Analyzing the leadership challenges at Sultan Qaboos Air Academy

This research paper analyzes the challenges of leadership in the Sultan Qaboos Air Academy and provides strategies for mitigating these challenges. The research aims to identify leadership styles used in the academy, identify leadership challenges, analyze their impact, and recommend strategies for mitigating these challenges.

Coventry University
Middle East College
Dissertation Submission
in Partial Fulfillment of the requirements for the degree of
MBA (IT)
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
By: Salim Bin Said Bin Juma AL-Ghatrifi
PG15F1480
To: Dr. Aaron Paul Pineda

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Acknowledgement
First, I would like to thank my supervisorDr. Aaron Paul Pinedafor the constant guidance and
support provided to me during the process of this research. Without the assistance and
involvement of my supervisor in every step, this paper would have been accomplished. I would
like to thank for support and understanding from the past years. The contribution of the research
enhances my knowledge base and analytical skill to work in this research study. It will not be
justified if I did not thank the academic guides for their valuable assistance and encouragement
in the research process. Most importantly, nothing can be possible without the help of my family
members and friends. They provided me support and encourage me to conduct primary and
secondary data collection. The support of those people has inspired and enlightened throughout
process of research in this subject.
Salim Bin Said Bin Juma AL-Ghatrifi - (MBA Candidates)

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Table of Contents
Chapter 1: Introduction....................................................................................................................1
1.1 Background of the research...................................................................................................1
1.2 Rationale of the research.......................................................................................................1
1.3 Problem Statement.................................................................................................................1
1.4 Research aim and objectives..................................................................................................1
1.5 Research Questions................................................................................................................1
1.6 Research Structure.................................................................................................................1
1.7 Summary................................................................................................................................1
Chapter 2: Literature Review...........................................................................................................1
2.1 Introduction............................................................................................................................1
2.2 Concept of Leadership...........................................................................................................1
2.2.1 Transactional leadership.................................................................................................1
2.2.2 Transformational leadership...........................................................................................1
2.2.3 Laissez-Faire Leadership................................................................................................1
2.3 Qaboos Air Academy............................................................................................................1
2.4 Theories of leadership............................................................................................................1
2.4.1 Trait Theory of leadership..............................................................................................1
2.4.2 Achievement Motivation Theory....................................................................................1
2.4.3 Need for Achievement (n Ach).......................................................................................1
2.4.4 The Need for Power (n Pow)..........................................................................................1
2.4.5 Theory X and Theory Y..................................................................................................1
2.5 Leadership challenges............................................................................................................1
2.6 Challenges in Sultan Qaboos Air Force Academy................................................................1
2.7 Relevant Activities and Aspects for resolving the Identified Challenges.............................1
2.8 Summary................................................................................................................................1
Chapter 3: Research Methodology..................................................................................................1
3.1 Introduction............................................................................................................................1
3.2 Research Approach................................................................................................................1
3.2.1 Justification for Chosen Approach.................................................................................1
3.3 Research Design....................................................................................................................1
3.3.1 Justification for Chosen Design......................................................................................1
3.4 Type of Research...................................................................................................................1
3.5 Sources of Data......................................................................................................................1
3.5.1 Primary Data...................................................................................................................1
3.5.2 Secondary Data...............................................................................................................1
3.6 Instruments for Data Collection.............................................................................................1
3.6.1 Questionnaire..................................................................................................................1
3.6.2 Telephonic Conversation................................................................................................1
3.6.3 Mail.................................................................................................................................1
3.6.4 Interview.........................................................................................................................1
3.7 Research Methods..................................................................................................................1
3.7.1 Survey Method................................................................................................................1
3.7.2 Observation Method.......................................................................................................1
3.8 Sampling................................................................................................................................1
3.8.1 Size, Process, and Technique..........................................................................................1

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3.8.2 Statistical Tools for Data Analysis.................................................................................1
3.9 Ethical Aspects for Considerations........................................................................................1
3.10 Limitations of the Study......................................................................................................1
3.11 Timeline for the Study.........................................................................................................1
3.12 Summary..............................................................................................................................1
Chapter 4: Analysis and Discussion................................................................................................1
4.1 Introduction............................................................................................................................1
4.2 Primary Data Analysis...........................................................................................................1
4.2.1 Demographic Data Analysis...........................................................................................1
4.2.2 Quantitative Data Analysis.............................................................................................1
4.2.3 Qualitative Data Analysis...............................................................................................1
4.3 Secondary Data Analysis.......................................................................................................1
4.4 Summary................................................................................................................................1
Chapter 5: Conclusion and Recommendations................................................................................1
5.1 Summary of the Study...........................................................................................................1
5.2 Alignment with Research Objectives....................................................................................1
5.2.1 Identification of leadership styles used in the Sultan Qaboos Air Academy.................1
5.2.2 Identification of leadership challenges in the Sultan Qaboos Air Academy..................1
5.2.3 Analysis of impact of identified challenges in Sultan Qaboos Air Academy................1
5.2.4 Recommendation of Strategies for mitigating Identified Leadership Challenges..........1
5.3 Limitations of the Study........................................................................................................1
5.4 Future Scope of the Study......................................................................................................1
5.5 Recommendations and further Implications..........................................................................1
References........................................................................................................................................1

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List of Figures
Figure 1.1: Dissertation Structure....................................................................................................1
Figure 2.1: Leadership traits............................................................................................................1
Figure 3.1: Research Design............................................................................................................1
Figure 4.1: Age group of participants..............................................................................................1
Figure 4.2: Type of profession.........................................................................................................1
Figure 4.3: Types of experience......................................................................................................1
Figure 4.4: Current Leadership Challenges in Considered Case of Sultan Qaboos Air Academy. 1
Figure 4.5: Impact factors of Leadership in Considered Case of Sultan Qaboos Air Academy.....1

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List of Tables
Table 3.1: Timeline consideration for the study..............................................................................1
Table 4.1: Age group of participants...............................................................................................1
Table 4.2: Type of profession..........................................................................................................1
Table 4.3: Types of experience........................................................................................................1

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Chapter 1: Introduction
1.1 Background of the research
Leadership studies in the Middle East countries have been an important research topic for the
understanding different perspective of leadership. As commented by Valeri (2015), leadership
issues have been established in various institutions in Oman. There has been crucial analysis of
the leadership styles in institution for various purposes. Political development of the country has
been maintained by the use of various strategies in the country. Oman is a small country having
less population nearly 3.5 million spread over Arabian Peninsula. As mentioned by Allen
andRigsbee (2014), various cultural diversities have been found in the country depending upon
various factors. This research deals with the analyzing factors affecting leadership in various
institutions in the country. This particular research deals with identified issues and challenges of
leadership in Sultan Qaboos Air Academy, Oman. The air academy has been suffering with
various problems including leadership and its styles. However, Omanis are well educated and
engaged in their daily duties and jobs. They also play an important role in determining future of
development of country. As mentioned by Allen and Rigsbee (2014), the Sultan of the country
have been continuously tested on leadership skills for providing better services in the air
academy.
This research deals with identifying challenges and issues at the Sultan Qaboos Air Academy.
These challenges have been properly analyzed in this research. This research talks about
traditional culture of the Oman in the airline industry. Therefore, the use of various theories and
models related to challenges in the leadership has been discussed in the research. The use of
proper methodology has been reflected in the research. The research has used positivism

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philosophy with descriptive approach. The research has used both primary and secondary data
collection method. Data and information has been collected from organizing online survey and
from online journals, articles, databases and governmental documents. Collected data and
information have been properly analyzed by both qualitative and quantitative data analysis
method. This research has helped in maintaining the proper approach towards mitigating the
challenges in the leadership at Sultan Qaboos Air Academy. As commented by Gardner (2015),
the strategies used for mitigating these challenges and issues in leadership have been reflected
with proper analysis. The use of various models and theories has helped in providing current
literature about the research topic. The limitations in the current literature have been focused in
this research. This research paper has helped in mitigating the limitations in the current literature.
1.2 Rationale of the research
Leadership has played the most important important role in managing and monitoring any
organization in the market. Two types of leadership styles have been discussed in this research
paper as transactional and transformational leadership. This paper focuses on the challenges
faced in the air academy in Oman. The utilization of the leadership styles in the organization has
been discussed in the paper. Oman Air has been designated as carrier of Sultanate of Oman in the
country. As commented by Allen Jr (2016), there is an increment in the labor cost of the
company by around RO 8 Million. Total labor cost in 2011 was RO 87.3 Million. There have
been massive changes in the airline academy of Sultan Qaboos. Various challenges have been
identified in the Sultan Qaboos Air academy related to the leadership perspective. The cost
reduction policy in the academy has been failed miserably. As commented by Al-Maqbali(2017),
the leadership style followed by Sultan Qaboos has been failed and unable to mitigate challenges
rising in the air academy.

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This has created major problem for the air academy in recent years. Retention in the admission
of new candidates in the air academy has a major problem for the context. The poor leadership
style followed by the leader has ignited retention policy for employees in the air academy. The
results from the air academy have been low in this context. The training provided in the air
academy has been depleted in the context of quality and performance.
1.3 Problem Statement
This research has thrown light in mitigating the challenges and issues related to the leadership at
Sultan Qaboos Air Academy, Oman. There have been leadership issues and challenges in the air
academy of Sultan Qaboos. Therefore, this problem has creating various problems in the market.
The trainees and candidates are not well trained in the training academy. As commented by
Pervez et al. (2014), lack in proper leadership styles has created differences in maintaining and
monitoring employees and candidates in the air academy. Therefore, this creates major problem
in focusing in the goals and objectives of the air academy. As mentioned by Yan & Galloway
(2017), in recent years, the productivity of the air academy have been reduced from its average
mark. Therefore, this research has helped in mitigating leadership challenges in the Sultan
Qaboos Air academy.
This does not cause any change in the future. The leaders who have opted for this type of
leadership always pay attentions to their followers for finding the faults in their works. In
Laissez-Faire Leadership perspective, the success factor should be followed to form an effective
team with staying on track. The Laissez-Faire Leadership can work with advertising agencies,
companies like startup social media, the departments of development and research, Project
Capital Investment companies, and high-profile architectural engineering firms.

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1.4 Research aim and objectives
The objective of the research is to simply analyze the challenges of leadership in the Sultan
Qaboos Air Academy. Following are the objectives of the research:
A. To identify leadership styles used in the Sultan Qaboos Air Academy
B. To identify leadership challenges in the Sultan Qaboos Air Academy
C. To critically analyze the impact of these challenges in the Sultan Qaboos Air
Academy
D. To recommend strategies for mitigating these leadership challenges in the Sultan
Qaboos Air Academy
1.5 Research Questions
Following are the research questions:
a) Which leadership style is used in the Sultan Qaboos Air Academy?
b) What are the challenges in leadership in the Sultan Qaboos Air Academy?
c) How these leadership challenges have been affecting the Sultan Qaboos Air
Academy?
d) What strategies can be taken for mitigating leadership challenges in the Sultan
Qaboos Air Academy?

