture essentially represents the shared experience and
cognitive structures like the attitudes of the people and the manner in which they solve the
different problems as faced by the firm.
The organisational culture of a firm tends to have a strong impact on the overall decisions
of the firm as well as the different actions which a manager takes in (Sago 2000). In addition to
this, the employees will be affecting all the elements of the management as well as the
organisation and this proves as an essential aspect which focuses on how the culture has an
impact on the strategy of the firm (Dewan 2018).
It has to be understood that the culture often influences the norms and rules which prevail
in an organization at large (Waldman et al. 2001). This means that, if the firm would like to gain
considerable good leaders and the employees in the long run of the firm then in such a scenario,
the firm would be required to change the overall organization culture of the firm (Northouse
2018). The task culture and the overall people culture of the firm tends to have a strong impact

27DISSERTATION
on the overall operations of the firm and hence, it also tends to have an impact on the overall
recruitment procedure which is essentially selected by the organization to hire the leaders
(Kersten 2002).
The last focus will be on organisational culture, there is no single definition for the idea
of the organisation culture rather, and there are a few. For example, "the way toward intuition
helps in setting up one part from another based on intellectual reasoning" (Geert, et al., 2010);
"the achievement direction dependent on various qualities and standard that makes culture
viable" (Schein, 2004); "the arrangement of convictions, conduct, standards and qualities helps in
making society best" (Kotter, et al., 1992).
2.6 The impact of management ignorance to 21st century leadership philosophy, no valid
management guideline and Organizational culture on the management problem of
selecting effective leaders in a firm
Hence, in line of this, it can be largely understood that, the overall impact of these factors
on the management problems of selecting effective leaders in a firm is very strong and in line of
this, all the leaders as present in the firm have been in their higher position due to their
experience in the firm and not really due to their overall capability to lead the organisation in the
right manner (Sago 2000). Hence, if the factors such as the VUCA business environment, the
management guidance and policy along with the Organizational culture are improved, effective
leaders can be hired for the firm (Carter and Greer 2013).
2.7 Summary
Hence, the given review of literature provided tends to throw light on the different needs
and requirements of a sound leader as present in an organization and in the line of this, it also
becomes important to outline which factors in the organization influence the overall selection of

28DISSERTATION
the right leader in the firm which will not only be able to achieve the organization goals but at
the same time be able to protect the firm from the harmful VUCA environment (Jansen, Vera
and Crossan 2009). The review described the independent variables as well as the dependent
variables as related to the topic. The individual variables which were discussed could be
understood to be the Management Ignorance to the changing Leadership needs in the 21st
century. In addition to this, the second individual variable which was discussed was the Policy
guidelines which tend to guide the Human resource selection procedure of the different leaders
as present. Lastly, the third Individual variable which was discussed was the Organizational
Culture. The organizational culture of the firm has been changing considerably and hence, in line
of this, the business needs efficient leaders in its domain. The dependent variable discussed
related to the Management Problem related to the selection of capable leaders for the firm.

29DISSERTATION
Chapter 3: Research Methodology
3.0 Overview
The research work which is present in the field of Leadership and related theories tend to
focus on the employee motivation and employee performance towards the workplace. In addition
to this, productivity is greatly stressed upon (Kothari 2004). However,according to Walliman
(2017), in order to understand the overall impact of the Independent Variables on the Dependent
Variables, it is crucial to understand the role of the employees in the organization. It can be
considered, considerably crucial for the organization to have a good corporate governance and
transparency in order to ensure that the firm prospers in the long run. Hence, it is integral to
carryout the research procedure as it will go a long way in helping the business to ensure the
importance of leader for a business cannot be undermined.
3.1 Research Outline
Research is like manner speech alludes to a search for knowledge. Research can be
characterized as a logical and precise scan for relevant data on an explicit point. Research is a
scholarly action and all things considered the term ought to be utilized in a specialized sense. As
indicated by Clifford Woody research includes characterizing and rethinking issues, figuring
speculation or recommended arrangement, gathering, sorting out and assessing information. The
reason for the research is to find answers to the inquiries through the utilization of logical
techniques. The primary point of research is to discover reality which is covered up and
unfamiliar. 2 principle techniques will be center around the examination is quantitative research
depends on the estimation of value or sum. It is material to marvels that can be communicated in
term of amount. Qualitative research on the other hand it is concerned with qualitative
phenomenon.

30DISSERTATION
The types of quantitative and qualitative methods which were used are as follows:
1) Questionnaires (Gault, RH, 1907) often seem a logical and easy option as a way of
collecting information from people.
2) Interviews enable face to face discussion with human subjects
3) Research material like industrial report, case studies, academic writing, journals and
literature review plays a vital role in the qualitative research method
The above methodologies are some of the example research methodologies which were
utilized throughout the research work. This means that the research work does not only rely on
personal opinion or common sense, but it is based on the available explanation on the available
different types of sources. The given chapter will be based on the analysis of the overall
research methodology which has been adopted for the purpose of the paper. The chapter will be
following a systematic format which will be then followed by the analysis of the various
methods as well as techniques which shall be adopted for the purpose of the paper and this will
then be followed by an analysis of the manner in which this Research Methodology greatly
contributed towards the overall purpose of the research.
3.2 The Research Questions
The research questions, which the given research study aims to answer can be stated to be
as follows:
 Why leader’s characteristic is important for organization performance?
 How good corporate governance practices among leader’s impact organization
performance?
 Why decision making by leaders in a diverse organization culture important for
organization performance?

31DISSERTATION
 What recommendations with respect to the improvement of the Strategic Leadership
which takes place in a firm can be provided?
3.3 Research Philosophy
The research philosophy can be rightfully described as the primary reason because of
which the research is carried out. The research philosophy presents a set of beliefs as well as
assumptions which are needed to be stated before the overall data is collected for the research
purpose (Reinharz and Davidman 1992). The research philosophy which was largely adopted for
the purpose of this dissertation can be understood to be the Positivism research philosophy with
respect to which it can be understood that the medium of survey will be used to get to the
research objective. According to Walliman (2017), the research philosophy is being collectively
used because, it will assist in making a considerable use of the scientific analysis and the
observation so as to see to it that, the analysis is accurate in nature. The data shall be collected
accordingly and will be then interpreted with respect to it (Mackey and Gass 2015). Through this
research philosophy, an analysis about the strategic leadership in an organization can be made
considerably and in addition to this, the survey will assist in finding the manner in which the
right kind of data needs to be made use of (Smith 2015)
Justification of the research philosophy chosen
The positivism research philosophy has been chosen for the study because it will help to
find the different factors which have an impact on the overall selection of a good leader in a firm
and in the same manner, it will also enable the firm to understand how the Strategic Leadership
in an organization is impacted (Kumar 2019). In addition to this the positivism research
philosophy will thereby go a long way in ensuring that the theory regarding the Strategic

32DISSERTATION
leadership as present in the organization can be researched upon and can be presented adequately
with the help of factual data and other facts as present.
3.4 Research Approach
The research approach helps in the determination of how the general emphasis on the
causality can be made. Hence, the research approach which has been made use of in the study
can be stated to be the deductive approach (Fletcher 2017). In the deductive approach, the
research will ensure that the researcher tends to play the role of actualizing and interpreting the
data which is present or which has been successfully corrected for the purpose of the research
(Malhotra et al. 2006). In line of this, it can be understood that for the purpose of the study
various frameworks as well as models were studied which helped in the overall study and related
analysis.
Justification of the research approach chosen
According to Smith (2015) , the reason why the deductive research approach can be
stated to be chosen can be mentioned because, the study will follow a mixed research approach
based on the quantitative as well as the qualitative approach which is available. The
conclusions about the research shall be adopted based on the findings of the research and the
analysis of the Effective Leadership which is required to exist at any workplace as present (Flick
2015). The particular research approach will be suitable to identify the primary reason why the
employees in an organization prefer those leaders who help them in attaining their overall goals
rather than those leaders who just like to centralize the power as present and do not work for the
welfare of the society. In line of this, the particular research approach shall help in further
elaborating upon the literature review which is available.

