Role of Leadership in Improving Organisational Growth: A Case Study of Stanley Security

This research study explores the effect of leadership on the growth of an organisation, with Stanley Security as a case study. The study aims to find out how leadership influences the performance of employees and the consequent impact on organisational growth.

Running head: DISSERTATION
Role of leadership in improving the organisational growth: A Case Study of Stanley
Security
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Unit Title: Dissertation
Unit Code: Dissertation
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Word count: 10,087 (Excluding Acknowledgement, Abstract and References)

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Acknowledgement
I am thankful to every person who has provided me continuous support to complete my
research work based on ‘Role of leadership in improving the organisational growth: A
Case Study of Stanley Security’. I would also like to express heartfelt gratitude to my
professor ........... who has been my guide and constant support during the entire study
programme. I would like to thank my friends and family who have given me confidence and
support all the times during the research work. I am also very grateful to the employees of
Stanley Security who spared their valuable time and provided their responses to collect the data
for the study, and also to the management of Stanley Security, who had given me the
opportunity to conduct a study on them and provided extreme cooperation and help through the
study. Completion of the research gives me much pleasure.
Thank You.

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Abstract
Organisational growth is necessary for any organisation to survive in the industry. It is
influenced by many internal as well as external factors, and one of them being the performance
and productivity of the employees. This research study explored the effect of leadership on the
growth of an organisation. To conduct the study, Stanley Security was chosen as a case study
company and 50 employees provided response on the survey, meant for data collection.
Quantitative analysis method was adopted using SPSS version 20. From the findings of the
data analysis, it was observed that, in Stanley Security, the employees perceive that the leaders
of the organisation contribute significantly in improving their skills, and productivity and they also
motivate the employees to perform better. However, it was also observed that, leadership
qualities are not directly associated with the level of educational qualifications. Time constraint
is a limitation in this study, which limits the scope of the study in terms of collecting secondary
data and analysis of that. From the analysis of the data it was found that, although majority of
the survey respondents reported the presence of a effective leadership in Stanley Security, yet
some people found that the leaders lack charismatic personality and motivational power. Hence,
it was recommended that the organisation must take steps to increase the soft skills of the
leaders through personality development programs and ensure coordination through teamwork.
The leaders should be trained to identify the training needs of the subordinates and arrange
those trainings, so that their skill is improved and productivity is increased leading to
organisational growth.

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Table of Contents
List of acronyms/abbreviations....................................................................................................5
List of tables................................................................................................................................ 6
List of figures............................................................................................................................... 7
CHAPTER 1: INTRODUCTION...................................................................................................8
1.1 Introduction........................................................................................................................ 8
1.2 Background of the study.....................................................................................................8
1.3 Company background........................................................................................................9
1.4 Research aim and objectives.............................................................................................9
1.5 Research Questions...........................................................................................................9
1.6 Research rationale........................................................................................................... 10
1.7 Structure of the study.......................................................................................................10
CHAPTER 2: LITERATURE REVIEW.......................................................................................12
2.1 Concept of Leadership.....................................................................................................12
2.2 Organisational Leadership...............................................................................................12
2.3 Motivational Theory of Leadership...................................................................................13
2.4. Motivation and Leadership..............................................................................................14
2.5 Leadership Theories.........................................................................................................15
2.6 Leadership Style.............................................................................................................. 16
2.7 Decision-Making Style in Leadership................................................................................17
2.8 Power of the Motivation....................................................................................................17
2.9 impact of leadership style on organisations......................................................................18
2.10 Conceptual Framework..................................................................................................20
CHAPTER 3: RESEARCH METHODOLOGY............................................................................21
3.1 Introduction...................................................................................................................... 21
3.2 Research Onion............................................................................................................... 21

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3.3 Research Philosophy.......................................................................................................21
3.4 Research Approach..........................................................................................................22
3.5 Research Design.............................................................................................................. 23
3.6 Data Collection methods..................................................................................................24
3.7 Sampling technique..........................................................................................................24
3.8 Data analysis technique...................................................................................................25
3.9 Ethical considerations......................................................................................................26
3.10 Timeline.......................................................................................................................... 26
CHAPTER 4: DATA ANALYSIS AND FINDINGS......................................................................27
4.1 Introduction...................................................................................................................... 27
4.2 Findings........................................................................................................................... 27
4.2.1 Demographic analysis...............................................................................................27
4.2.2 Non demographic factors and descriptive analysis....................................................33
CHAPTER 5: DISCUSSIONS....................................................................................................41
CHAPTER 6: CONCLUSION AND RECOMMENDATIONS.......................................................44
6.1 Introduction...................................................................................................................... 44
6.2 Linking with the objectives................................................................................................44
6.2.1 Linking with the first objective....................................................................................44
6.2.2 Linking with the second objective...............................................................................45
6.3 Recommendations........................................................................................................... 46
6.4 Limitations and Future scope of research.........................................................................47
6.5 Conclusion....................................................................................................................... 48