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1.6 Research Structure
Various chapters involved in this research paper including Introduction, Literature Review,
Methodology, Data Findings and Analysis and Conclusion and Recommendation. These chapters
have been properly addressed in this paper. The first chapters describes about the basic
introduction about research topic. The basic introduction of research topic includes background
of the research and rationale of research. The second chapter mainly focuses on the literature
review of the variables included in the research topic.
There literature includes the concept of the leadership and its various styles including
transactional and transformational respectively. Therefore, this literature has helped in
understanding basic dilemma of the research topic. The identification of the challenges in
leadership has been done with the help of literature and various theories and models related to
the leadership. These theories and models have helped in maintaining controlling the theoretical
aspects of leadership in the context. The third chapter deals with methodology followed by the
research. The methodology of the research includes various elements including the research
philosophy, research approach, design of research, data collection method, data and analysis of
collected data and information and recommendations. The proper sample size for the method of
collection of data has been chosen in this particular chapter.
The fourth chapter deals with the data findings and analysis. In this chapter, the collected data
and information are properly analyzed with the help of various methods including qualitative and
quantitative data analysis method. The last chapter is conclusion and recommendations. This
chapter concludes al the finding and analysis of the whole research. The objective linking is an
important part of this chapter. The main aim of the research is to fulfill its goals and objectives.
There are some recommendations provided at the end of the research that might help in

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mitigating challenges in the leadership in Sultan Qaboos Air Academy. The future work on this
topic has been provided at the need of the research. The future related work is suggested
regarding this research topic.
Figure 1.1: Dissertation Structure
(Source: Created by Author)
1.7 Summary
This chapter has focused on basic introduction to the topic of the research. The main points that
are discussed in this particular chapter mainly include background of study, aims, objectives, and
questions. adistinct structure of the research study is being given. This research deals with the
analyzing factors affecting leadership in various institutions in the country. This research deals
with identified issues and challenges in leadership at Sultan Qaboos Air Academy, Oman. Two
types of leadership styles including transactional and transformational leadership that have been
discussed in this research paper. The air academy has been suffering with various problems
Chapter1:IntroductionChapter2:LiteratureReviewChapter3:ResearchMethodologyChapter4:DataFindingsandAnalysisChapter5:ConclusionandRecommendations

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including leadership and its styles. This research deals with identifying challenges and issues at
the Sultan Qaboos Air Academy. These challenges have been properly analyzed in this research.
This research has helped in maintaining the proper approach towards mitigating the challenges in
the leadership at Sultan Qaboos Air Academy. This research paper has helped in mitigating the
limitations in the current literature. This paper focuses on the challenges faced in the air academy
in Oman.
Various challenges have been identified in the Sultan Qaboos Air academy related to the
leadership perspective. This research has thrown light in mitigating the challenges and issues
related to the leadership at Sultan Qaboos Air Academy, Oman. There have been leadership
issues and challenges in the air academy of Sultan Qaboos. The first chapters describes about the
basic introduction about research topic. The basic introduction of research topic includes
background of the research and rationale of research. The methodology of the research includes
various elements including the research philosophy, research approach, design of research, data
collection method, data and analysis of collected data and information and recommendations.
There are some recommendations provided at the end of the research that might help in
mitigating challenges in the leadership in Sultan Qaboos Air Academy.

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Chapter 2: Literature Review
2.1 Introduction
This chapter deals with the concept of leadership in aviation industry. The various benefits and
traits of the leadership have been discussed in the chapter. The transformational and transactional
form of leadership has been discussed in chapter. The importance if the leadership in the
organization has been discussed in chapter. The use of various theories and models has been
discussed in this chapter. The use of the theories and models has helped in understanding
fundamentals o the leaderships. The challenges in leadership in aviation industry have been
discussed in the chapter. The impact of these challenges on the aviation industry has been
focused in this chapter.
2.2 Concept of Leadership
The political leadership style has been implemented through a span of 40 years in the airlines
industry of Oman where there is participative leadership styles. As commented by Goetschand
Davis (2014), in the modern leadership style of Oman, the use of Ibadhism for religious
leadership is still an acceptable ideology. However, the use of Ibadhism focuses on the merit of
the people concerned as opposed to the ideas of succession. In the country, the selection of the
high influential people for democratic purposes is normally done by tribal representatives and
priests who prefer merits as compared to inheritance. The use of social representatives for the
purpose of recruitment or selection is a continuing profession in various civil services and airline
industries which in turn leads to a leading practice in human resource management. As
mentioned by Sharma and Jain (2013), for the country of the Oman, the leadership context offers

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contemporary interpretations which are far from similar to the British or the American leadership
styles.
As the leadership ideologies are greatly impacted by the followings of a culture, elites or
the social groups greatly influences the leadership styles. The elites of the country are the most
important families which are flourished from their oil businesses and foreign trades. The
leadership evaluation is greatly dependent on the concept of these elites. As stated by Eacott
(2015), in the case of Oman, the centralization of leadership is such that the Sultan will act with
the tacit approval of social and business elite. According to the cultural context of the country,
leadership styles can be compared with the Universal Arab values.
As commented by Deveauand McGill (2014), it can be stated that the leadership style of the
country is directly related to the influence of a tribal group rather than any organizational status
which acts as a decision-making function. This always clashes with the western form of
governance.
2.2.1 Transactional leadership
This form of leadership is also known as the managerial leadership whose main focus is on
organization, performance and supervision. In this case of the transactional leadership, the
promotion of compliance among the followers is usually done by either rewarding or by
punishing. As mentioned by Tyssen, Wald and Spieth(2014), the objectives of this type of
leadership are to keep constancy in the approaches. This does not cause any change in the future.
The leaders who have opted for this type of leadership always pay attentions to their followers
for finding the faults in their works.

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According to the transactional leaderships, the leaders are always expected to set the
goals and finalize the agreements depending on the needs to be followed by the followers of the
manager or the leader. As stated by McCleskey, (2014) this in turn leads to the provision of
constructive feedbacks and rewards so that an effective leadership is followed. The transactional
leaders are also very keen on providing rules and structures to their followers so that the
efficiency of the production is increased. This type of leadership is used to keep constancy in the
approaches as they are not concerned with any changes in the system (Dinh et al., 2014). The
transactional leadership operates most effectively in organizations that have evolved beyond the
no-rules stage of development of entrepreneurship that characterizes many new companies. As
mentioned by Tyssen, Wald and Spieth (2014), the transactional leadership ideologies are used
for the establishment and the standardization of practices for attaining maturity in operations and
reaching the set goals by the organization.
2.2.2 Transformational leadership
The transformational leadership is another style of leadership ideas where leaders work with
their followers for the betterment of the organization they are associated to. This brings in a
needed change and vision to the followers as well as to the future of the organization. As
commented by Karkand Shamir (2013), this type of leadership is focused on the enhancement of
the motivation and morale of the followers which in turn leads to the increase in the satisfaction
of the work along with an increase in the performance of the followers in the job. There are
various mechanisms which have been undertaken for addressing the transformational role in
leadership (Germain, 2012). This involves inspiring the followers for accepting their job roles,
inspiring the leaders to undertake responsibility and analyzing the strengths or weakness of each
of the followers to meet the needs of the work.

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As mentioned by Braun et al., (2013), the main objectives of a leader accepting transformational
leadership includes giving emphasis on the positive development of the followers, raising the
moral standards of the followers, making notes of the important priorities, encouraging the
followers to look beyond their own needs and using persuasive ideals which motivates and
encourages the followers.
2.2.3 Laissez-Faire Leadership
The Laissez-Faire Leadership is followed on the basis of tryst of team leader; people who
eventually followsthe wider degree for making decisions are doing jobs on these projects
autonomously so that they are absolutely comfortable with the Laissez-Faire Leaders. Another
end of the leadership spectrum, the people working properly in inflexible environment along
with specific directives for scheduling goals over authorized leaders (Avolio&Yammarino,
2013). Based on basic definition of Laissez-Faire Leadership, it is stated that team members
require accomplishing certain actions so that the entire job can be completed in time. In Laissez-
Faire Leadership perspective, the success factor should be followed to form an effective team
with staying on track (Bolman& Deal, 2017). The Laissez-Faire Leadership cannot be fit into for
every organization; some workplaces can thrive on their leaders along with findings out proper
leaders.
Laissez-Faire Leadership followed an appropriate philosophy with defining practice of
characterizing deliberately from direction and interference especially with choice freedom and
action. The Laissez-Faire Leadership empowers with individuals, groups, and team for decision-
making (Chatty, 2016). In hands-off leadership, critics should delegate in decision-making with
appropriate responsibility. Groups and team members should not have power for making difficult
strategy to reach along with decisions. The Laissez-Faire Leadership follows certain individuals

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for deciding how the team can complete the work. The organizations run by Laissez-Faire
Leaders are in development phase so that the team members engaged with creative businesses
(Goetsch& Davis, 2014). Leadership can be related with start-up firms with innovation being
crucial to reach initial success. The Laissez-Faire Leadership can work with advertising agencies,
companies like startup social media, departments of research and development, companies of
Project Capital Investment, and also the high-profile architectural engineering firms (Heath-
Brown, 2015). Businesses has tendency of meeting Laissez-Faire characteristics along with
hiring experts. The goal of project can be achieved with improving products, services, and
systems along with trial and error method.
2.3 Qaboos Air Academy
The Qaboos air academy includes the military training wing (MTW) which is responsible for
training of the recruits. It consists of the following squadrons for training purposes:
i. The personnel training squadron which is responsible for providing basic training
in military advances; in addition, it also provides courses in general duties.
ii. The ground defense training squadron is responsible for providing training to the
officer cadets along with the military students
iii. The security police training school which trains the junior officers for the
development of professional skills
iv. The AFIC School which is responsible for the training of junior officers
The basic staff course school is responsible for providing training in staff duties. Only the
recruits with a rank of NQB are given training from this squadron.

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2.4 Theories of leadership
2.4.1 Trait Theory of leadership
In this particular context, the examples of various kinds of theories of leadership will be
described, which includes thetheories of behavioral leadership, trait theories of leadership,
theories of contingency leadership, and even the theories of integrative leadership. As mentioned
by Stephenson and Al-Hamarneh (2017), the objective is providing a wider overview of the
several kinds of theories of leadership and the proper approach within which the theory explains
and even interprets the effectiveness and behavior of leadership. As mentioned by Self, Hoover
and Yu (2016), the type of traits that are studied in the theories of trait of leadership include the
motivation, personality, power, ability and needs. However, a trait can be easily defined as
theintrinsicfeature of any particular person and capability is referred as the capability of any
person doing something.
2.4.2 Achievement Motivation Theory
As commented by Hoover, Self and Yu (2016), the Achievement Motivation Theory of David
McClellan endeavors for clarifying, conducting and executing in focus of a man's requirement
for accomplishment, control and alliance. David McClelland initially built up his Achievement
Motivation Theory in the 1940s. Our conduct is consequently spurred by our necessities. He
additionally expresses that requirements are based on identity, and are created as we associate
with the earth. All individuals encounter the requirement for accomplishment, power, and
connection, however to various degrees. Following three needs including (accomplishment,
power and affiliations) have a tendency to be overwhelming and propels our conduct (Thomas,
Piquette& McMaster, 2016). McClelland's needs can be depicted as takes after:

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2.4.3 Need for Achievement (n Ach)
As per Shamsudin et al. (2016), this is the oblivious worry for magnificence in achievements
through individual exertion. Those with a solid requirement for accomplishment have a tendency
to have an inward locus of control, self-assurance, and high-energy qualities. Individuals with a
high requirement for accomplishment have a tendency to be described as needing to assume
individual liability for taking care of issues(Kono et al., 2012). They tend to take ascertained,
direct dangers, they want concrete criticism on their execution, and they are diligent employees.
Those with an extra need for accomplishment consider manners that enhance work execution,
about how to finish something strange or vital and about vocation movement. They perform well
in non-standard, testing and focused circumstances, while individuals with a low requirement for
accomplishment do not have similar attributes.
Research by Hughes (2016) demonstrated lone around 10 percent of the U.S. populace has a
solid prevailing requirement for accomplishment. As per Chatty (2016), there is confirmation of
a connection between a high accomplishment need and superior in the overall public, however
not essentially for pioneer viability. Individuals with a high requirement for accomplishment
tend to appreciate entrepreneurial-type positions. As indicated by Raddawi (2016) great pioneers
largely have just a direct need for accomplishment. They have a tendency to have high vitality,
self-assurance, receptiveness to experience and they are honest.
2.4.4 The Need for Power (n Pow)
As per Saxena et al. (2017) the requirement for control is the oblivious need to affect others and
to look for places of specialist. Those with a solid requirement for control have a quality for
strength, and have a tendency to act naturally sure with high vitality. Those with a solid
requirement for control have a tendency to be described as attempting to control circumstances,

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endeavoring to impact or control others, getting a charge out of aggressiveness where they can
win. They tend to look for places of expert and status. As per Bhuian (2016), individuals with a
solid requirement for control have a tendency to be aspiring and have a lower requirement for
association. They are worried about getting own specific manner by affecting others, than about
what others consider them. They tend to see power and governmental issues as basic for fruitful
authority (Zahra, 2016). As per Ihmeideh and Al-Qaryouti (2016), control is basic to pioneers
since it is a successful method for affecting adherents. Without control, there is no authority.
Pioneers must need to be in control and appreciate the influential position. Pioneers need to
affect their adherents, peers, and larger amount directors.
2.4.5 Theory X and Theory Y
Douglas McGregor (1966) grouped states of mind or conviction frameworks, which he called
suspicions, as Theory X and Theory Y. Hypothesis X and Theory Y clarify and anticipate
initiative conduct and execution in light of the pioneer's demeanor toward adherents. Hypothesis
Y states of mind trust that workers jump at the chance to work and do not should be firmly
managed with a specific end goal to do errands (Madrigano et al., 2017). Directors with Theory
Y demeanors have a tendency to have a positive, hopeful perspective of representatives, what's
more, show a more participative authority style, in light of interior inspiration and prizes (Al-
Maqbali, 2017). In 1966, when McGregor distributed his Theory X and Theory Y, most
supervisors had Theory X mentalities (Ramani, 2017).The center changed from administration to
initiative, prompting a change from a Theory X state of mind to a Theory Y disposition, as more
chiefs began to utilize a more participative administration style (Goffman, 2017).