33DISSERTATION
3.5 Research Design
The research design which shall be adequately followed for the purpose of the study can
be stated to be descriptive in nature. The reason why the descriptive design has been chosen for
the purpose of the analysis can be stated to be because the data will be extracted and then will be
described adequately (Fletcher 2017). This shall help in understanding the different reasons why
the effective leaders cannot be hired at the workplace.
Justification for the research design chosen
The descriptive research will help in identifying the relationship which exists between the
Strategic Leadership on a whole and the manner in which the different organizations tend to
benefit from the Strategic Leadership which exists. In order to ensure that, the Strategic
Leadership is able to bring about the overall effectiveness of the employee group as a whole, the
descriptive research design will assist in ensuring that the researcher is able to successfully
identify the reason why the different employees prefer a compassionate leader or the reason why
the leaders who are hired in the firm will be required to have a good corporate governance focus.
3.6 Research Strategy
The research strategy which has been adopted for the purpose of the study can be stated
to be the mixed research approach. In this kind of a research approach, the Primary as well as
secondary data will be made use of in order to understand the overall concept of an Effective
Leadership and in line of this, it will go a long way in ensuring that the researcher will be able to
complete the overall objectives which have been set down for the purpose of the study.
According to McCusker and Gunaydin (2015), the case study as well as the Survey method has
been used. The case study can be understood to be the secondary data which will be collected for
the purpose of the study and in order to attain the overall objectives of the research and in a

34DISSERTATION
manner similar to this, the Survey which has been undertaken for the purpose of analysis, can be
understood to be the Secondary data which has been collected for the purpose of the research.
Justification for the research Strategy chosen
The reason why the mixed research approach has been chosen can be largely contributed
to the fact that the particular research will not only require an analysis of the theoretical journals
as well as references related to the Strategic Leadership as a concept but will also comprise of
the Survey which will help in gaining the overall respondent view (Robson 2011). The mixed
research strategy will be more suited to the overall topic as it will be able to identify the overall
literature as available in the field of the Strategic Leadership in addition to the overall response
of the different respondents as present in the particular field. Through this research strategy, the
researcher will be able to identify the appropriate measures to be adopted for a good leader .
3.7 Sampling technique
The sampling technique which has been largely adopted for the purpose of the research
can be understood to be the Simple Probable Random Sampling which will help in carrying out
the research in an unbiased manner. The Google form was used as a medium to collect the
responses of the survey and in line of this, it will help in understanding the overall responses of
the different respondents as present.
Justification for the Sampling technique chosen
The reason why the particular sampling technique was made use of for the purpose of the
research can be understood to be the reason because, it will help in ensuring that the right kind of
information can be attained from the right kind of respondents and this will then assist in
ensuring that, the overall research objectives can be achieved. As the employees have a greater
role to play in the field of Strategic Leadership, in line of this, it is important to undertake this

35DISSERTATION
sampling technique as it will go a long way in getting the view of the different views of the
employees in the particular field which will strengthen the study (Cuervo‐Cazurra et al. 2017).
3.8 Data collection
The data collection which will be chosen for the purpose of the paper can be understood
to be the Primary as well as secondary data collection techniques. In this kind of a data collection
method, both the primary as well as the secondary methods will be made use of (Newman, Benz
and Ridenour 1998). With respect to the primary data which will be required to be collected, the
medium of surveys will be made use of and in addition to this, with respect to the secondary data
collection method, the use of various journals, business reviews and related mediums will be
made use of (McCusker and Gunaydin 2015).
Justification for the Data collection method chosen
The reason why the mixed data collection will be used because, it will help in presenting
the study in a comprehensive manner and, the researcher will also be required to ensure that, they
are being successfully able to achieve the overall research objectives (Fletcher 2017). The mixed
data collection will further support the Review of Literature as present and in line of this, it will
also contribute towards understanding the manner in which the journals and the business reviews
tend to describe an effective leader and how the different respondents through the survey
collected, have an opinion about the effective leaders in a firm.
3.9 Data analysis
The Data analysis method which has been used for the purpose of the analysis can be
understood to be the quantitative data analysis method (Marczyk, DeMatteo and Festinger 2005).
In this kind of a data analysis method, the use of SPSS has been used as a software which will
ensure that, the researcher is able to interpret the data which has been collected adequately and in

36DISSERTATION
a manner similar to this, the researcher will be able to ensure success with respect to the overall
objective of the research.
Justification for the Data analysis method chosen
The reason why the quantitative data analysis method has been chosen for the purpose of
the research can be understood to be because, the SPSS is a useful tool which can be used to
present a justified analysis of the overall data which was collected for the purpose of the study
(Kumar 2019). The reason why the SPSS will be chosen as the medium of the data analysis is
because, it is a user friendly application. Moreover, it provides considerably accurate results and
this is the reason that for the purpose of the analysis, the SPSS as a software will be made use of.
Through the data analysis, the impact of the various organizational policies on the field of
leadership and related selection can be understood.
3.10 Ethical considerations
According to Smith (2015), the ethical considerations which will be required to be
followed in the particular research can be understood to be the fact that the personal rights as
well as the privacy of the different participants will be given utmost importance. According to
the East London University research policy, I will be first undertaking an ethical approval which
will then allow me to ensure that my study meets all the deadlines as present (Breslern and Stake
2017). In line of this, it has to be understood that, the information which will be gathered from
the purpose of the analysis needs to be undertaken for the sole purpose of meeting the research
objectives. Moreover, it also has to be understood that the information regarding he different
participants shall be kept adequately private in nature (Peffers et al. 2007). The survey collection
needs to be peaceful and calm and hence, in line of this, the consent of the different participants

37DISSERTATION
was undertaken. No discrimination was made with respect to the gender, income or class of the
individuals.
3.11 Accessibility issues
The accessibility issues which were faced by the researcher in the particular research can
be stated to be related to the fact that no open ended questions could be made use of in the
Google form. In line of this, it should also be noted that, only the close ended questions were
used which could not thereby interpret the information in the right manner (Quinlan et al. 2019).
In addition to this, a limited analysis of the various journal articles and reviews have been made
use of.
3.12 Summary
Hence, the chapter focused largely on the overall research methodology which was
thereby adopted for the purpose of the paper and in line of this, the overall aspects of the
research like the philosophy, design, method and strategy has been defined with clarity.