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List of acronyms/abbreviations
SSS: Stanley Security Solutions
CEO: Chief Executive Officer
CFO: Chief Financial Officer
COO: Chief Operating Officer
MCQ: Multiple-Choice Questions
HR: Human Resource
SPSS: Statistical Package for the Social Sciences

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List of tables
Table 1: Sampling of survey......................................................................................................25
Table 2: Gantt chart................................................................................................................... 26
Table 3: Cross tabulation of ‘Charismatic leadership’ and ‘Gender’...........................................28
Table 4: Cross tabulation on ‘Motivation power’ and ‘Gender’...................................................28
Table 5: Cross tabulation of ‘Charismatic leadership’ and ‘Age group’......................................29
Table 6: Cross tabulation of ‘Motivation power’ and ‘Age group’................................................30
Table 7: Cross tabulation of ‘Charismatic leadership’ and ‘Tenure’............................................31
Table 8: Cross tabulation on ‘Motivation power’ and ‘Tenure’....................................................32
Table 9: Cross tabulation of ‘Charismatic leadership’ and ‘Motivation power’............................38
Table 10: Cross tabulation of ‘Motivation power’ and ‘leaders increase productivity’.................38
Table 11: Cross tabulation of ‘leaders increase productivity’ and ‘leaders encourage in
enhancing skills’......................................................................................................................... 39
Table 12: Cross tabulation of 'leaders increase productivity’ and ‘leaders contribute in
organisational growth'................................................................................................................ 39

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List of figures
Figure 1: Conceptual Framework...............................................................................................20
Figure 2: Research onion...........................................................................................................21
Figure 3: Gender profile............................................................................................................. 27
Figure 4: Age group................................................................................................................... 29
Figure 5: Designation of the participants....................................................................................30
Figure 6: Tenure in the company...............................................................................................31
Figure 7: Educational qualification.............................................................................................33
Figure 8: Charismatic leadership in the company......................................................................34
Figure 9: Leadership comes with highest educational qualification............................................34
Figure 10: Motivational power of leaders...................................................................................35
Figure 11: Leaders influence in increasing productivity..............................................................35
Figure 12: Leaders promote supportive work environment........................................................36
Figure 13: Leaders encourage in enhancing skills.....................................................................37
Figure 14: Leaders contribute in organisational growth..............................................................37

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CHAPTER 1: INTRODUCTION
1.1 Introduction
Organisational growth is a key factor, which contributes to the sustainability of the
business. Many strategies are undertaken by the companies to ensure that there is a persistent
organisational growth. On the other hand, there are many elements within the organisations that
influence the organisational growth effectively. Effective leadership is one such organisational
factor that has a significant impact on the productivity of the employees, which in turn affects the
productivity of the organisations (Yukl 2012). As stated by Dobre (2013), an organisation can
only grow when it would have a perfectly balanced combination of right strategies and motivated
employees, and an effective leadership can motivate the employees to align their personal
goals with the organisational objectives so that they can contribute significantly in the growth of
the organisation. However, there are many internal and external factors, which have a
significant impact on the organisational growth other than leadership. This research study will
focus on the impact of leadership on the growth of the organisation. This research is based on
Stanley Security to address the issue. Through this chapter, the background of the study, the
research aim and objectives, research questions, the research rationale and structure of the
study will be presented.
1.2 Background of the study
As highlighted by Muogbo (2013), employee productivity is one of the major factors that
contribute significantly to the performance of the organisations. Employee performance and
productivity are dependent on many factors, such as knowledge, skills, resources, equipment,
remuneration and benefits, incentives, rewards and recognition, career progress opportunities,
job satisfaction and motivation (Anitha 2014). The leaders play a major role in motivating and
inspiring the employees to perform their best and they can apply different strategies for
motivating the employees. At the same time, there are many other external and internal factors,
such as, the market competition, demand and supply of the product or service, work culture,
capital resources, cash flow, expert knowledge, networks, political and economic condition of
the nation, and strategies and vision of the organisation that determine the organisational
growth. However, having committed employees is an important aspect for any organisation to
achieve a sustainable growth (Andrew and Sofian 2012). On the other hand, the employee
commitment is influenced by many other factors, among which leadership is one. Two major
motivational theories, provided by Maslow (1943) and Herzberg, Mausner and Snyderman