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Figure 2.1: Leadership traits
(Source: Spehar et al., 2017, pp. 107)
2.5 Leadership challenges
There are three stages of development in the industry of airlines. These are regulations,
liberalization and deregulations. As mentioned by Deveauand McGill (2014), the various phases
of restructuring the airlines industry are the expansion phase, consolidation phase and
concentration phase. Due to the presence of ineffective leadership styles in the aviation industry,
there are various issues, which are mainly evident in fuel, pollution, personnel, economic
setbacks and safety departments of the industry. As stated by Robertson and Hill (2014), the
major challenges are the need for saving the costs. This is responsible for the government to give
focus on the economic benefits of the industry leading to issues in the privatization of the
industry. Another issue due to this impact is the rise of the charges of the services, which in turn
leads to the dissatisfaction among the customers. Moreover, due to the presence of liberalization
issues in the industry, there is presence of internal and external communication improvements.

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Due to the presence of ineffective leadership issues, there is evidence of issues in the
infrastructure. The first issue that persists is the presence of existing demands for transport by
air. To address this, the existing capacity of the air infrastructures is not being able to meet the
demands. As discussed by Khan (2016), the investors are sponsoring the capacity increase by
analyzing the resources in hand and the output to be captured. Lastly, the financial issues are
other prospects that are to be considered due to the presence of ineffective leadership style. The
cost control and capital markets are the first point in the financial issues. As mentioned by
Deveau and McGill (2014), cost of funds and surpluses are another priority, which needs
efficient leadership. Due to such factors, the industry losses are evident which in turn leads to the
presence of ineffective management.
2.6 Challenges in Sultan Qaboos Air Force Academy
Ihmeideh& Al-Qaryouti (2016) opined that Air Force Academy faces major difficulties in
leadership criteria and these leadership issues are not a liability of individual cadets. The
difficulty arises from leadership personnel who believe that human experience acts as major
contributor to build an effective fighting force. Moreover, in general perspective, major
leadership difficulties are identified as potential challenges to control training squadron and team
coordination process (Madrigano et al., 2017). Six major categories of challenges are specified
and these categories are ranked to be under top-10 challenges those leaders face for separate
countries. The challenges are mentioned as following:
Developing Effective Managerial Procedures: The challenge emerges regarding assessment of
developing relevant skills and expertise for leaders to follow. The skills are identified as time
management, strategic thinking, prioritization, decision-making, and reaching the pace of

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accomplishing jobs (O'Connor et al., 2014). Last skill is required for providing effective and
appropriate outcomes at work based on efficient way of management activities accomplishment.
Developing Employees with Skills: The challenge of developing other employee is required as to
mentoring fellow workers and teaching them.
Guiding change in teamwork: The challenge of guiding, managing, understanding, mobilizing,
and leading changes in teamwork is relevant for every team leaders to address change
management (Pervez et al., 2014). The change management requirement is passed from team
leader to the higher authority for mitigating proper change management consequences along with
setting up initiatives, overcoming change resistance, difficulties to meet change requirements,
and dealing with employees’ behavior to change management.
Inspiration to Employees: The challenge exists for team leaders to adhere proper team
inspiration activities and following suitable guidelines to motivate the employees to reach to
their individual goals (Robertson & Hill, 2014). The leaders should follow effective ways to
perform motivation to the workforce for assisting them to work smarter.
Team Leading and Supporting: The challenge exists for building teams, forming effective work
groups, and managing the fellow members in the team. Team leading is dependent on putting
pride in each team members so that they can be supported and to lead bigger team, leaders
should understand particular actions should be taken over a new team.
Management of Internal Stakeholders and Team Politics: The challenges of managing team
member relationships, team politics, and team performance image (Self, Hoover & Yu, 2016).
Appropriate managerial support is required to be addressed for performing buy-in from other
working departments, working groups, and individuals.

24
2.7 Relevant Activities and Aspects for resolving the Identified Challenges
In addition, with targeted, formal, and planned development initiatives and appropriate training;
therefore, leaders can deal with overcoming challenges. The leaders should depend on learning
along with social and informal way in appropriate way (Spehar et al., 2017). Some effective
ways are mentioned in this part as recommendations, so that leaders in specific organization can
follow to reduce leadership challenges.
Goal setting is more important; regarding team leadership and decision-making for effective
team management. Therefore, the leaders should be proactive with identifying proper initiatives
and setting proper timeline to address reaching goals.
Leaders should delegate in team-building more; in short, leaders should be productive (Yukl,
2012; Allio, 2012). Act of delegation for team management is required for empowering
employees so that each of the members can achieve their deliverables as per team initiatives
fulfillment.
Role clarity and responsibility should be put with precise actions determined; the leaders
should understand each team member roles and their responsibilities so that assigned activities
can be reached without hampering their daily production goals (Tyssen, Wald &Spieth, 2014).
Alongside, the role clarity, the personnel should be practiced over saying ‘no’ comfortably.
Accomplishing tasks for maximizing more value-addition to overall project outcome; the
leaders should identify important activities that should be achieved based on organizational
priorities and leaders should specify about the priorities. Moreover, high priority tasks should be
focused in first chance for all members (Yan & Galloway, 2017; Waite et al., 2014). The leaders
should provide activities to the workforce members so that the value to organization can be

25
maximized. When the prioritized activities are achieved or completed, the leaders should
delegate more with team members.
Moreover, the leaders should follow strategic decision-making so that strong network of team
should be formed. The network should be mapped with each stakeholder activities that should be
accomplished in the team planning (Zahra, 2016; McCleskey, 2014). Clear connection should be
maintained between all stakeholders being internal or external to plan the activities in teamwork.
Moreover, the team leaders should be informed about proactive nature of the activities along
with nurturing expertise.
2.8 Summary
This chapter deals with the concept of leadership in aviation industry.The challenges in
leadership in aviation industry have been discussed in the chapter.The transformational
leadership is another style of leadership ideas where leaders work with their followers for the
betterment of the organization they are associated to. The Laissez-Faire Leadership empowers
with individuals, groups, and team for decision-making. The Laissez-Faire Leadership follows
certain individuals for deciding how the team can complete the work. Moreover, in general
perspective, major leadership difficulties are identified as potential challenges to control training
squadron and team coordination process. The challenges of managing team member
relationships, team politics, and team performance image. Goal setting is more important;
regarding team leadership and decision-making for effective team management. Leaders should
delegate in team-building more; in short, leaders should be productive.

26
Chapter 3: Research Methodology
3.1 Introduction
Research methodology is a major process to include number of activities that are
arranged in suitable sequence for managing timeline assigned for conducting the study. The
sequence of activities is followed as per specifying priority of study in terms of achieving major
outcomes from the study. Currie et al. (2014) determined that research methodology is a
particular procedure to follow activities in systematic order along with allocation of time to each
activities. In an overview, researcher requires specifying a particular approach, choose a
particular research design, and select type of study to be conducted (Lorinkova, Pearsall & Sims,
2013). Once, the approach and design is finalized; data sources are to be chosen along with
mentioning primary and secondary data relevance for the study.
3.2 Research Approach
For conducting an investigation on a particular agenda, a suitable approach is to be selected. A
specific approach is categorized under two types such as deductive or inductive (Hendrix et al.,
2015). Inductive approach is identified as particular format to help researcher studying particular
research agenda where adequate data and implications of outcomes are available from previous
work or primary sources. The inductive approach follows initial phase to conduct appropriate
observation for gathering useful information about building research approach accordingly. On
the contrary, Nging and Yazdanifard (2015) cited that inductive approach follows particular
process of discussing practical application of the theories to provide detailed justification about
the method. Deductive approach establishes fundamental theories along with specifying data

27
Research Design
Exploratory Design Explanatory Design Descriptive Design
analysis techniques. In this particular research work, proper approach is to be selected for
conducting primary study over the agenda.
3.2.1 Justification for Chosen Approach
The topic aims to state the major conceptual and theoretical frameworks of leadership challenges
on the case of Sultan Qaboos Air Academy. Theoretical models of leadership are depicted and a
particular approach should be selected for conducting the primary study. As there exists no new
theories or concepts about leadership; therefore, inductive approach is not suitable for this
particular research work. Therefore, deductive approach is to be selected for this study in order
to discuss existing leadership theories, conceptual findings and perform primary study over
collected data.
3.3 Research Design
Overstreet et al. (2013) stated that research design explains leadership factors that are currently
in risk and research topic relates with case study of Sultan Qaboos Air Academy. In the data
collection process, suitable sequence of activities is chosen for performing proper description of
research design. The research designs are of three categories such as descriptive, exploratory,
and explanatory. The research design categories are shown as following:
Figure 3.1: Research Design
(Source: Demirtas&Akdogan, 2015, pp. 61)

28
The exploratory design follows particular procedure of study with gathering several ideas and
thoughts necessary for completing research paper. Explanatory research design can describe
event occurrence and it can influence over the events (Jackson, Meyer & Wang, 2013). Cause-
effect relationship, fishbone analysis, penetration study makes the research work limited and
constraint-bound. Finally, descriptive design performs detailed discussion along with stating
occurrence of events so that appropriate description of agenda can be represented.
3.3.1 Justification for Chosen Design
Explanatory design selection is avoided as this design is supportive for longitudinal research that
was not applicable for chosen agenda. Besides, descriptive design was chosen to define detailed
process that is required for applying leadership theories in Air Academy issues mitigation. The
influence of leadership factors is required over stakeholders’ performance. For selecting
particular research design, all types of research designs are depicted along with their individual
requirements in the study. Moreover, the descriptive design is chosen as it supports secondary
studies and discussing primary analysis of collected data.
3.4 Type of Research
The research topic is to determine leadership challenges and issues in Sultan Qaboos Air
Academy and agenda nature is descriptive and theoretical. Therefore, the approach is chosen to
be deductive for the particular research agenda (Chancler, 2012). Collected data are from
secondary sources regarding global leadership challenges, air academy leadership challenges,
leadership factors to be considered, and different leadership styles. Moreover, primary data are to
be collected from Sultan Qaboos Air Academy majors, quadroon heads, and unit leaders.
Descriptive research has reached the study requirements.

29
3.5 Sources of Data
For this particular study purpose, both secondary and primary data are considered to take under
analysis. Primary data is collected from Sultan Qaboos Air Academy majors, quadroon heads,
and unit leaders. The secondary data is collected from secondary sources regarding global
leadership challenges, air academy leadership challenges, leadership factors to be considered,
and different leadership styles (Ahmad, Zafar&Shahzad, 2015). Secondary and primary data are
collected for covering each study aspects corresponding to research agenda. Primary data is
related to air academy heads’ or leaders’ behavior and responses. Secondary study determines
the related findings from online journals and articles with showing leadership problems exist for
leaders (Newman, 2012). These data is used for combination due to the study; the data has
different merits and demerits over serving study purpose.
3.5.1 Primary Data
Primary data is major information gathered by researcher specifically for studying a particular
agenda. Primary data is gathered from air academy personnel as they provided personal
responses to the questionnaire (Uribe et al., 2014). The organization personnel took time and
allocated resources as per requirement to survey over primary data collection. Moreover, the
primary data is collected when research questions are presented and the question being
sufficiently important for gathering the primary data (Campbell Jr, 2012). Generally, primary
data is considered as original source of data and the researchers collect them through several
methods such as interviews, surveys, questionnaire, and others. Primary data has some
advantages and disadvantages as following:
Advantages of Primary Data: Primary data collection advantages are identified as;

30
1) Primary data is original and topic related for the study; therefore, the degree of accuracy
is much higher.
2) Collected primary data should be collected from several ways such as interviews, focus
groups, and telephonic surveys. The primary data can be collected from national borders
throughout emails and posts (Igbaekemen, 2014). The primary data included several participants
in population with wider geographical coverage.
3) Furthermore, primary data is used in current aspect so that primary data can provide
realistic way to address participants’ responses.
4) Reliability in primary data is much higher as the primary data is collected from reliable
and concerned participants.
Disadvantages of Primary Data: Besides, the advantages of primary data; following
disadvantages are mentioned;
1. Primary data is original in nature and interview should be conducted as the coverage
being limited and to achieve wider coverage several researchers are needed.
2. Several effort and time is required for data collection (Zhu & Sun, 2012). At the time, the
data is collected, analyzed, and report is documented; it could take several years to complete. It
can be seen that when the research is completed; then the research purpose can be defeated due
to delay.
3. Primary data can occur with designing problem as in showing how the survey should be
designed (Martin, 2015). The questions should be kept simple so that it can be understood and
participants could respond.