38DISSERTATION
Chapter 4: Data Analysis and Interpretation
4.1 Introduction
The Data analysis can be understood as a method of examining the data which has been
collected and to significantly analyze and present the findings of any study. The significance of
the data analysis helps in finding the results and also goes a long way in deriving or rather
extracting meaningful conclusions out of the data. The data is generally collected through a
Google form and then, the analysis of the data is generally carried out with the help of various
software’s like the SPSS and the other analytical tools like Microsoft excel and related tools. In
order to ensure that a comprehensive view of the different individuals was taken, the data was
collected through several respondents reporting to the leaders of the various companies as
present and the questionnaire was used as a medium to collect the data. In addition to data
interpretation of the information which was required to be collected, the data was analyzed with
the help of various graphs, charts, tables as well as other related software as available. The
reason why the Graphs and the charts were prepared adequately is because, they help in
representation of the data which is collected for the purpose of the analysis.
As the manual calculations are generally deemed to be prone to various mistakes and related
flaws, it is with respect to these flaws, the data which was collected will be presented in context
and with the help of a hypothesis, the overall understanding will be gained. The hypothesis tends
to analyze both the dependent as well as the independent variable and in line of this the suitable
test shall be conducted and will be applied on each of the hypothesis whether related to the
dependent or the independent variable and they shall be analyzed accordingly. When these given
tests are analyzed and the hypothesis is tested, then the overall results and conclusions will be
presented in the Conclusion and Recommendations chapter. In the given chapter, the

39DISSERTATION
interpretation of the data will be carried out comprehensively which has been collected from 108
respondents as present. In line of this, it also becomes important to consider the fact that, the
questionnaire will take into consideration various domains like ideal leadership, the involvement
of the employees in the decision making procedure, the involvement of the different
organizational culture which exists in the long run and related facts will be discussed
accordingly. The different statistical tests which will be carried out will be applied in the given
study and the sample size will be 108. The researcher will provide a brief review on the overall
demographics of the study which will be collected and in line of this, the views on the topic as
present will be interpreted accordingly.
1) The section A will comprise of the Demographic Information on the organization. This
will comprise of the primary information regarding the Respondents name, the Age,
Gender, Work experience and Educational level
2) The second section relates to the crux of the research and will comprise of information
related to the overall hiring of suitable leaders for the different leaders and management
as present.
4.2 Variables
Both the dependent and the independent variables will be taken into consideration for the
purpose of the study.
Dependent variable
The management problem in organization in selecting effective leaders for key
management positions
Independent Variables

40DISSERTATION
1. Management’s ignorance to 21st century leadership philosophy
2. No proper management policy guideline on the selection process of effective leaders.
3. Organization culture that prohibits the selection of effective leaders
Pilot Test
The pilot test was conducted with 26 respondents and the results of the test can be stated to be as
follows:
Cronbach's Alpha
Cronbach's
Alpha
Based on
Standardiz
ed Items
N of
Items
0.769 0.772 4
Table 1: The Pilot Test
Hence, from the pilot test, it can be largely understood that, the value of the Cronbach’s Alpha is
0.772 which can be considered to be relatively high and in line of this, it can be mentioned that
the consistency level among the variables can be stated to be very high and hence, the responses
received during the test were relevant to the study was conducted.
4.3 Descriptive Statistics
The particular analysis will provide the descriptive analysis of the collected data with the
help of graphs. It shall describe the data which exists with percentage wise comparison of each
section.

41DISSERTATION
1. Demographic Details of the respondents
Figure 5: The Gender of the respondents
As it can be reflected from the given figure, around 38.5% of the respondents or 42
respondents from whom the data was collected cannot be understood to be female and as
compared to this, the other 61.5 percent of the respondents which means 66 out of the
respondents can be understood to be male. Hence, this reflects that there ceases to exist a
considerable balance between the different respondents as present in the give survey which was
conducted. The survey should have been more inclined towards women respondents as well.

42DISSERTATION
Figure 6: The Age group of the respondents
The given pie chart reflects that, the age group of the individuals from whom the data
will be collected can be understood to be distributed in a well manner. From the given graph, it
could be noted that, 33.9 % of the respondents belonged to the age group between 31 to 35 years
of age which means 37 respondents were belonging to the specific age bracket and in line of this,
it is also required to be note that, the other percentage of the population belongs to the age group
of 36-40 years of age thereby constituting 27.5% of the total population or 30 respondents.
Therefore, in line of this, the respondents can be stated to be belonging to a suitable age group of
managers aged between 30-40 years of age who are aligning well with the age group of senior
management.

43DISSERTATION
Figure 7: The Educational level of the respondents
As observed from the given graph, it has to be noted that, appriximately 64% of the
population has undertaken a Bchelors degree. This means that 72 respondents were undergoing
Bachelors. In line of this, around 17.4% of the population(19 respondents) undetook the
Certificate and Diploma degree and in line of this, it can be understood that the remaining 17.4%
of the population has just undertaken the Certification and Diploma and hence, the population
can be stated to be distributed accordingly.

44DISSERTATION
Figure 8: The work experience of the respondents
The working experience of the individuals from whom the interview has been collected
can be stated to be distributed fairly with a majority of the participants belonging to the age
group of 11 to 20 years. This means that 52 employees belonged to the particular category. In
line of this, the other majority of the population which belongs to the age bracket of 6-10 years
of work experience. Therefore, a majority of the group members can be stated to be understood
as largely experienced.
The Dependent Variable
Do you think HR should monitor the governance made by leaders towards decision making
process?

45DISSERTATION
Table 2: Respondent data
QUESTION
AGE
CATEGORY
DV2) Do you think HR should monitor the governance made by
leaders towards decision making process?
Strongly Disagree Disagree Neutral Agree
Strongly
Agree
Total
Which
category
below
includes your
age?
20 - 25 0 0 1 3 2 6
26 - 30 0 0 1 2 6 9
31 - 35 0 3 10 6 18 37
36 - 40 1 0 7 13 9 30
41 - 45 0 1 2 9 6 18
46 and 0 4 0 2 2 8
Total 1 8 21 35 43 108
Table 3: The Decision-making process undertaken by the HR
DV2) Do you think HR should monitor the governance made by leaders
towards decision making process?
Total
Strongly Disagree Disagree Neutral Agree
Strongly
Agree
Years of
working
experience
1 - 5
years
0 0 4 4 6 14
11 - 20
years
1 2 10 21 18 52
21 and
above
0 5 0 3 5 13
6 - 10
years
0 1 7 7 14 29

46DISSERTATION
Total 1 8 21 35 43 108
Table 4: The Decision making process undertaken by the HR
The particular table 2 provides information regarding the respondent’s response to a
question asked about the autonomy which has to be given to a leader regarding the decision
making process. From the given analysis and data as collected, it can be largely understood that
42 out of the 108 which adds up to 38% of the respondents believe that the employees need to be
provided with adequate autonomy with respect to the decision making and hence, in line of this,
it is required to be understood that, 36 out of the 108 respondents which means 33% of them
believe that they agree to the fact that the respondents require autonomy for considerable
decision making.
From the given table 3, it can be observed that, the age group where the number of
respondents strongly agreed to the importance of HR monitoring the decision of leaders was
highest is the 31 to 35 age group which makes it to 22% of the population. In this age group, the
respondents are strong believers that, the HR can be stated to have a greater role to play in
influencing the leaders to undertake an ethical decision-making procedure. From the given table
4, it can be observed that, the age group where the number of respondents strongly agreed to the
importance of HR monitoring the decision of leaders was highest is the 11-20 work experience
group which forms 46% of the total number of respondents. In this age group, the respondents
are strong believers that, the HR can be stated to have a greater role to play in influencing the
leaders to undertake an ethical decision-making procedure.
Do you believe each generation has distinct attitudes, behaviors, expectations, habits and
motivational buttons?
Strongly Disagree Neutral Agree Strongly Agree Total

47DISSERTATION
Disagree
0 2 10 29 67 108
Table 5: The Respondent Data
DV4) Do you believe each generation has distinct attitudes,
behaviors, expectations, habits and motivational buttons?
Total
Disagree Neutral Agree
Strongly
Agree
Which category
below includes
your age?
20 - 25 1 0 1 4 6
26 - 30 0 0 2 7 9
31 - 35 0 6 6 25 37
36 - 40 0 3 8 19 30
41 - 45 0 1 8 9 18
46 and 1 0 4 3 8
Total 2 10 29 67 108
Table 6: Attitudes and Behavior
DV3) Do you think the leaders today require more autonomy for
decision making?
Total
Strongly Disagree Disagree Neutral Agree
Strongly
Agree
Years of
working
experience
1 - 5 years 0 1 3 2 8 14
11 - 20
years
3 2 10 19 18 52
21 and
above
0 2 1 7 3 13
6 - 10 years 1 0 7 8 13 29

48DISSERTATION
Total 4 5 21 36 42 108
Table 7: Attitudes and Behavior
From the given table 5, it can be understood that around 43 of the respondents strongly
agreed to the fact that the Human resource department of the firm would be required to monitor
the governance which is undertaken by the leaders towards the decision-making process of the
organization. This adds up to 39% of the respondents. In addition to this, around 21 respondents
remained neutral to the fact whether the HR of the firm should get involved in the given
initiative or not.
When the different respondents were asked whether they believe that each generation has
a distinct attitude , behavior and expectation as well as habits, the age group 31-40 came up with
the strongest opinion with 44 respondents(44%) strongly agreeing to the fact that, the generation
is required to ensure considerable different decisions as they have a different set up.
From the given table 7 it could be rightfully understood that, the work group between 11-
20 years with 38% of the respondents are one of the most prominent groups in the population
and these individuals are under the strong belief that, the Leaders tend to require more autonomy
during the decision making procedure. Moreover, the leaders who have greater autonomy will be
successfully able to ensure that, they can take effective decisions.
Do you think the leaders today require more autonomy for decision making?
Strongly
Disagree
Disagree Neutral Agree Strongly Agree Total
4 5 21 36 42 108

49DISSERTATION
Table 8: The respondent Data
QUESTION
AGE
CATEGORY
DV3) Do you think the leaders today require more autonomy for
decision making?
Strongly
Disagree
Disagree Neutral Agree
Strongly
Agree
Total
Which
category
below
includes
your age?
20 - 25 0 1 0 1 4 6
26 - 30 0 0 3 2 4 9
31 - 35 3 1 9 9 15 37
36 - 40 1 1 5 10 13 30
41 - 45 0 1 2 12 3 18
46 and 0 1 2 2 3 8
Total 4 5 21 36 42 108
Table 9: Decision making autonomy
DV4) Do you believe each generation has distinct attitudes,
behaviors, expectations, habits and motivational buttons?
Total
Disagree Neutral Agree
Strongly
Agree
Years of working
experience
1 - 5 years 1 1 3 9 14
11 - 20 years 0 4 14 34 52
21 and above 1 1 5 6 13
6 - 10 years 0 4 7 18 29
Total 2 10 29 67 108

50DISSERTATION
Table 10: Decision making autonomy
When the different respondents were asked about the fact whether they believe that each
generation has distinct attitudes, behaviors, expectations, habits and motivational buttons, around
67 of the total respondents mentioned that, they believed that they strongly believed that each
generation has a distinct attitudes, behaviors, expectations as well as habits along with the
motivational buttons. This formed up 72% of the respondents. However, 29 of the 108
respondents were under the belief that even they are under the belief that each one has a distinct
and different attitude.
From the given table 9 it could be rightfully understood that, the age groups 31-40 are
one of the most prominent groups in the population and these individuals are under the strong
belief that, the Leaders tend to require more autonomy during the decision making procedure.
This forms up to 65% of the population. Moreover, the leaders who have greater autonomy will
be successfully able to ensure that, they can take effective decisions.
The work group with experience 11-20 years came up with the strongest opinion with 48
respondents or 44% of the total respondents strongly agreeing to the fact that, the generation is
required to ensure considerable different decisions as they have a different set up.
Do you believe leaders today are obsessed with power?
Strongly
Disagree
Disagree Neutral Agree Strongly Agree Total
2 3 26 27 50 108
Table 11: The Respondent Data
DV5) Do you believe leaders today are obsessed with power? Total

51DISSERTATION
Strongly Disagree Disagree Neutral Agree
Strongly
Agree
Which
category
below
includes
your age?
20
-
25
0 0 1 1 4 6
26
-
30
0 1 2 3 3 9
31
-
35
0 1 9 11 16 37
36
-
40
1 0 7 6 16 30
41
-
45
0 0 4 5 9 18
46
and
1 1 3 1 2 8
Total 2 3 26 27 50 108
Table 12: Obsession with the Power.
DV5) Do you believe leaders today are obsessed with
power?
Total
Strongly Disagree Disagree Neutral Agree Strongly

52DISSERTATION
Agree
Years of
working
experience
1 - 5 years 0 0 2 3 9 14
11 - 20 years 1 0 14 12 25 52
21 and
above
1 1 4 3 4 13
6 - 10 years 0 2 6 9 12 29
Total 2 3 26 27 50 108
Table 13: Obsession with the Power.
The given Table 11 represents the information about the manner in which the different
leaders are obsessed with the power. Out of the given set of respondents, 50 out of the 108 or
46% of the different respondents mentioned that they did believe that the leaders were obsessed
with the power. On the other hand, the rest 27 out of the 108 respondents were under the belief
that the leaders were are under the obsession of power. It needs to be noted that just 2 of the
respondents were under the belief that the different individuals and candidates were not obsessed
with power.
The responses amongst the different age groups agreeing to the fact that the leaders are
obsessed with power has been considerably higher. However, the maximum responses still come
from the 31-40 age group with 29% believing the same.
The given table 13 provides a brief idea about the leaders and their overall obsession with
power. The responses amongst the different age groups agreeing to the fact that the leaders are
obsessed with power has been considerably higher. However, the maximum responses still came
from the 11-20 years’ work experience group. This forms to 37% of the population.

53DISSERTATION
Do you believe the lack of respect shown by leaders can bring down morale of the
employees?
Strongly
Disagree
Disagree Neutral Agree Strongly Agree Total
0 0 3 10 95 108
Table 14: Data responses
Count
DV6) Do you believe the lack of respect
shown by leaders can bring down morale
of the employees? Total
Neutral Agree
Strongly
Agree
Which category below includes your ag
?
20 -
25
0 0 6 6
26 -
30
0 0 9 9
31 -
35
2 4 31 37
36 -
40
1 2 27 30
41 -
45
0 3 15 18
46 and 0 1 7 8
Total 3 10 95 108

54DISSERTATION
Table 15: Morale of the employees
DV6) Do you believe the lack of respect shown
by leaders can bring down morale of the
employees? Total
Neutral Agree
Strongly
Agree
Years of working
experience
1 - 5 years 0 1 13 14
11 - 20 years 1 6 45 52
21 and above 0 2 11 13
6 - 10 years 2 1 26 29
Total 3 10 95 108
Table 16: Morale of the employees
From the given Table 13 it can be largely understood that 95 of the 108 respondents
which means 88% of the respondents were under the belief that lack of respect from the side of
the leaders had the power to bring down the morale of the employees. This can be considered to
be a comparatively large population. In line of this 10 out of the 108 employees which is 9% of
the respondents were under the belief that they also agreed with the notion. None of the
respondents believed that the lack of respect from the leader’s side did not have the capacity to
motivate the different employees as present in the firm.
The table 14 provides explicit responses of the different respondents when they were
asked about the lack of respect shown by the leaders in bringing down the morale’s of the
employees. It could be strongly observed that the age group 31-50 were under a strong belief

55DISSERTATION
that, when the leaders fail to respect the different employees, then their morale decreases. A total
of 67 employees in this age group, strongly believed this. This forms to 62% of the entire group.
The table 15 provides the reflection of how it is observed that the work experience age
group between 11-20 which forms to 41% of the respondents were under a strong belief that,
when the leaders fail to respect the different employees, then their morale decreases. A total of
51 employees in this experience group, strongly believed this.
Independent Variable 1
Do you believe in the statement “To function effectively and efficiently in today’s new
economy, every organization needs effective leaders"?
Strongly
Disagree
Disagree Neutral Agree Strongly Agree Total
1 0 5 21 81 108
Table 17: Data responses collected
IDV1a) Do you believe in the statement " To function effectively and efficiently
in today€™s new economy, every organization needs effective leaders"?
Which category
below includes your
age?
Total
Strongly Disagree Neutral Agree Strongly Agree
20 - 25 0 0 0 6 6
26 - 30 0 1 1 7 9
31 - 35 1 2 4 30 37
36 - 40 0 2 8 20 30