31
4. Some participants do not provide responses timely and in such cases; sometimes,
participants might provide fake and superficial responses with covering up realities.
5. More people, time, and efforts are involved with bigger cost of data collection; and the
research importance is reduced along with bigger cost consumption (Asiya, Kazmi&Takala,
2012).
6. In some of the primary data analysis and collection methods; no control exists in
collecting data. Sometimes, questionnaire do not providepositive impact on the research
outcomes.
7. The trained personnel are needed for the collection of the data and for experienced
personnel; data collection may provide inadequate data for research.
3.5.2 Secondary Data
Secondary data are considered to be information collected from researcher who are not related to
study or research however, the collected data can be for same purpose at different time of the
study (Nijkamp, 2016). In case the researcher uses collected data from secondary sources; then
collected data becomes secondary data for the present users. Several sources of secondary
information are available for the researchers to gather from market, market place, other
industries, and potential product appliances (Roueche, Baker III & Rose, 2014). Secondary data
is utilized for gathering all the initial insight over the problem in research; secondary data is
divided under terms of its sources such as either internal or external. Secondary information that
is acquired within organizations so that research can be carried within assigned timeline
(Hollander, 2013). Some of the important advantages and disadvantages are identified for
secondary data such as:

32
Advantages of Secondary Data: The advantages of the secondary data are mentioned as
following;
a) Secondary data is cheaper to collect and faster to access
b) Secondary data provides major way for accessing among best researchers in worldwide
(Bakhri et al., 2015).
c) Secondary data provides a proper format of data to the researchers showing proper
direction in which the study can be performed with specific discussion.
d) Moreover, secondary data reduces time consumption, efforts, and expenses along with
adding more value to research study.
Disadvantages of Secondary Data: The disadvantages of secondary data are mentioned as
following;
I. Collected data from third party cannot often be reliable party so that reliability and data
accuracy can reduce (Spencer, Buhalis&Moital, 2012).
II. Collected data in single position may not be appropriate for the other one for the reason
of variable of environmental factor.
III. When time passes; often data has become obsolete and it may not have importance to
research work (Keller & Foster, 2012).
IV. The secondary data gathered can misrepresent the outcomes over the research; and
utilization of the secondary data can require special care for amending or modifying data for
usage.
V. The secondary data can increase chances of issues regarding the copyright and
authenticity.

33
Considering advantages and disadvantages of data source requirements in research study along
with time factor with both data sources such as primary and secondary are considered (Marsh,
2013). The combination of both data sources are used for providing proper coverage of the topic
in the study.
3.6 Instruments for Data Collection
As instrument, data collection is performed with following methods;
3.6.1 Questionnaire
Questionnaire is set of questions that is prepared for asking a number of questions for collecting
answers from respondents regarding the topic. A number of questions are generally presented in
printed or electronic format for answering from the individual respondents (Salehzadeh et al.,
2015). The forms are often consists of blank spaces so that respondents can provide their
opinions based on some questions and corresponding options. Set of forms are distributed to the
participants groups and answers are collected from the individuals for obtaining useful
information. Questionnaire is prepared with series of questions that asked to individuals for
gathering their individual opinions over the discussion agenda (De Clercq et al., 2014).
Functional method to check the questionnaire and ensuring it being more accurate for capturing
values is to consider intended information to be pretested. The information should be pretested
among smaller subset of targeted population (Fairhurst&Connaughton, 2014). The research
questionnaire or the survey questionnaire is provided to all the respondents and the questionnaire
is designed for extractingaccurate information. It comprises of fewer basic purposes like:
collection of appropriate data, making data prone to comparison and analysis based, minimizing

34
the biasness in formulation of questionnaire and asking questions, and making questions engaged
and varied.
In this particular study, a set of questions is to be prepared for collecting information from
respondents regarding the topic (Badshah, 2012). In this study, structural questionnaire is
prepared with various kinds of questions like open-ended or closed-ended. Special case is
considered for selecting the scales of questionnaire to collect responses from the participants
with more effectiveness.
3.6.2 Telephonic Conversation
Telephone and all other devices of communication can be utilized for the collection of primary
data that are useful the study conducting. The primary data can be collected from respondents
who are away from the research through fax written and researcher can consider these facilities
with their contact numbers (Hollander, 2012). Using interviews can encourage sample
population for responding along with answering the respondents’ questions. The method is cost-
effective depending on the local call charging. This method is good for both the national and the
international respondents for providing greater coverage of data (Searle &BarbutoJr, 2013). The
data cannot be used for non-audio information such in case of graphics, samples of taste or smell,
demonstrations; this particular device is inappropriate for the respondents whereservices of
telephone is not available.
3.6.3 Mail
For collecting the data from the respondents, who are present at distant locations and also do not
comprise of any kind of communication facilities. The respondents can be communicatedwith
the help of mailed questionnaire. However, the only thing that is to be taken into account as the

35
particular researcher must contain the postal address of all the respondents (Catino&Patriotta,
2013). The expenses incurred is included in this case is extremely less as no specification is
required for providing to the respondents when it is required (Boies, Fiset& Gill, 2015).
Respondents can answer to the questionnaire based on their ease. The respondents can never be
biased from the respondents’ end and all the detailed information could be gathered to meet the
purpose of the research (Stockham, 2016; El-Nahas, Abd-El-Salam &Shawky, 2013). The
disadvantage is identified in this case, is that rate of response is extremely low as interest from
the respondents is reduced. This lack of interest is found out as major disadvantage in this case
due to lower literacy rate.
3.6.4 Interview
In this particular method, the interviewer meets the respondents and asks several essential
questions about the topic and the subject. Set of questions and questionnaire, the interviewer
carries with them so that the interviewer can ask the questions directly to the respondents
(Oztekin, Isci&Karadag, 2015). Interviewer should collect their responses effectively from the
informants along with cross-examining the respondents. Interviews should be performed by
experts and interviewers should be discreetforcollectingcorrect and appropriate data from those
informants. Interviews such as the telephonic interviews or the personal interview can be
performed as the study requirements stated.
Advantages of Interviewing: The advantages of interviewing are considered as following;
i. In this particular method, the information is collected from the illiterate people;
ii. There is absolutely no chance of non response from the informants as the interviewer can
collect data personally;

36
iii. Collected data is trustworthy as the interviewer can collect the data with discussion with
the sample population.
Disadvantages of Interviewing: The most significant disadvantages are mentioned as;
a. Possibility of bias exists
b. The informants may avoid questions that are related to their personal life
c. The interviewing is time-consuming process (Galloway, Kapasi& Sang, 2015)
d. Cost and manpower requirements is much higher in this process
e. In some cases, interviewers are involved with pressurizing informants for sharing their
personal information
To perform research on the particular topic, above-mentioned instruments available for study,
questionnaire and interviewing have been used in this particular study (Thomas et al., 2013). As
these methods and instruments are considered as suitable for collecting data from the
respondents; primarily mailed questionnaire is not used as its need is not considered during this
study.
3.7 Research Methods
The methods for observation and survey are utilized for the collection of the primary data in this
particular study. Experiential method is not considered as the best for this particular study as the
agenda is theoretical and moreover, there is no such requirement for experiments. The applicable
methods are mentioned in following parts;
3.7.1 Survey Method
The survey method is utilizedfor the collection of quantitative information regarding the various
components in population; thesetypical surveys are utilized in various areas of data collection for

37
both the sectors of public or private. The sample population should be contacted from the
researchers either through mail, via telephone or personally (Mutahar, Rasli& Al-Ghazali, 2015).
The method may take more time, cost, and efforts; however, collected data is more accurate,
relevant and data is correct for the study. When the questions are asked and administrated; the
survey is considered as structured interviews or researcher-administrated surveys (Javidan,
Bullough& Dibble, 2016). The questions are administrated by respondents and in such cases, the
interviews are referred to questionnaire or self-administered surveys.
The surveying technique is considered as effective way to collecting information from larger
number of population and respondents. The techniques of statistics can be used for determining
the significance of statistics, the reliability and validity (Jabeen, Cherian&Pech, 2012). Surveys
are flexible in such sense as it covers wider range of information that can be collected. The study
attributes, values, beliefs, and past behaviors can be standardized. This method is out of errors
and there exists an economy for data collection from this methods’ focus (Latham, 2014). Only
questions are part of interest from the researchers are asked, recorded, codified and documented
for analysis.
3.7.2 Observation Method
Observation method is a complicatedmethod of research as it is frequently required by
researchers for playing several roles and using number of techniques. The data should be
collected and observer should include himself in actual situation for careful discussion (Arnold
&Loughlin, 2013). Based on knowledge, expertise, and skills; the researcher collected
information with no contact with the respondents and even the outcomes of this
methodcompletely depend over the talents of the researchers. This method of research can be
utilized for all the expert persons in this particular study. This method of observation must be

38
developed with several objectives over the observation of people as this study go (Nworie, 2012;
Hannah et al., 2014). Amongst themethods that are accessible for the collection of primary data,
methods of observation and survey had been identified with appropriatereasons for topic
research. These particular considerations havesuccessfully met the requirements of study so that
data collection can be performed properly.
3.8 Sampling
3.8.1 Size, Process, and Technique
The sampling size is chosen as 70 air academy majors, personnel, quadroon leaders, and unit
leaders. Random sampling technique is utilized for performing the study as no choice of
selecting respondents is imposed. The sampling process should be employed with systematically
researching through questionnaire.
3.8.2 Statistical Tools for Data Analysis
The measures of data analysis are considered as certain factors regarding leadership challenges;
effective managerial procedures, change implementation in teamwork, inspiration to employees,
team leading, supporting, and internal stakeholder management.
3.9 Ethical Aspects for Considerations
Ethical aspects should be considered in this study as to suggest proper ways of research; without
considering ethical aspects, the researcher might harm the respondents morally (Burris et al.,
2013). The ethical aspects should be considered as;

39
A. Data application should be performed for commercial purposes only and gathered data
should be utilized. Application of secondary data should be performed carefully without
disclosing any personal information.
B. Data confidentiality should be maintained and secondary sources should be accessed with
team members (Ofoegbu, Clark &Osagie, 2013). The confidentiality of data sources without
mentioning personal information about individuals participated.
C. Only relevant part of the secondary data should be considered in the study. Relevant
studies can have more findings and only relevant findings should be considered in this study.
3.10 Limitations of the Study
Limitations of the study are mentioned as following;
1) Lack of available data is likely to reduce scope of the study along with minimizing the
importance of the research.
2) For research agenda, related data is not found to be relevant for the study (Epitropaki et
al., 2013; Alston, 2012). Moreover, the studies should nurture some implications so that the
discussion can relate with available outcomes.
3) Time and budget limitations are major for the study. If the researchers are with limited
time and budget as time constraint; the outcomes are limited in nature.
3.11 Timeline for the Study
Based on the study requirements and timeline being a major constraint; the study should address
suitably allocated timeline with each task (Long, Huang & Lau, 2012). The considered timeline
is mentioned as following;