56DISSERTATION
41 - 45 0 0 7 11 18
46 and 0 0 1 7 8
T
ot
al
1 5 21 81 108
Table 18: Need of effective leaders
IDV1a) Do you believe in the statement " To function
effectively and efficiently in today€™s new economy, every
organization needs effective leaders"? Total
Strongly Disagree Neutral Agree
Strongly
Agree
Years of
working
experience
1 - 5 years 0 0 3 11 14
11 - 20 years 1 2 14 35 52
21 and above 0 0 3 10 13
6 - 10 years 0 3 1 25 29
Total 1 5 21 81 108
Table 19: Need of effective leaders
Hence, when the respondents were asked whether they believe that effective leaders were
crucial for the organization 81 out of the 108 employees which formed to 75% of the
respondents were under the belief that, the agreed with the fact that, to function well in the
economy, it is important to have effective leaders at the workplace. In addition to this 21 were
under the agreement that effective leader is a must.
From the given table 18 it can be largely understood that when the different employees
were asked whether, it is important for an organization to have effective leaders, then in such a

57DISSERTATION
case, the work experience group between 11-20 had the most respondents and they strongly
agreed with the fact that, leaders have a crucial role to play in organizational success. This group
had 52 of the total respondents which adds up to 48% of the total respondents. In such a case, the
age group between 31-45 had the most respondents and they strongly agreed with the fact that,
leaders have a crucial role to play in organizational success. This group had 61 of the total
respondents which forms to 56% in total.
Independent Variable 2
Do you agree leaders must walk the talk to ensure effective role modelling and perceived
integrity?
Strongly
Disagree
Disagree Neutral Agree Strongly Agree Total
0 1 4 30 73 108
Table 20: Data response collected
IDV2b) Do you agree leaders must walk the talk to ensure effective
role modelling and perceived integrity?
Total
Disagree Neutral Agree
Strongly
Agree
Which category
below includes
your age?
20 - 25 0 0 1 5 6
26 - 30 0 1 1 7 9
31 - 35 1 2 11 23 37
36 - 40 0 1 11 18 30
41 - 45 0 0 5 13 18
46 and 0 0 1 7 8
Total 1 4 30 73 108

58DISSERTATION
IDV2b) Do you agree leaders must walk the talk to ensure
effective role modelling and perceived integrity?
Total
Disagree
Neutral Agree Strongly
Agree
Years of working
experience
1 - 5 years 0 0 5 9 14
11 - 20 years 0 2 17 33 52
21 and above 0 0 3 10 13
6 - 10 years 1 2 5 21 29
Total 1 4 30 73 108
Table 21: Integrity of Leadership
When the different respondents were asked about whether the leaders must get involved
in walk the talk so as to ensure effective role modelling as well as perceived integrity, then in
such a case, the 73 out of the 108 respondents were strongly under the belief that, the leaders
must be required to walk the talk if they want to ensure effective role modelling and related
perceived integrity. This formed to 68% of the total respondents.
The age groups between 31-45 were under the strong agreement that the leaders will be
required to walk the talk so as to ensure that effective role modelling and perceived integrity can
be attained successfully. These formed up to 54 of the respondents out of 108 respondents in
total. This formed to 50% of the respondents in total.
The work experience group between 11-20 years formed up to 50 of the respondents out
of 108 respondents in total. This formed up to 46% of the total respondents.

59DISSERTATION
Do you believe a leader's behaviors and styles do influence the ethical practices in the
organization?
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Total
0 0 12 36 60 108
Table 22: The data collected
Which category below
includes your age?
IDV2d) Do you believe a leader's behaviors and styles
do influence the ethical practices in the organization?
Total
Neutral Agree
Strongly
Agree
20 - 25 1 1 4 6
26 - 30 1 2 6 9
31 - 35 4 13 20 37
36 - 40 5 9 16 30
41 - 45 0 9 9 18
46 and 1 2 5 8
Total 12 36 60 108
Table 23: Ethical practices in a firm.
IDV2d) Do you believe a leader's behaviors and
styles do influence the ethical practices in the
organization? Total
Neutral Agree
Strongly
Agree
Years of working 1 - 5 years 2 4 8 14

60DISSERTATION
experience
11 - 20 years 5 21 26 52
21 and above 1 5 7 13
6 - 10 years 4 6 19 29
Total 12 36 60 108
Table 24: Ethical practices in a firm.
When the different candidates as present in an organization were asked about the fact
whether they were under the belief that the behavior and style of a leader tends to have an impact
on the ethical practices in an organization, then in such a case, 60 out of the total 108
respondents were under the belief that they strongly agreed that the leader`s behavior and style
has a strong impact than the ethical practices of the firm and hence, it must be focused upon
adequately. This corresponded to 56% of the total respondents.
Around 36 of the total respondents belonging to the age group between 31 to 40 were
under the belief that the leader has a key role to play in a firm and influence the overall ethical
practices in an organization. This forms 27% of the respondents in total.
When the respondents were asked about whether the believed that the behavior of the
leader had an influence on the ethical practices in an organization, then in such a case, 47 of the
total respondents belonging to the work experience between 11-20 years were under the belief
that the leader has a key role to play in a firm and influence the overall ethical practices in an
organization. This formed to 43% of the respondents in total.
Individual Variable 3
Success is more likely to be achieved through negotiation, collaboration and input from all
levels

61DISSERTATION
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Total
0 1 10 27 70 108
Table 25: The data response collected
IDV3a) Do you believe "Success is more likely to be achieved
through negotiation, collaboration and input from all levels"
Total
Disagree Neutral Agree
Strongly
Agree
Which
category below
includes your
age?
20 -
25
0 0 0 6 6
26 -
30
0 1 2 6 9
31 -
35
0 4 7 26 37
36 -
40
1 4 12 13 30
41 -
45
0 1 5 12 18
46 and 0 0 1 7 8
Total 1 10 27 70 108
Table 26: Collaboration at all levels of leadership
IDV3a)Do you believe "Success is more likely to be achieved
through negotiation, collaboration and input from all levels"
Total
Disagree Neutral Agree Strongly

62DISSERTATION
Agree
Years of
working
experience
1 - 5
years
0 0 2 12 14
11 - 20
years
1 5 18 28 52
21 and
above
0 1 2 10 13
6 - 10
years
0 4 5 20 29
Total 1 10 27 70 108
Table 27: Collaboration at all levels of leadership
When the different candidates were asked about their belief on whether Success could
likely be achieved through the process of negation, collaboration or the input from all the levels
of the organization, then in such a scenario, around 70 of the 109 employees were under the
belief that Success was largely dependent on the overall process of negotiation and collaboration.
In line of this, it also becomes considerably important for the firm to ensure that if they want
considerable success, then in such a case, they would be required to bring a good balance of the
negotiation and collaboration. This forms to 65% of the total number of respondents.
The response from the age group 31 to 35 was the most popular with 26 respondents
strongly agreeing to the statement which was provided which forms to 24% of the respondents in
total. When the different respondents were asked about whether they believed Success in a firm
is achieved through negotiation , then in such a case, the response from the work experience
group 11-20 years was the most popular with 46 respondents (42%) strongly agreeing to the
statement which was provided.

63DISSERTATION
A successful leader is someone who is precise and concise about expectations, goals and
defined parameters?
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Total
1 1 17 29 60 108
Table 28: The response collected
IDV3b) A successful leader is someone who is precise and
concise about expectations, goals and defined parameters?
Total
Strongly Disagree Disagree Neutral Agree
Strongly
Agree
Which
category
below
includes
your age?
20 - 25 0 0 0 1 5 6
26 - 30 0 0 2 1 6 9
31 - 35 0 0 6 11 20 37
36 - 40 1 1 6 8 14 30
41 - 45 0 0 2 7 9 18
46 and 0 0 1 1 6 8
Total 1 1 17 29 60 108
Table 29 :Goals and parameters definition of the leader
IDV3b) A successful leader is someone who is precise and concise
about expectations, goals and defined parameters?
Total
Strongly Disagree Disagree Neutral Agree
Strongly
Agree

64DISSERTATION
Years of
working
experience
1 - 5
years
0 0 1 5 8 14
11 -
20
years
1 1 7 16 27 52
21
and
above
0 0 3 3 7 13
6 - 10
years
0 0 6 5 18 29
Total 1 1 17 29 60 108
Table 30: Goals and parameters definition of the leader
When the different respondents were asked about the fact whether the leader needs to be
someone who is concise about the overall expectations then 60 out of the 108 respondents which
forms to 55% of the respondents were under the belief that it is important for the have a
successful leader who is precise and concise. The rest 29 out of the 108 respondents were under
the belief that, they agreed with the statement.
For the second case, 31% of the respondents from 31-40 was the highest with 34
respondents mentioning that they Strongly agreed to the a successful leader is one who is
consider about the goals and the expectations.
The respondents from experience group between 11 to 20 years was the highest with 43
respondents (39%) mentioning that they Strongly agreed to the a successful leader is one who is
consider about the goals and the expectations.

65DISSERTATION
Do you believe leaders today empower employees in decision making process?
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Total
5 9 27 33 34 108
Table 31: The responses collected
Count
IDV3c) Do you believe leaders today empower employees in
decision making process?
Total
Strongly Disagree Disagree Neutral Agree
Strongly
Agree
Which
category
below
includes
your age?
20 - 25 0 1 0 1 4 6
26 - 30 2 0 2 2 3 9
31 - 35 2 3 12 10 10 37
36 - 40 0 5 7 7 11 30
41 - 45 1 0 4 9 4 18
46 and 0 0 2 4 2 8
Total 5 9 27 33 34 108
Table 32: Employee role in decision making
IDV3c) Do you believe leaders today empower employees in decision
making process?
Total
Strongly Disagree Disagree Neutral Agree
Strongly
Agree
Years of
working
1 - 5
years
1 3 1 2 7 14
11 - 2 5 15 17 13 52

66DISSERTATION
experience
20
years
21
and
above
0 0 3 7 3 13
6 - 10
years
2 1 8 7 11 29
Total 5 9 27 33 34 108
Table 33: Employee role in decision making
When the different candidates were asked about whether the leaders in today`s world
tend to empower the employees as present or not then in this case, a total of 67 candidates out of
the remaining 108 candidates which means a total of 62% were under the belief that, the leaders
often empower the employees in the decision making process whereas the rest did not believe the
same and thought that, the leaders do not empower the employees in their decision making
process.
Leader’s behavior does influence and promote employees job satisfaction at the workplace
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Total
1 2 6 25 74 108
Table 34: The data responses collected
IDV4f)Leaders behavior does influence and promote
employees job satisfaction at the workplace
Total
Strongly Disagree Disagree Neutral Agree Strongly

67DISSERTATION
Agree
Which
category
below
includes
your
age?
20 -
25
0 0 0 1 5 6
26 -
30
0
1 1 0 7 9
31 -
35
1
0 2 8 26 37
36 -
40
0
1 2 8 19 30
41 -
45
0
0 1 7 10 18
46
and
0
0 0 1 7 8
Total 1 2 6 25 74 108
Table 35: Impact of leadership on the performance at the workplace
IDV4f) Leaders behavior does influence and promote employees job
satisfaction at the workplace
Total
Strongly Disagree Disagree Neutral Agree
Strongly
Agree
Years of
working
experience
1 - 5
years
0 1 2 2 9 14
11 -
20
0 1 0 17 34 52

68DISSERTATION
years
21
and
above
0 0 1 4 8 13
6 - 10
years
1
0 3 2 23 29
Total 1 2 6 25 74 108
Table 36: Impact of leadership on the performance at the workplace
When the different candidates were asked about the fact whether they believed that the
Leader behavior tends to influence and promote the employee job satisfaction at the workplace
then in such a case, it is important to understand that a majority of 99 candidates out of the 108
believed that, the leader behavior tends to influence and promote the job satisfaction at the
workplace and that the leader is required to ensure long term success with respect to the same.
This forms to 92% of the total respondents.
When the different respondents were questioned about the fact whether they believed that
the Leader behavior at the workplace influenced and promoted job satisfaction, then in such a
case, the majority of the positive responses were received from the age group 31-40. These
respondents belonged to 42% of the total respondents and the majority of the positive responses
were received from the work experience group 11-20 years. The respondents number to 31% of
the total.
4.4 Inferential statistics
Reliability - Means
Dependent Variable

69DISSERTATION
Mean Minimum Maximum Range
Maximum
/
Minimum
Variance
N of
Items
Item Means 4.294 3.991 4.852 0.861 1.216 0.137 5
Table 37: The Statistical data
From the given analysis, it can be understood that the value of the Mean in the Dependent
Variables is 4.294 which can be considered to be a good figure and thereby represents the
suitability of the data for the same. The Variance between the data can be understood to be
0.137 which means that the data collected can be understood to be varied.
Independent Variable 1
Mean Minimum Maximum Range
Maximum
/
Minimum
Variance N of Items
Item Means 4.602 4.509 4.676 0.167 1.037 0.005 4
Table 38: The Statistical data
From the given table, it can be largely understood that the Mean of the Independent
variable 1 and their related items is 4.602 which is a fair figure with high similarity between the
items. In line of this, as the Variance is 0.005, it can be understood that, the data values are quite
identical in nature.
Independent Variable 2
Mean Minimum Maximum Range
Maximum /
Minimum
Variance N of Items

70DISSERTATION
Item
Means
4.306 3.852 4.620 0.769 1.200 0.162 3
Table 39: The Statistical data
The items of the second Independent variable represent that the Mean value is 4.306
which can be understood to be comparatively less than the other Variables as present and their
related items. The variance value of 0.162 can be stated to be comparatively higher which
represents that the data is distributed sufficiently.
Independent Variable 3
Mean Minimum Maximum Range
Maximum /
Minimum
Variance N of Items
Item
Means
4.284 3.759 4.565 0.806 1.214 0.085 6
Table 40: The Statistical data
The given table represents the overall Mean value of the third Independent Variable
which can be understood to be 4.284. The Variance is closer to zero and thus, this represents
that, the data values are the same.
Reliability Test
Dependent Variable
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
0.542 0.586 5

71DISSERTATION
Table 41: Reliability test of DV
From the given results as received for the first dependent variable which is the
Management problem, it can be largely understood that, the Cronbach`s Alpha is 0.542 which
indicates a low level of consistency for the scale which is generally taken for the research
problem. Hence, in line of this, it can be largely understood that the Variable, Management
problem can be understood to be taken on an incorrect scale.
Independent Variable 1
Reliability Statistics
Cronbach's Alpha
Cronbach's Alpha Based on Standardized
Items
N of Items
0.769 0.774 4
Table 42: Reliability test of IDV 1
From the given results as received for the First Independent variable which is the
Management ignorance towards the new age leadership policy, it can be largely understood that,
the Cronbach`s Alpha is 0.769 which can be taken to be a high level of consistent for the scale as
undertaken for the research problem. Hence, the particular variable as taken, the Management
ignorance can be understood to be taken on a correct scale.
Independent Variable 2
Reliability Statistics
Cronbach's
Alpha
Cronbach's Alpha Based on
Standardized Items
N of
Items
0.558 0.629 3