40
Task Name Duratio
n
Start Finish
Analyzing the challenges faced by leaders in Sultan Qaboos
Air Academy
53 days Mon 24-07-
17
Wed 04-10-
17
Initiation phase 13 days Mon 24-07-
17
Wed 09-08-
17
Identifying literatures 3 days Mon 24-07-
17
Wed 26-07-
17
Undertaking feasibility study 3 days Thu 27-07-
17
Mon 31-07-
17
Establishing project charter 3 days Tue 01-08-
17
Thu 03-08-
17
Appointing project team members 2 days Fri 04-08-
17
Mon 07-08-
17
Identifying the data collection procedure 2 days Tue 08-08-
17
Wed 09-08-
17
Planning phase 16 days Thu 10-08-
17
Thu 31-08-
17
Defining the project objectives 4 days Thu 10-08-
17
Tue 15-08-
17
Estimating time 3 days Wed 16-08- Fri 18-08-17

41
17
Estimating cost 2 days Mon 21-08-
17
Tue 22-08-
17
Defining quality 4 days Wed 23-08-
17
Mon 28-08-
17
Defining strategies 3 days Tue 29-08-
17
Thu 31-08-
17
Execution and control phase 20 days Fri 01-09-
17
Thu 28-09-
17
Analyzing literature 5 days Fri 01-09-
17
Thu 07-09-
17
Collecting information from the journals and articles 6 days Fri 08-09-
17
Fri 15-09-17
Identifying the challenges 4 days Mon 18-09-
17
Thu 21-09-
17
Identifying the causes of challenges 5 days Fri 22-09-
17
Thu 28-09-
17
Closure phase 4 days Fri 29-09-
17
Wed 04-10-
17
Explanation about achievement of the objectives 3 days Fri 29-09- Tue 03-10-

42
17 17
Stakeholder's Sign off 1 day Wed 04-10-
17
Wed 04-10-
17
Table 3.1: Timeline consideration for the study
(Source: Created by author)
3.12 Summary
Secondary and primary data are collected for covering each study aspects corresponding to
research agenda. Primary data is major information gathered by researcher specifically for
studying a particular agenda. Moreover, the primary data is collected when research questions
are presented and the question being sufficiently important for gathering the primary data. In few
of the analysis of primary data and the collection methods, no control is present in collecting the
data. Trained personnel are required for collecting data and for experienced personnel; data
collection may provide inadequate data for research. In case the researcher uses collected data
from secondary sources; then collected data becomes secondary data for current users. The
secondary data that is collected can deformthe outcomes over the research; and utilization of the
secondary data canneedparticular care for amending or modifying the data for utilization. The
data that is collected is extremely reliable as the interviewer can sensitively collect the secondary
data by simply cross-examination of the sample population. Various observation methods and
surveys are conducted for the collection of the primary data for this particular study.

43
Chapter 4: Analysis and Discussion
4.1 Introduction
In this chapter, the presentation of data for both primary and secondary is conducted
along with considering analytics tools and proper analysis techniques. For performing analysis to
this particular research, two separate types of data are considered as primary and secondary. For
analyzing two types of collected data in two separate way of analysis is conducted with
quantitative and qualitative analysis techniques. In primary analytical way, demographic data is
collected as primary data from the air academy personnel and squadron heads. There are certain
factors are considered such as age group, their role of work and relevant experience in air
academy is considered for addressing demographic data analysis. Their demographic factors are
considered in this particular study to ensure reliability and validity in data. Furthermore, based
on research hypotheses and the model of regression analysis, the descriptive statistics, the
variance of correlation and the regression analysis is performed. Moreover, significant
interpretation is included in the study so that analytical outcomes are conveyed into the major
parts of the data analysis.
4.2 Primary Data Analysis
4.2.1 Demographic Data Analysis
Demographic data analysis is conveyed as description of people who are participating in the
study. The demographic data analysis is considered as study of territorial distribution, population
size, and population composition, relevant changes, and change components; can be considered
as territorial movement (migration), social mobility (status change), mortality and natality.
Meaning of population in the demographic study is collection of people who are directly

44
involved with providing their responses for the study research questions. Collectivity in study
persists to conduct through time and major members changed in attrition and accession.
Collectivity of people is defined to consider turnover of the members occurring at least once in
the century.
In this section, collected data is analyzed for representing demographic data sought from general
participants’ information for the research. Demographic data analysis outcomes represent that
clearly the participants are analyzed considering individual groups of age, experience
andprofession in the air academy training facilities. The analysis of demographic data provides
an overall view to the sample population including segmentation according to their age group,
experience and profession segmentation. Collection of demographic data creates better
representation of analytical outcomes for delivering better graphical interpretation and charts for
data implications as follows;
Age group
types Count of Age Group
c) 34 and above 21
b) 30-34 years 17
a) 25-29 years 22
Grand Total 60
Table 4.1: Age group of participants
As per the age groups, entire sample population was segmented under four major sections
starting from “25-29 years”, “30-34 years”, and “34 and above”. Collected age group data is
shown as underneath:

45
c) 34 and above b) 30-34 years a) 25-29 years
21
17
22
Age Group
Figure 4.1: Age group of participants
The graph evidentlyillustrates that amongst the 60 participants, there are 21 persons with “34 and
above”, 17 persons with “30-34 years”, and rest were “34 and above” older.
Profession types Count of Profession
a) Air Academy Majors 17
c) Unit Leaders 19
b) Squadron Leaders 24
Grand Total 60
Table 4.2: Type of profession
The data that has been collected about the type of profession clearly represents that there are
generally three profession types that are considered, whichare “Air Academy Majors”, “Unit
Leaders”, and “Squadron Leaders”. According to the data that is being collected regarding the
profession, the following graph represents the counts inappropriate manner.

46
a) Air Academy Majors
c) Unit Leaders
b) Squadron Leaders
17
19
24
Profession
Figure 4.2: Type of profession
Amongst the 60 sample population, there were exactly 24 “Squadron Leaders”, 19 “Unit
Leaders” and rest were “Air Academy Majors” who have actively participated under the
quantitative study of data.
Experience Types Count of Experience
a) 1-3 years 18
c) More than 5
years 25
b) 3-5 years 17
Grand Total 60
Table 4.3: Types of experience
The data that has been collected depicts that three types of experience were taken into
consideration as the options here; which are the “1-3 years”, “3-5 years”, and “more than 5
years”. The following graph illustratestheclear demonstration of the groups of experience of the
ten sample population.

47
a) 1-3 years c) More than 5 years b) 3-5 years
18
25
17
Years of Experience
Figure 4.3: Types of experience
Amongst the overall sixty sample population, 18 persons were present with the experience of 1-3
years, 17 persons were present with the experience of 3-5 years, and 25 persons were present
with experience of above 5 years.
4.2.2 Quantitative Data Analysis
In this specific section of analysis, the analyst has selected three distinct analytical processes
considering major factors recognition and theproper use in this study. The factors are included
inside the analytical section so that analysis can properly reflect on identifying particular
leadership styles used in Sultan Qaboos Air Academy and identifying the leadership challenges
that the leaders in chosen air academy are worried for. For achievingappropriate analysis level,
the analysis based on correlation model, descriptive statistic and the regression model is
performed.
Descriptive Statistics Analysis: The descriptive statistics analysis demonstrates the summary
statistics with the determination of mode, median, mean, standard variance, and standard error
value for the recognized variables. In summation to this determination, the sum, total, maximum

48
and minimum count is involved with the range, values of Kurtosis andSkewness. According to
the selected space of sample, 50 personnel of air academy are eventually considered from the
Sultan Qaboos Air Academy for the quantitative study and the responses are documented for
theideawithin the topic. The proper results for the analysis are as follows:
Autocratic or Authoritarian
Leader
Democratic or Participative
Leader
Laissez-faire or Delegative
Leader
Mean 1.9 1.78 2.04
Standard Error 0.115175111 0.118803559 0.106751667
Median 2 2 2
Mode 1 1 2
Standard
Deviation 0.814411018 0.840068024 0.754848275
Sample
Variance 0.663265306 0.705714286 0.569795918
Kurtosis -1.464262873 -1.446019649 -1.207073882
Skewness 0.188904804 0.443036088 -0.06690276
Range 2 2 2
Minimum 1 1 1
Maximum 3 3 3
Sum 95 89 102
Count 50 50 50
The mean and the average valuesareevaluated with the estimation of the outcomes of total sum
of research with the dividing of the value with the count number.The value of standard deviation
of all the data recorded is eventually considered for the overall consideration of the
correctalteration in the data, which can easily recognize the entire range value in proper order.
The standard deviation can effortlessly state the score of the dataset with the method of the
selected sample population.
Correlation Analysis: This method of correlation analysis is performed to all the dependent
variables, which are recognized as the “Autocratic or Authoritarian Leader”, “Democratic or

49
Participative Leader” and “Laissez-faire or Delegative Leader”. Correlation study outcomes are
depicted as underneath:
Autocratic or
Authoritarian Leader
Democratic or
Participative Leader
Laissez-faire or
Delegative Leader
Autocratic or
Authoritarian Leader 1
Democratic or
Participative Leader -0.241618867 1
Laissez-faire or
Delegative Leader -0.09295198 -0.050205858 1
In this particular process of analysis, the correlation coefficient is measured to be the most
important factor for the estimation of the recognized degree within which the fractional
dependency is present for the dependent and the independent variables. The value of connection
coefficient that eventually tends to ‘+1’ shows the procedurethat the positive relationship is
present amongst the two recognized variables and also the natural expansion associated with one
of the associating variables that is expanding with the other connection variable. Moreover, the
coefficient of connection that tends to ‘-1’ and thisrepresents the negative relationship within the
two separate variables so that the natural expansion can easily be presentwithin thelinking
variable decreasing the distance amongst other linking variable. The outcomes in this particular
section find out that the correlation variable demonstrates the compete procedure various
variables do not involve the value of ‘-1’. Thus, within the defined the dependent and the
independent variables, there is alwaysan optimistic relationship.
Multiple Regression Analysis:The multiple regression analysis with model is utilized in this
typical context of research, so that the entire dependent and theindependent variables are

50
connected with each other without any complexities within the outcome of the study. The model
that is designed is as follows:
Leadership Styles = A + B*Democratic or Participative Leader + C*Laissez-faire or Delegative
Leader;
Where A = Intercept,
B = Coefficient of Democratic or Participative Leader and
C = Coefficient of Laissez-faire or Delegative Leader
The detailed analysis outcomes are shown down below:
SUMMARY OUTPUT
Regression Statistics
Multiple R
0.2635
33578
R Square
0.0694
49947
Adjusted R Square
0.0298
52072
Standard Error
0.8021
6299
Observations 50
ANOVA
df SS MS F
Signific
ance F
Regression 2
2.25712
3276
1.1285
61638
1.7538
80673
0.18423
9967
Residual 47
30.2428
7672
0.6434
65462
Total 49 32.5
Coeffici
ents
Standar
d Error t Stat P-value
Lower
95%
Upper
95%
Lower
95.0%
Upper
95.0%

51
Intercept
2.5579
41519
0.41916
5281
6.1024
6515
1.8831
1E-07
1.71468
9755
3.4011
93282
1.71468
9755
3.4011
93282
Democratic or
Participative Leader
-
0.2393
67
0.13658
3477
-
1.7525
3266
0.0862
03926
-
0.51413
7514
0.0354
03505
-
0.51413
7514
0.0354
03505
Laissez-faire or
Delegative Leader
-
0.1136
6091
0.15200
3277
-
0.7477
53
0.4583
34323
-
0.41945
2053
0.1921
30239
-
0.41945
2053
0.1921
30239
This specific method of analysis is used for the purpose of testing the above-mentioned
hypothesis. This hypothesis is given below:
H0 (Null Hypothesis): Leadership styles cannot provide significant support to improving air
academy training performance from two types of styles such as Democratic or Participative
Leader and Laissez-faire or Delegative Leader.
H1 (Alternative Hypothesis): Leadership styles can provide significant support to improving air
academy training performance from two types of styles such as Democratic or Participative
Leader and Laissez-faire or Delegative Leader.
The discussion is given with proper details as with the identification of theseparate values from
the table of regression summary statistics. The multiple correlations co-efficient is calculated as
0.263533578; thus, the value calculates that the correlation amongst all the dependent and
independent variables are completelyassociated and perfectly valued. Therefore, it can be easily
referred thatall the dependent and the independent variables are completelyconnected to
oneanother. The “Leadership styles” aspect is positively linked with ‘Democratic or Participative
Leader’ and ‘Laissez-faire or Delegative Leader’. On the contrary, the statistic,this comes under
the range between 1 to 5 and cannot demonstrate the statistical significance with the variable
correlation.R is the coefficient of determination and it is evaluated as0.069449947,which is