72DISSERTATION
Table 43: Reliability test of IDV 2
With respect to the second Independent Variable which is the Policy guidelines focusing
on the selection process and related hiring, it can be largely understood that the Cronbach`s
Alpha is 0.558 which indicates a low level of consistency for the scale which is generally taken
for the research problem. Hence, in line of this, it can be largely understood that the Variable,
Policy guidelines can be understood to be taken on an incorrect scale.
Independent variable 3
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items
0.679 0.702 6
Table 44: Reliability test of IDV 3
With respect to the second Independent Variable which is the Organizational culture
focusing on the selection process and related hiring, it can be largely understood that the
Cronbach`s Alpha is 0.679 which indicates a moderate level of consistency for the scale which
is generally taken for the research problem. Hence, in line of this, it can be largely understood
that the Variable, Organizational Culture can be understood to be taken on a correct scale.
4.5 Discussion
Therefore, from the given analysis, it can be rightfully stated that, the leader of an
organization is not an individual who tends to hold utmost power and dictates the employees, a
true strategic leader is an individual who tends to serve the organization in the right manner and
is able to see to it that, the employees are satisfied in the correct manner. The review of literature
focused on the concept of Good leadership, ethical operations in an organization and the

73DISSERTATION
corporate governance. When the respondent’s data was collected, their responses gave away the
fact that, no matter how powerful a leader is, a popular leader is one who tends to serve his
people, carryout good corporate governance policies and involves the employee respect and
attention. Hence, through this, the main expectations of a leader were identified and mannerisms
of their behavior were examined.
4.6 Summaries to the Chapter
Hence , this section of the paper highlighted the overall descriptive statistics with respect
to the survey collected and in addition to this, it also discussed the Inferential statistics and the
results accordingly which were obtained from the Reliability test, Cross tab analysis and the Pilot
test.

74DISSERTATION
Chapter 5: Conclusion
5.0 Introduction
Managers are timer keepers, Leaders are Clock Builders”, from the book Good to Great.
In order to achieve successful outcomes in identifying effective leaders for key management role
in organization one must understand the placement of the leader plays an important aspect
(Bergh et al. 2016). This research proposal is focusing on three aspect as below:
With the 21st century period, leaders are expected to explore changes all the more
successfully, they have to sustain a believing situation where everybody can talk, and test sees.
This must be done through a good leaders who confides in their kin and consequently,
representatives trust them. It implies workers can resolve to activities, settle on choices quicker
and have the certainty to get tied up with a major vision and get a creative undertaking off the
ground. It implies that individuals can adapt more to new change. The outcome is steadfast
clients, exceedingly drawn in representatives, more grounded associations with accomplices and
a solid work environment culture.
Corporate governance has numerous definitions, authors characterize it as a blend of
various mechanism that direct and control the organization (Kim et al. (2005) and Hassan
(2008)). Utilizing a mindful determination process, a well-working load up that has set aside the
opportunity to consider key role leaders’ succession all the time will be in a decent position to
distinguish its best needs and the most appropriate competitors should an emergency present
itself.
Culture has been characterized from multiple points of view, "Culture is the aggregate
programming of the mind that recognizes the individuals from one gathering or class of

75DISSERTATION
individuals from others" Hofstede, 2001). By utilizing Hofstede's cultural theory as a begin point
you can assess the methodology, choice, activities dependent on a general sense of how
individuals will respond to the new or changes process. In this way, learning and understanding
the culture of an organization before choosing leaders are imperative.
5.1 Conclusion
It is difficult to achieve goals at the organization nor accomplish any objectives or to
sustain effective administrations without effective leaders and good governance at all dimensions
regardless private, public and common organization (Bergh et al. 2016). Effective and ethical
leaders are very much needed today at organization to accommodate the rapid changes taking
place in society. Compact governance and effective ethical leaders are essential requirement to
any organization to be successful in every aspect whether management, finance, culture, society.
It was understood that the different organizations were faced by considerable problems
with respect to the fact that, they were not being able to hire the right manager for the
organization. The main reason behind this is that the different managers and leaders in the
organization were not hired due to their overall ability and their alignment with the organization
but with the power which they portrayed. In line of this, it has to be understood that the selection
of the leaders or managers for the firm is hugely dependent on the organizational culture, the
management ignorance towards the right policies to be hired and the Policy guidelines which
guide the overall management which takes place at the workplace (Bergh et al. 2016). Hence,
the introduction chapter laid the background of the paper and outlined the different Research
Objectives and the Research Questions which exist for the purpose of the Research paper.
The review of literature laid the background for the topic which had been chosen for the
purpose of the study and analyzed the Dependent Variables as well as the Individual Variables

76DISSERTATION
which are present. Each of these Dependent and Independent Variables were discussed by
making use of the theoretical journals, the business reviews and the overall websites as present
(Simsek et al. 2015). This chapter laid down the focus of the study and presented a result which
mentioned that, the different leaders often focus on the overall power which is required to be
distributed among the leaders but the organization in reality will be required to have the leaders
who are empathetic towards the overall goals of the firm and in line of this, they will also be
required to have leaders with a good corporate governance background. In reference to this, if
the leaders are able to serve the employees in the right manner, then in such a case, they will be
able to achieve considerable success (Bergh et al. 2016). Hence, the second chapter threw light
on the concept of Leadership, the Corporate Governance and the manner in which the
organizational culture tends to focus on the kind of employees hired for the firm.
Following this was the Research Methodology chapter which threw focus on the different
Research techniques which were adopted for the particular research. The primary data collection
technique was used for the purpose of the research. In line of this the data was collected from
108 respondents and the questionnaire was made use of in order to understand the overall
viewpoint of the individuals and respondents. After the primary data collection method was
made use of, in addition to this, the quantitative analysis was made use of which went a long way
in contributing towards the understanding of the correlation and the variance amongst the data as
present. The Cross tabulation, Reliability Test and in addition to this, the Normality test was
conducted and in line of this, it was observed that the employees are hugely under the belief that
the leader needs to protect and support them throughout. The reason why this research method
and the research techniques were made use of because the viewpoint of the literature review , the
overall perspective of the different employees is required to be taken into consideration in order

77DISSERTATION
to gain a view point of the different employees as present. The one limitation which was existing
in this chapter can be understood to be the fact that the questionnaire which was used just made
the use of the close ended questions, which then limits their view point on the topic.
The Fourth chapter was the data analysis and results chapter and in line of this, it could
be understood that, the most popular opinion came from the age group 31 to 40 years of age ,
from the employees who had the work experience of 11 to 20 years. In line of this, it could be
understood that, the employees were under a very strong belief that, the different employees as
present need to be treated adequately and that, the leader has a crucial role to play in the
organization and with reference to this, it becomes considerably crucial for the leader to ensure
that if the leader is willing to lead the organization and provide the employees with adequate
support , then in such a case, the organization will be required to adhere to the needs of the
different employees and then the overall goals as well as the objectives of the firm will be
achieved successfully. Moreover, from each of the Variables as discussed in the section it was
found that more than 70% of the respondents have agreed to the fact that Leaders in a firm are
required to show adequate respect to the employees, the effective leaders are the need of the hour
for an organization and that from this it can be understood that, the effective leaders are the main
need of the hour for the organization, and if a firm wants to ensure success then in such a case,
the right kind of leaders will be required to be hired. Moreover, the respondents also agreed to
the fact that the leaders are required to ensure role modelling and perceived integrity, and hence,
73 respondents agreed to it, in such a case that, the different leaders will be required to maintain
a code of conduct in the long run. Lastly, it was also agreed in majority that, a leader’s behavior
does influence and promote employees job satisfaction at the workplace.

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5.2 Limitations of the study
The limitations of the study as present can be understood to be as follows:
 The questionnaire which was prepared can be understood to be very limited in nature and
the options used were limited.
 The accuracy of the descriptive studies demonstrated the researchers experience in
selecting the response to answer the survey.
5.3 Linking to Objectives
From the given study, as undertaken to understand the overall concept of an Effective
leadership and to determine the manner in which an organization would be able to survive in the
long run or not, it is important for the firm to take into consideration that effective leaders cannot
be hired unless the Organizational culture of the firm supports the hiring of the leaders as
present. In line of this, it can be considered important that, the organizational policies,
mannerisms and designs need to be effectively developed in a manner such that, the firm will be
able to successfully deal with the same in the long run. In a manner, similar to this, if the leader
of the firm is not effective then in such a case, the organization will not be able to survive well in
the VUCA environment (Deloitte University Press 2019). The role of leaders has been changing
considerably and with reference to this, the change needs to be brought about in the people as
well (World Economic Forum 2019).
Even Engelen et al. (2015), mentioned that, the domain of Leadership has been changing
considerably and in line of this, it is time that the leaders are made to push the different
boundaries. In addition to this, it has to be understood that, the different leaders are required to
become more proactive in nature.

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5.4 Recommendations for future research
For carrying out the research in the rightful manner, it would be considered important for
the business to ensure that, the take into consideration a deeper analysis of the topic as present
and be able to identify the impact of one factor on the other factor more effectively. In line of
this, the researchers will be able to identify to what extent is an organization is influenced by the
Selection policies and related matters.
5.5 Summary
The paper followed a structured format whereby the first chapter threw light on the
background of the paper which was then followed by the discussion on the Review of Literature
(Simsek et al. 2015). Hence, in line of this, it can be considered important that the following
chapters were based on the Research Methodology section with respect to which the different
research techniques as adopted by the researcher was outlined. This was then followed by the
Data analysis chapter where the survey results were analyzed using both Descriptive and
Inferential statistics. The findings were provided at the end of the chapter.

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Chapter 6: Recommendations
6.1 Corporate Level
Hence, from the given analysis as undertaken on the topic related to the Strategic
Leadership, it can be largely understood that, in order to hire the best leaders for the firm, it is
important for the organization to ensure that it is successfully able to change their overall
strategy and target the firm on a one to one basis (Antonakis and Day 2017). Hence, the
following steps can be undertaken to ensure that good leaders are hired for the firm.
1. Brand Reputation
According to DuBrin (2015), the organization is required to be involved in considerable
branding procedures which will ensure that the firm is successfully able to look out for the best
leaders as the best managerial positions would require employees who are efficient in nature and
the efficient leaders, would only be concerned with the firms who are performing well and have
a considerable brand name. Hence, in line of this, if any firm wants to ensure success in the long
run then in such a case, it would be required to brand its firm well. This can only be done, when
the Brands are able to infuse a sense of togetherness between the different employees as present
and in lieu of this, they are also able to build a good image (Northouse 2017). Once this image is
built by the different members of the firm, then in such a case, the organizational activities tend
to speak for itself and then, it attracts the good leaders towards the firm. Leaders like Sundar
Pichai, Indra Nooyi, Jeff Bezos, Tim Cook and Warren Buffet are some of the world class
leaders which all firms must aim to attract in the right manner. The brand image of the firm
needs to be judged by various social media reviews, as provided by different employees and
customers. By building the overall brand positioning of the organization, the organization will
be able to ensure that it is able to attract the dealings possible. When the brand image of the firm

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is strong, it means that it is greatly impacted by the operations of the other leaders which sees to
it that, the firm is able to maintain the right positioning in the business. Various firms like the
owners of Google, Apple and other such organizations tend to ensure that they are able to make
the firm attractive through their brand name and investments as made (Northouse 2018).
2. Operations Perspective
The organization would be required to look out for good strategies which would enable
them to ensure that, they are being able to target the right kind of leaders for the purpose of the
organization. With reference to this, Simsek et al. (2015) states that it can be rightfully
understood that, if the country wants to see to it that, it has the right kind of employees then, in
such a case, it has to segment the human capital market based on different categories and then in
line with this, it would be required to it targets the right talent with suitable skill and positions
itself as an employee friendly firm. Good leaders for the organization are not only crucial to
ensure that a firm is successfully able to complete all its objectives and related outcomes, but
also to ensure that the organization achieves success in the long run. A good leader can be
characterized by various features such as good communication skills, adequate management
skills, considerable negotiation skills and an eyesight for the greater good of the firm. It is
important for the firm to target those leaders who will be successfully able to bring about a
revolution in the workplace (Western 2019). All good leaders in a firm contribute effectively to
the overall growth of the firm. It is the duty of the leader to provide good services to the firm.
3. Training to the future leaders
In addition to this, the organization also needs to come up with various training and
development programs which will not only ensure that the firm will be able to find long term
success but in a manner similar to this, be able to develop leadership qualities in all the leaders as

82DISSERTATION
present. Training can be considered to be an essential initiative and can be used by the
organizations to ensure success. The training can be given with respect to various fields like
communication, innovation and management (Western 2019). When the employees will be
provided with adequate satisfaction, the firm prospers.
6.2 Daily operational recommendations
The following can be understood to be the set of recommendations which can be
followed by the firm on a daily basis:
As understood previously, the employees of the firm do not essentially require a leader
who has considerable power or who is authoritative. In line of this, they require a leader who
satisfies their needs and is able to assist them (Donate and de Pablo 2015). For this reason, the
first recommendation would be to provide autonomy and a perspective of the employees which
would then assist in seeing to it that, the leader is able to develop considerably. Any leader who
understands and listens to the employees becomes popular.
A second step which can be adopted by the firm can be stated to be to keep in mind the
corporate governance of the firm. In line of this, a good strategic leader is required to come up
with considerable initiatives which will help to contribute to the society affectively. A sound and
strategic leader must carryout the governance aspects adequately.
Lastly, another step which may be taken by the firm to avoid loss and ensure better future
of the firm can be stated to be to train all the effective leaders about the different cultured and
varied nature employees as present in the firm and to provide them with adequate facilities
(Lloret 2016). Once the good leader is able to lead a firm as per the culture of the locals, the firm
can reach to greater heights.

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6.3 Future recommendations: Change in the policy of the firm
The first stage recommends to bring about a change in the overall policy of the firm and
in line of this, it has to be understood that, only when the overall policy of the firm will be
altered, only then will it be possible for the firm to ensure that they are able to undertake the
selection of the different employees in the right manner and in line of this, they will also be able
to see to it that the new leaders who are hired are in accordance with the overall objectives of the
firm (Donate and de Pablo 2015). The policy which may be altered should be related to the
hiring of the suitable employees of the organization. When hiring leaders, the in house
employees who have been provided with adequate training throughout must first be considered
which can then be followed by an analysis of the external environment. However, Klenke (2016)
believes that when the hiring of the leaders will be done on the basis of the values of the leader,
their cultural viewpoint, their corporate governance policies and the employee treatment plan,
then the firm shall be able to prosper in the future.
Additionally the ethicality of the organization needs to be maintained accordingly as this
will go a long way in ensuring that the firm will be successfully able to encourage the future
leaders and ensure long term success.

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