52
about 6.9%. The value of adjusted R square is identifiedas the major factor for measuring of the
power of explanatory within which this value is calculatedas 0.029852072. This specific value is
not at all considered as the percentage to the R Square as well as it is not considered as
significance test according to the value of F statistics. Though, it could be easily demonstrated as
the corrected R square is not at all globalized. The final factor is the standard error for
regression, and it is calculated to be 0.80216299, and this particular value helps in the
determination that the predicted variation is eventually related with the experimentedfactors.
Theseexperimented factors are effectively aligned with the dependent variables and also with the
context to leadership styles effectiveness analyzed for Sultan Qaboos Air Academy.
At present, in the information of analysis of variance or simply ANOVA is utilized for
givingdetailed and perfect stageswithin which the complete value of variation be present with the
variable that is dependent. These dependent variables are sub dividedefficiently so that the
explanation could be easily given with the analysis that is done on the basis of ANOVA table.
The SS Regression is measured as the variation for the outlining of the line with the help of
regression line. Conversely, the value of SS Residual is measured as the variation to all the
dependent variables. According to the values that are predicted, SS Regression is predicted at
2.257123276 and SS Residual is predicted at 30.24287672. In total, the entire ANOVA is
calculated to be exactly 32.5. Apart from this, the SS value of evaluation, F Statistic value is
evaluated from the ratio that is based on mean square regression (MS Regression) with the
connection with mean square residual (MS Residual). This specific statistics can be easily
corrected with the critical F value for 1.128561638 (MS Regression) and 0.643465462 (MS
Residual) is considered so that the null hypothesis is examined. While analysis, the P value is
associated with thepredicted value of the F Statistic,whichcould be cleared of the evaluatedvalue.

53
Thus, for an instance, the value for comparison could be easily evaluated, which is based over
1.88311E-07 (1.8%) so that the null hypothesis could be casted off.
It isshown that the resultthat is determined from all the proposed regression line along with the
inclusion of estimatedstandard error, coefficients, additional p value, estimated t statistic and the
95% boundary of every confidence interval. Conversely, the leadership style in air academy is
aligned with essential factors such as Democratic or Participative Leader and Laissez-faire or
Delegative Leader. The factor ‘Laissez-faire or Delegative Leader’ is at 0.11366091 is
completelyconnected with allthe dependent variables. Thus, the value of intercept is predicted at
2.557941519. Conversely, the intercept at the lower 95% confidence level is evaluated to be
1.714689755 and the upper 95% confidence level, the value of intercept is evaluated to be
3.401193282. Thus, it is concluded that there is an important gap amongst the confidence
intervals for the intercept value. Though, this can be easily analyzed that the factors that are
related with ‘Laissez-faire or Delegative Leader’ has an importanteffect on the realization of the
styles of leadership in air academy. Furthermore, the p value is predicted to be 1.88311E-07;
therefore, it is easily understood that the null hypothesis is discarded. Hereafter, it is told that
Democratic or Participative Leader and Laissez-faire or Delegative Leader works as major factor
influencing the leadership styles effectiveness analyzed for Sultan Qaboos Air Academy.
4.2.3 Qualitative Data Analysis
For the collection of qualitative data for this particular study, sessions for interview were
organized with the help of 10 facility persons. The analysis of data that is qualitative in nature is
performed in this particular section with the recording of the collected data as per their
responses.

54
Identification of Leadership Styles in Sultan Qaboos Air Academy
Facility personnel were interviewed regarding identifying leadership styles in improving
squadron training for the air academy learners. In this session, leadership styles were identifiedas
the three major categories such asrecognized participants, the roles and also the proper reasons
that aregivenalthoughgiving opinions regarding this particular query. However, each and every
opinion and its percentage of the role categories are depicted in a pie chart. This pie chart has
shown that all of the individuals (approximatelyabout 38%) have agreed that leadership style is
Autocratic or Authoritarian Leader in existing training process. According to this 34%
population, Democratic or Participative Leader is suitable style that currently Sultan Qaboos Air
Academy leaders follow in significant manner. Henceforth, around 28% people contributed their
views that Laissez-faire or Delegative Leader is suitable leadership style that Sultan Qaboos Air
Academy personnel follow. As per their opinion, leadership styles are flexible for training units
and their individual operations and control of facility management.
a) Autocratic or
Authoritarian
Leader
38%
b) Democratic
or Participative
Leader
34%
c) Laissez-faire
or Delegative
Leader
28%
Leadership Styles Followed in Considered
Case of Sultan Qaboos Air Academy

55
Identification of Current Leadership Challenges in Considered Case of Sultan Qaboos Air
Academy
Interviews were taken for the facility people and were eventually aboutrecognizing the
challenges of leadership for the consideration in case of the Sultan Qaboos Air Academy. In this
particular session, challenges of the leadership were identified under three most important
categories; which include the participants recognized, the challenges of leadership and
gavereasonable reasons while givingsuggestionsconcerning about the query. However, these
opinions and the factors percentage recognition are illustrated in the pie chart that is given below.
This pie chart evidentlyhas represented that all of the individuals (approximatelyabout 48%)
have consented that leadership challenge to the most important extent of guiding change in
teamwork.
According to 26% population, Management of Internal Stakeholders and Team Politics are major
challenges for leadership styles followed in Sultan Qaboos Air Academy in significant manner.
Henceforth, rest people contributed their views that Team Leading and Supporting are another
considered leadership challenge from leadership style followed in Sultan Qaboos Air Academy.
As per their opinion, leadership challenge is to guide the training squadron for incorporating
change in teamwork rather than only internal and external stakeholder management and only
team leading process. Thus, from this particular feature, it is concluded that all of the individuals
are dependent on a specific fact that guiding change in teamwork is major challenge in Sultan
Qaboos Air Academy leadership style followed.

56
a) Guiding change in
teamwork
48%
b) Team Leading and
Supporting
26%
c) Management of
Internal Stakeholders
and Team Politics
26%
Current Leadership Challenges in Considered
Case of Sultan Qaboos Air Academy
Figure 4.4: Current Leadership Challenges in Considered Case of Sultan Qaboos Air
Academy
Identification of Impact factors of Leadership in Considered Case of Sultan Qaboos Air
Academy
Facility personnel were interviewed regarding identifying impact factors of existing leadership
styles in Sultan Qaboos Air Academy in enhancing training skills, process of improvement and
learning. In this typical session, leadership impacts were identified under three basic categories.
They are the participants recognized the advantages and gavepropercauses while providingideas
about this query. Though, these opinions and the percentage of all advantageous categories are
solely revealed in the pie chart given below. This particular chart evidentlyhas depicted that all
of the individuals (approximatelyabout 30%) have decided that leadership impacts are

57
recognized to be improving learning process. According to 44% population of sample
considered, learning skills in which leadership impact relies upon. Henceforth, around 26%
people contributed their views that support to squadron participants enhance training system
efficiency in Sultan Qaboos Air Academy as major impacts. As per the judgments, leadership
gives extremely important impacts to learning skills procedure with leadership styles
accomplishment.
Moreover, this particular study recognized that there was lower percentage of individuals, who
have given their judgments about being supportive to the squadron training in the air academy.
Approximately,about 26% the support already provided to this particular idea as leadership
impacts. Hence, from this specific feature, itis concluded that all of the individuals are dependent
on a specific fact that the impact of the leadership givesimportantquantity of all the
improvements learning skills for entire squadron training process.
b) Learning
skills
44%
c) Improving
learning
process
30%
a) Support to
squadron
participants
26%
Impact factors of Leadership in Considered
Case of Sultan Qaboos Air Academy
Figure 4.5: Impact factors of Leadership in Considered Case of Sultan Qaboos Air
Academy

58
4.3 Secondary Data Analysis
Ihmeideh& Al-Qaryouti (2016) opined that Air Force Academy faces major difficulties in
leadership criteria and these leadership issues are not a liability of individual cadets. The
difficulty arises from leadership personnel who believe that human experience acts as major
contributor to build an effective fighting force. Moreover, in general perspective, major
leadership difficulties are identified as potential challenges to control training squadron and team
coordination process (Madrigano et al., 2017). Six major categories of challenges are specified
and these categories are ranked to be under top-10 challenges those leaders face for separate
countries. The challenges are mentioned as following:
Developing Effective Managerial Procedures: The challenge emerges regarding assessment of
developing relevant skills and expertise for leaders to follow. The skills are identified as time
management, strategic thinking, prioritization, decision-making, and reaching the pace of
accomplishing jobs (O'Connor et al., 2014). Last skill is required for providing effective and
appropriate outcomes at work based on efficient way of management activities accomplishment.
Developing Employees with Skills: The challenge of developing other employee is required as to
mentoring fellow workers and teaching them.
Guiding change in teamwork: The challenge of guiding, managing, understanding, mobilizing,
and leading changes in teamwork is relevant for every team leaders to address change
management (Pervez et al., 2014). The change management requirement is passed from team
leader to the higher authority for mitigating proper change management consequences along with
setting up initiatives, overcoming change resistance, difficulties to meet change requirements,
and dealing with employees’ behavior to change management.

59
Inspiration to Employees: The challenge exists for team leaders to adhere proper team
inspiration activities and following suitable guidelines to motivate the employees to reach to
their individual goals (Robertson & Hill, 2014). The leaders should follow effective ways to
perform motivation to the workforce for assisting them to work smarter.
Team Leading and Supporting: The challenge exists for building teams, forming effective work
groups, and managing the fellow members in the team. Team leading is dependent on putting
pride in each team members so that they can be supported and to lead bigger team, leaders
should understand particular actions should be taken over a new team.
Management of Internal Stakeholders and Team Politics: The challenges of managing team
member relationships, team politics, and team performance image (Self, Hoover & Yu, 2016).
Appropriate managerial support is required to be addressed for performing buy-in from other
working departments, working groups, and individuals.
In addition, with targeted, formal, and planned development initiatives and appropriate training;
therefore, leaders can deal with overcoming challenges. The leaders should depend on learning
along with social and informal way in appropriate way (Spehar et al., 2017). Some effective
ways are mentioned in this part as recommendations, so that leaders in specific organization can
follow to reduce leadership challenges.
Goal setting is more important; regarding team leadership and decision-making for effective
team management. Therefore, the leaders should be proactive with identifying proper initiatives
and setting proper timeline to address reaching goals.

60
Leaders should delegate in team-building more; in short, leaders should be productive. Act of
delegation for team management is required for empowering employees so that each of the
members can achieve their deliverables as per team initiatives fulfillment.
Role clarity and responsibility should be put with precise actions determined; the leaders
should understand each team member roles and their responsibilities so that assigned activities
can be reached without hampering their daily production goals (Tyssen, Wald &Spieth, 2014).
Alongside, the role clarity, the personnel should be practiced over saying ‘no’ comfortably.
Accomplishing tasks for maximizing more value-addition to overall project outcome; the
leaders should identify important activities that should be achieved based on organizational
priorities and leaders should specify about the priorities. Moreover, high priority tasks should be
focused in first chance for all members (Yan & Galloway, 2017). The leaders should provide
activities to the workforce members so that the value to organization can be maximized. When
the prioritized activities are achieved or completed, the leaders should delegate more with team
members.
4.4 Summary
The factors are incorporated inside the analytical section so that analysis can properly reflect on
identifying particular leadership styles used in Sultan Qaboos Air Academy and identifying the
leadership challenges that the leaders in chosen air academy are worried for. The analysis of
correlation is performed to those particular variables that are dependent and are recognized as the
Laissez-faire or DelegativeLeaders,Autocratic or Authoritarian Leaders and Democratic or
Participative Leaders. The factors that are noticedare lined up with the variable that are

61
dependent and also with the circumstance to the leadership styles effectiveness analyzed for
Sultan Qaboos Air Academy.
Various questions related to the interview session were documented and all the sessions became
completely successful with in the quest of thejudgmentsabout the leadership styles, Leadership
Challenges, and Impact of Leadership in Sultan Qaboos Air Academy. Facility personnel were
interviewed regarding identifying leadership styles in improving squadron training for the air
academy learners. Facility personnel were interviewed regarding identifying leadership
challenges in considered case of Sultan Qaboos Air Academy.Thus, from the above-mentioned
feature, itis concluded that the most of the individuals are solely dependent on atypical fact that
guiding change in teamwork is major challenge in Sultan Qaboos Air Academy leadership style
followed. Facility personnel were interviewed regarding identifying impact factors of existing
leadership styles in Sultan Qaboos Air Academy in enhancing training skills learning and
improvement process.

62
Chapter 5: Conclusion and Recommendations
5.1 Summary of the Study
In this research, major importance is put over leadership studies for Middle East countries so that
different perspectives of leadership can be understood and major implications can be put into
study outcomes showing best possible leadership style to be applied for Sultan Qaboos Air
Academy. This particular research represents existing leadership issues and challenges at Sultan
Qaboos Air Academy. The researcher has used both primary and secondary data collection
method. Primarily, collected data and information have been properly analyzed by both
qualitative and quantitative data analysis method. “Transactional leadership” and the
“transformational leadership” are the two specific kinds of leadership styles that have been
discussed in this study. The methodology followed in the study includes several research
elements that include the research approach, design of research, method of data collection, and
the analysis of collected data and information for providing some recommendations to the
existing leaders.In this particular section, various types of examples of theories of leadership will
be describes, which includes the theories of behavioral leadership, theories of contingency
leadership, trait theories of leadership, and even the theories of integrative leadership. Identifying
leadership goal is more important as team leadership and decision-making for building effective
team management.
The Laissez-Faire Leadership empowers with individuals, groups, and team for decision-
making.The challenges existed in managing team politics, team member relationships and team
performance evaluation procedures. Research design explains certain leadership factors that are
currently in risk and research topic relates with case study of Sultan Qaboos Air Academy.

63
Moreover, the descriptive design is chosen in the study as it supports secondary studies and
discussing primary analysis of collected data. From secondary sources, data is collected
regarding global leadership challenges, air academy leadership challenges, leadership factors to
be considered, and different leadership styles. Moreover, primary data are to be collected from
Sultan Qaboos Air Academy majors, quadroon heads, and unit leaders. Descriptive research has
reached the study requirements. Primary data is collected from Sultan Qaboos Air Academy
majors, quadroon heads, and unit leaders. The secondary data is collected from secondary
sources regarding global leadership challenges, air academy leadership challenges, leadership
factors to be considered, and different leadership styles.
Secondary and primary data are collected for covering each study aspects corresponding to
research agenda. In the analysis of few primary data and the methods of collection, no control
exists in collecting data. Trained personnel are required for collecting data and for experienced
personnel; data collection may provide inadequate data for research. In case the researcher uses
collected data from secondary sources; then collected data becomes secondary data for current
users. Moreover, secondary data reduces time consumption, efforts, and expenses along with
adding more value to research study. The data is collected is extremely dependable as
interviewer can perfectly collect the primary data by the cross examination ofthe respondent. For
the collection of the primary data utilized forthis, particular study, the approaches of observation
and survey are generally utilized. The sampling size is chosen as 70 air academy majors,
personnel, quadroon leaders, and unit leaders.
Moreover, the primary data is collected when research questions are presented and the question
being sufficiently important for gathering the primary data. In the analysis of fewof the primary
data and the methods for collection, no control exists in collecting data. Trained personnel are

64
required for collecting data and for experienced personnel; data collection may provide
inadequate data for research. In case the researcher uses collected data from secondary sources;
then collected data becomes secondary data for current users and the analysis becomes secondary
to other researchers as well.
5.2 Alignment with Research Objectives
5.2.1 Identification of leadership styles used in the Sultan Qaboos Air Academy
Based on outcomes from the analysis, most people were aged among 25 to 29 years and some
people were among the 34 and above age range. Moreover, existing demographic outcomes
stated that mostly squadron leaders took part in the study for the outcomes analysis. Most people
were under the experience category of more than five years; therefore, it can be implied that
most experienced and aged people participated in demographic study for providing relevant
responses. Moreover, the outcomes stated that identified leadership style is Laissez-faire or
Delegative Leader for air academy personnel. The personnel working in training squad were
involved in delivering delegative leadership for the squadron trainees. From the quantitative
study, mean value for the style Laissez-faire or Delegative Leader is much higher than other two
considered leadership style types. Henceforth, the outcomes suggested that Laissez-faire or
Delegative Leader is mostly used leadership style in Sultan Qaboos Air Academy. This
discussion implied identifying some major characteristics of Laissez-faire or Delegative Leader
in context to squadron training process.
Based on theory of Laissez-faire or Delegative Leader, it can be stated that Laissez-Faire
Leadership is most popular style of leadership followed over trust for working people and
leadership works with decision-making degrees. For this style of leadership practice, the success

65
factor is building an effective team to perform over the leadership aspects. Moreover, the success
factor supports individual team members with decision-making and delivering them motivation
to take part in hiring more available team members. In Sultan Qaboos Air Academy, Laissez-
Faire Leadership is popular as this style supports individual trainees to provide their opinions
over improving the leadership skills. However, from the qualitative outcomes, most people (over
70%) of the respondents claimed over interview session that either Autocratic or Authoritarian
Leadership style or Democratic or Participative Leadership style would be suitable for the case.
Based on interview session findings, it can be implied that most people requires changing the
existing Laissez-Faire Leadership style into either Autocratic or Authoritarian Leadership style
or Democratic or Participative Leadership style. This opinion states that trainee personnel and
trainee learners are depending on democracy concept or audacity idea more importantly.
5.2.2 Identification of leadership challenges in the Sultan Qaboos Air Academy
Identification of leadership challenges for Sultan Qaboos Air Academy is another important part
of the study based on research questions. The leadership challenges exist for Sultan Qaboos Air
Academy over six major aspects such as development of effective management procedures,
development of employee skills, guiding certain changes in team performance, inspiring other
trainees and personnel, leading entire team and supporting, and internal and external stakeholder
management process. These challenges were identified over generic air academy facility aspect
from secondary studies reviewing. However, the researchers took qualitative study over the
aspect of identifying the leadership challenges in Sultan Qaboos Air Academy and the outcomes
stated about three major leadership challenges that exist in all aspects of squadron training and
process of trainee performance evaluation. These three leadership challenges exist as ‘Guiding

66
change in teamwork’, ‘Management of Internal Stakeholders and Team Politics’, and ‘Team
Leading and Supporting’.
Based on qualitative study outcomes, the Management of Internal Stakeholders and Team
Politics, Team Leading and Supporting, and Guiding change in teamwork; are identified as
issues of leadership. Secondary outcomes from the participants stated that nearly 48% of the
leaders stated that incorporating changes regarding team performance and evaluation of team
performance. Moreover, rest participants identified that internal and external stakeholder
management and team supporting is other major challenge in this air academy. The leadership
challenges exist for change incorporation in teamwork; moreover, significant consideration
should be put for other two leadership challenges as ‘Management of Internal Stakeholders and
Team Politics’ and ‘Team Leading and Supporting’. Leadership challenges should be eliminated
based on risk response planning for team leaders so that risk factors in leadership can be handled.
The risk response planning should be maintained with proper management planning so that
leadership impacts can be reduced from hampering the leadership method used in Sultan Qaboos
Air Academy.
5.2.3 Analysis of impact of identified challenges in Sultan Qaboos Air Academy
Impact factor of leadership challenges are major part for considering leaders in Sultan Qaboos
Air Academy; the impact of leadership challenges are identified in different aspects such as
‘Support to squadron participants’, ‘Learning skills’, and ‘Improving learning process’.
Therefore, the most suitable impact of leadership challenges is supporting squadron participants
for training process. The challenge emerges regarding assessment of developing relevant skills
and expertise for leaders to follow. The skills are identified as time management, strategic
thinking, prioritization, decision-making, and reaching the pace of accomplishing jobs. Last skill

67
is required for providing effective and appropriate outcomes at work based on efficient way of
management activities accomplishment. The challenge of developing other employee is required
as to mentoring fellow workers and teaching them. The challenge of guiding, managing,
understanding, mobilizing, and leading changes in teamwork is relevant for every team leaders to
address change management.
The change management requirement is passed from team leader to the higher authority for
mitigating proper change management consequences along with setting up initiatives,
overcoming change resistance, difficulties to meet change requirements, and dealing with
employees’ behavior to change management. The challenge exists for team leaders to adhere
proper team inspiration activities and following suitable guidelines to motivate the employees to
reach to their individual goals. The leaders should follow effective ways to perform motivation
to the workforce for assisting them to work smarter. The challenge exists for building teams,
forming effective work groups, and managing the fellow members in the team. Team leading is
dependent on putting pride in each team members so that they can be supported and to lead
bigger team, leaders should understand particular actions should be taken over a new team. The
challenges of managing team member relationships, team politics, and team performance image.
Appropriate managerial support is required to be addressed for performing buy-in from other
working departments, working groups, and individuals.
5.2.4 Recommendation of Strategies for mitigating Identified Leadership Challenges
Recommendation of strategy for mitigating leadership challenges should be regarding reduction
of issues in team support. Strategies are recommended based on identification of leadership
challenges for case of Sultan Qaboos Air Academy.

68
1) The leaders should be proactive with identifying proper initiatives and setting proper
timeline to address reaching goals. Therefore, goal setting is more important; regarding team
leadership and decision-making for effective team management.
2) Act of delegation for team management is required for empowering employees so that
each of the members can achieve their deliverables as per team initiatives fulfillment. Leaders
should delegate in team-building more; in short, leaders should be productive.
3) The role clarity, the personnel should be practiced over saying ‘no’ comfortably.
Alongside, role clarity and responsibility should be put with precise actions determined. The
leaders should understand each team member roles and their responsibilities so that assigned
activities can be reached without hampering their daily production goals.
Accomplishing tasks for maximizing more value-addition to overall project outcome; the leaders
should identify important activities that should be achieved based on organizational priorities and
leaders should specify about the priorities. Moreover, high priority tasks should be focused in
first chance for all members. The leaders should provide activities to the workforce members so
that the value to organization can be maximized. When the prioritized activities are achieved or
completed, the leaders should delegate more with team members. Moreover, the leaders should
follow strategic decision-making so that strong network of team should be formed. The network
should be mapped with each stakeholder activities that should be accomplished in the team
planning. Clear connection should be maintained between all stakeholders being internal or
external to plan the activities in teamwork. Moreover, the team leaders should be informed about
proactive nature of the activities along with nurturing expertise.
5.3 Limitations of the Study

69
For every study and research including primary and secondary study is more likely for facing
certain limitations in study. The study incurs limitations in case of lack of available primary data,
secondary data, and reducing irrelevant implications taken from secondary study. Limitations of
the study are mentioned as following;
A. Lack of available data is likely to reduce scope of the study along with
minimizing the importance of the research. The available data often cannot be found from
secondary studies and relevant secondary study cannot be used for study. Moreover, the
lack of secondary study can interrupt in study and conducting research over findings.
Outcomes of study should be researched for utilizing implications from secondary
outcomes in order to represent the findings in proper manner.
B. For research agenda, related data is not found to be relevant for the study.
Moreover, the studies should nurture some implications so that the discussion can relate
with available outcomes. The secondary outcomes from the study should adhere to in-
depth research and detailed outcomes should be utilized properly into study so that only
relevant part or outcomes should be used.
Time and budget limitations are major for the study. If the researchers are with limited time and
budget as time constraint; the outcomes are limited in nature.

70
5.4 Future Scope of the Study
Future scope of the study is to address some major factors into the dissertation such as
incorporating implications and concepts from existing leaders in which appropriate strategies can
be implemented. In this particular dissertation, most importantly focus was set on researching
over identifying leadership factors in Sultan Qaboos Air Academy. The air academy has been
suffering with various problems including leadership and its styles. However, Omanis are well
educated and engaged in their daily duties and jobs. They also play an important role in
determining future of development of country. The Sultan of the country has been continuously
tested on leadership skills for providing better services in the air academy.
These challenges have been properly analyzed in this research. This research talks about
traditional culture of the Oman in the airline industry. Therefore, the use of various theories and
models related to challenges in the leadership has been discussed in the research. The use of
proper methodology has been reflected in the research.There have been massive changes in the
airline academy of Sultan Qaboos. The cost reduction policy in the academy has been failed
miserably. This has created major problem for the air academy in recent years. Retention in the
admission of new candidates in the air academy has a major problem for the context. The results
from the air academy have been low in this context. The training provided in the air academy has
been depleted in the context of quality and performance.
5.5 Recommendations and further Implications
The recommendations from the study are concluded and major findings from the study are
combined together for stating some major implications for recommending to leaders. The
recommendations are mentioned as:

71
a. Setting some standard initiatives and objectives are important so that team
leadership and decision-making for effective team management can be performed
properly. The leadership style should not be followed with presumptuous ways regarding
estimation of trainees and from identifying timeline for the study.
b. Leaders in team-building process should be more active and providing dedication
for performing certain activities. The act of delegation should be maintained with team
management so that supporting individuals should be done with fulfilling team initiatives.
c. Every stakeholder in team should be cleared with their roles and responsibilities.
The team members should be managed with assigned activities. Moreover, the daily goals
of the stakeholders should be reached without production goals.

72
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RESEARCH ETHICS APPROVAL FORM
You should use this checklist only if you are carrying out a research project through Middle East
College. This normally applies to:
 Undergraduate students
 Postgraduate students
 All faculty members
Research Ethics Approval Checklist
Applicant Details
Name: Salim Said Juma Al-Ghatarifi E-mail : [e-mail]
Department : MBA& IT Date : 01 Jan 2018
Course Name: MBA Dissertation Phase 2
(Fall 2017 - F17 ECM99EKM-P2)
Title of Project :
"Analysing the leadership challenges at
Sultan Qaboos Air Academy"
Project Details
Summary of the project:
 Research Objectives
1. To identify leadership styles used in the Sultan Qaboos Air Academy.
2. To identify leadership challenges in the Sultan Qaboos Air Academy.
3. To critically analyze the impact of these challenges in the Sultan Qaboos Air

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Academy.
4. To recommend strategies for mitigating these leadership challenges in the Sultan
Qaboos Air Academy.
 Research Design
Research design explains leadership factors that are currently in risk and research topic
relates with case study of Sultan Qaboos Air Academy. In the data collection process,
suitable sequence of activities is chosen for performing proper description of research design.
The research designs are of three categories such as descriptive, exploratory, and
explanatory. The exploratory design follows particular procedure of study with gathering
several ideas and thoughts necessary for completing research paper. Explanatory research
design can describe event occurrence and it can influence over the events. Cause-effect
relationship, fishbone analysis, penetration study makes the research work limited and
constraint-bound. Finally, descriptive design performs detailed discussion along with stating
occurrence of events so that appropriate description of agenda can be represented.
Explanatory design selection is avoided as this design is supportive for longitudinal research
that was not applicable for chosen agenda. Besides, descriptive design was chosen to define
detailed process that is required for applying leadership theories in Air Academy issues
mitigation. The influence of leadership factors is required over stakeholders’ performance. For
selecting particular research design, all types of research designs are depicted along with
their individual requirements in the study. Moreover, the descriptive design is chosen as it
supports secondary studies and discussing primary analysis of collected data.
 Methods of Data Collection
To collect primary data for this particular study, survey and observation methods are used.
Experiential method is not considered as suitable for this particular study because the agenda
is theoretical and there is no such requirement of experiments. The applicable methods are
mentioned as survey and observation methods.

89
Participants in your research
1. Will the project involve human participants? Yes

90
Risk to Participants
2. Will the project involve human patients/clients, health
professionals, and/or patient (client) data and/or health professional
data?
No
3. Is there a risk of physical discomfort to those taking part? No
4. Is there a risk of psychological or emotional distress to those
taking part?
No
5. Is there a risk of challenging the deeply held beliefs of those
taking part?
No
6. Is there a risk that previous, current or proposed criminal or
illegal acts will be revealed by those taking part?
No
7. Will the project involve giving any form of professional, medical
or legal advice, either directly or indirectly to those taking part?
No

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Risk to Researcher
8. Will this project put you or others at risk of physical harm, injury
or death?
No
9. Will projectput you or others at risk of abduction, physical,
mental or sexual abuse?
No
10. Will this project involve participating in acts that may cause
psychological or emotional distress to you or to others?
No
11. Will this project involve observing acts which may cause
psychological or emotional distress to you or to others?
No
12. Will this project involve reading about, listening to or viewing
materials that may cause psychological or emotional distress to you or
to others?
No
13. Will this project involve you disclosing personal data to the
participants other than your name and the University as your contact
and e-mail address?
No
14. Will this project involve you in unsupervised private discussion
with people who are not already known to you?
No
15. Will this project potentially place you in the situation where you
may receive unwelcome media attention?
No
16. Could the topic or results of this project be seen as illegal or
attract the attention of the security services or other agencies?
No

92
17. Could the topic or results of this project be viewed as
controversial by anyone?
No
Informed Consent of the Participant
18. Are any of the participants unable mentally or physically to give
consent?
No
19. Do you intend to observe the activities of individuals or groups
without their knowledge and/or informed consent from each participant
(or from his or her parent or guardian)?
No

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Participant Confidentiality and Data Protection
20. Will the project involve collecting data and information from
human participants who will be identifiable in the final report?
No
21. Will information not already in the public domain about specific
individuals or institutions be identifiable through data published or
otherwise made available?
No
22. Do you intend to record, photograph or film individuals or groups
without their knowledge or informed consent?
No
23. Do you intend to use the confidential information, knowledge or
trade secrets gathered for any purpose other than this research
project?
No

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Gatekeeper Risk
24. Will this project involve collecting data outside College
buildings?
No
25. Do you intend to collect data in shopping centres or other public
places?
No
26. Do you intend to gather data within nurseries, schools, colleges,
any organization or ministries?
No
Other Ethical Issues
27. Is there any other risk like ethical, moral, legal or issue not
covered above that may pose a risk to you or any of the participants?
No
** If you have answered Yes to any of these questions (15,17,21, 24, 25,26) it is mandatory to
get an No Objection Certificate from the concerned organization or participants either to do the
research in their premises or to use and publish the data pertaining to their organization or the
participant.
In the absence of the No Objection Certificate the project will be treated as a high risk and it has
to be approved by the institutional ethics committee
** If you have answered Yesto any other questions mentioned
above(1,2,3,4,5,6,7,8,9,10,11,12,13,14,16,18,19,20,22,23,27) it is mandatory to refer that
project to the institutional ethics committee.
Principal Investigator Certification

95
If you answered No to all of the above questions, then you have described a low risk project.
Please complete the following declaration to certify your project.
Agreed restrictions to project to allow Principal Investigator Certification
Please identify any restrictions to the project, agreed with your Supervisor or any concerned
stakeholder related to the project to allow you to sign the Principal Investigator Certification
declaration.
Principal Investigator’s Declaration
Please ensure that you:
 Tick all the boxes below and sign this checklist.
 Students must get their Supervisor to countersign this declaration.
I believe that this project does not require research ethics approval. I have
completed the checklist and kept a copy for my own records. I realise I may be asked
to provide a copy of this checklist at any time.

I confirm that I have answered all relevant questions in this checklist honestly. 
I confirm that I will carry out the project in the ways described in this checklist. I will
immediately suspend research and request a new ethical approval if the project
subsequently changes the information I have given in this checklist.


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Student/ Principal Investigator
Signed: Salim Bin Said Bin Juma AL-Ghatarifi(Principal Investigator or Student)
PG15F1480
Date : …. Jan 2018
Supervisor
Countersigned :Dr. Aaron Paul Pineda(Supervisor)
Date…. Jan 2018
I have read this checklist and confirm that it covers all the ethical issues raised by this project
fully. I also confirm that these issues have been discussed with the student and will continue to
be reviewed in the course of supervision.

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Quantitative Study
2.1 According to your perspective, which leadership style is used in the Sultan Qaboos Air Academy?
a) Autocratic or Authoritarian Leader
b) Democratic or Participative Leader
c) Laissez-faire or Delegative Leader
2.3 What are the challenges in leadership in the Sultan Qaboos Air Academy?
a) Guiding change in teamwork
b) Team Leading and Supporting
c) Management of Internal Stakeholders and Team Politics
2.4 How these leadership challenges have been affecting the Sultan Qaboos Air Academy?
a) Support to squadron participants
b) Learning skills
c) Improving learning process

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DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 1
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Chapter one: Introduction Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor
 Background of the research
 Rationale of the research
 Research aims and objectives
Remarks/Comments by the supervisor
Signature of Student: Salim Said AL-Ghatarifi
Date: ….Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date:…..Jan 2018

99
DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 2
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Chapter Two: Literature Review Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor:
 Introduction
 Concept of Leadership
 Qaboos Air Academy
 Theories of leadership

100
 Leadership Challenges
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 3
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
- Chapter Three: Research Methodology Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor:
 Introduction
 Research Design
 Types of Data
 Research Methods

101
 Sampling
 Ethical aspects for considerations
 Limitations of the study
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 4
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Chapter Four: Analysis and Discussion Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor:
 Introduction
 Primary Data Analysis

102
 Secondary Data Analysis
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 5
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Chapter Five: Conclusion &
Recommendations
Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor:
 Conclusion
 Alignment with Research objectives
 Recommendations of strategies for migration of identified leadership challenges

103
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master’s Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 6
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
“Analyzing the leadership challenges at Sultan Qaboos Air Academy”
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Figures & Tables Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor:
 Dissertation structure

104
 Leadership traits
 Research design
 Types of profession
 Types of experience
 Age group of participants
 Current leadership challenges
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 7
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Problem Statement Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor:
 Problem statement

105
 Various identified problems in the research
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master’s Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 8
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
“Analyzing the leadership challenges at Sultan Qaboos Air Academy”
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Research Questions Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor:
 Identification of leadership style

106
 Challenges in leadership
 Affect of leadership challenges
 Identification of strategies for migration of leadership challenges
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 9
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Research Structure Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor:
 Structure of the research

107
 Inclusion of various chapters
 Inclusion of important aspects
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master’s Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 10
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
“Analyzing the leadership challenges at Sultan Qaboos Air Academy”
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Primary& Secondary Data Approved with a minor Revision
Comments /observations/remarks by the student
The following are being discussed with the supervisor:

108
 Analysis of Primary data
 Demographic data analysis
 Quantitative data analysis
 Qualitative data analysis
 Analysis of Secondary data
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 11
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Summary of the Study Approved with a minor Revision
Comments /observations/remarks by the student

109
The following are being discussed with the supervisor:
 Overall structure of the research
 Findings of the research
 Analysis of the findings
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master’s Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 12
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
“Analyzing the leadership challenges at Sultan Qaboos Air Academy”
Venue: supTime:1330Date/Day: Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Analysis of impact of identified challenges in
Sultan Qaboos Air Academy
Approved with a minor Revision
Comments /observations/remarks by the student

110
The following are being discussed with the supervisor:
 Identification of leadership challenges
 Effect of identified leadership challenges
 Analysis of the effect of identified leadership challenges
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 13
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
Future Scope of the Study
Approved with a minor Revision
Comments /observations/remarks by the student

111
The following are being discussed with the supervisor:
 Addressing of main factors where strategies can be implemented
 Future improvement of the study
 Better outcomes for the identified challenges
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018
DISSERTATION/PROJECT DIARY
Master's Dissertation/Project Diary – Spring/Summer/Fall2018
Name of Student:Salim Bin Said Bin Juma AL-Ghatarifi Week: 14
Name of Supervisor:Dr. Aaron Paul Pineda
Dissertation Topic:
"Analyzing the leadership challenges at Sultan Qaboos Air Academy"
Venue:supeTime:1330Date/Day:Jan 2018
Tasks as per project plan Actual tasks taken up/completed
References Approved with a minor Revision
Comments /observations/remarks by the student
The following is being discussed with the supervisor:
 Relevant references for the study

112
Remarks/Comments by the supervisor
Signature of Student:Salim Said AL-Ghatarifi
Date: …. Jan 2018
Signature of Supervisor:Dr. Aaron Paul Pineda
Date: ….. Jan 2018