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(1959), address the factors of employee motivation, but none of the theories has explored the
role of leaders in increasing the employee motivation and consequent growth of the
organisations. Thus, through this study, the role of leadership in motivating the employees in
Stanley Security and its impact on the organisational performance and growth has been
explored.
1.3 Company background
Stanley Security Solutions (SSS) is a global provider of the security solutions and
services and is a division of Stanley Black & Decker Inc. The company is a manufacturer of
household hardware and industrial tools. It is headquartered in Hartford, Connecticut, in the
USA. Stanley Security Solutions manufactures locks and security products and it is an
international unit, having operations in Europe, Latin America, Asia and other emerging
markets. In the United States, Stanley Security is the second largest electronic security
enterprise on the basis of the total revenue. It is also one of the biggest system integrators in
the nation (stanleysecuritysolutions.com 2018). Stanley Security, UK has been chosen for
conducting the study on the impact of leadership on organisational growth. Few of the
employees were chosen for conducting a survey to address the research questions.
1.4 Research aim and objectives
The research paper aims to find out the impact of leadership on the growth of an
organisation. The paper will explore how the leadership factor in an organisation, which is,
Stanley Security, influences the performance of the employees to achieve organisational goals
and growth.
The research objectives are:
 To explore the role of employee contribution in the growth of Stanley Security
 To examine how the leadership can influence the performance of the employees and
consequently affect the organisational growth in Stanley Security
 To recommend on how Stanley Security can implement leadership as a measure of
influencing the employees to improve their performance
1.5 Research Questions
Primary research question
1) How do the leaders of an organisation contribute to achieving organisational growth in
Stanley Security?

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Secondary research questions
2) How far the employees contribute to achieving the growth of Stanley Security?
3) What is the impact of leadership on the employee motivation and performance in Stanley
Security?
1.6 Research rationale
The study has both the academic and organisational implications. Many studies have
been conducted on different aspects of the organisational performance and growth and on the
impact of different leadership styles on the employees. There are also a few famous
motivational theories, which explained the factors that motivate the employees of an
organisation and their impacts. However, there is no study which explored the effect of
leadership on the organisational growth. In other words, there are many factors that shape the
growth of any organisation and the employee contribution is one of those factors. Similarly, the
employee contribution is influenced by many factors and leadership is one of those. This
research has contributed to the academic world by gaining an extensive knowledge on the
effect of leadership in an organisation on its growth, through two aspects, impact leadership on
the employee performance and its consequent impact on the performance of an organisation.
This study would be beneficial for the businesses as this would help them to identify the
problem areas, where effective leadership can be beneficial to accomplish the organisational
goals. This would also help the organisations to explore the full potential of the leaders for
retaining the performing employees and achieving the growth in the business. Thus, through
this research study, how the leadership can play an effective role in retaining the efficient
employees and contribute in business growth; and hence, this study is beneficial for both the
academic and business world has been the aimed.
1.7 Structure of the study
Chapter 1 of the paper introduces the research topic to the readers by presenting the
background context of the study, research is, objective and questions, research hypothesis, the
background of the case study company, that is, Stanley Security, and significance or rationale of
the research. In chapter 2, this research presents the literature review. This chapter presents
what information and knowledge the research gathered while exploring the previous literature by
other scholars on the related subjects. This helps in understanding the context and determining
the research strategy accordingly. The third chapter presents the Research Methodology, which
presents the plan of the research to undertake the study in a timely manner. In the fourth

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chapter, the findings from the analysis of the data and the outcomes are presented and in the
last chapter, the research will provide the concluding remarks, that is, whether the research
objectives have been fulfilled and research questions have been answered in a logical manner.
Recommendations based on the findings will also be presented in the last chapter.

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CHAPTER 2: LITERATURE REVIEW
2.1 Concept of Leadership
Leadership plays a vital role in the organisation and its business. According to Conger
(2004), leadership represents individuals who help in establishing a direction of the working
group of the individuals. They also gain commitment from the group members in a particular
direction and then motivate them in achieving the outcome of the direction. Leadership is
viewed through multiple concepts and angles. In other words, leadership represents the person
who remains in charge and possess the authority of taking decisions. Leaders also have the
power of implementing his/her decision or implement a procedure of having a set of
authoritative processes for influencing a team, group or organisation for enhancing their ability
(Padilla 2013). This helps in the establishment of a clearer vision and providing knowledge,
methods and information in realizing the vision. The leaders even balance and coordinate the
conflicting interest of the stakeholders and the members. Therefore, the selection of a leader
depends on his/her personal characteristics, the cultural, and the social factors.
Leaders exhibit integrity, honesty, ethics and trustworthiness (Amanchukwu, Stanley and
Ololube 2015). On the other hand, strong leadership involves clearer communication skills that
they use in motivating and inspiring the employees thereby determining new levels of
organisational growth. A true leader visualizes and plans for achieving the organisational goals.
They also try and find answers to the challenges and are the first people in reassuring and
inspiring the workers when things do not go as per the planning. They are the people who find
means for the staffs to not only work together but also at the same time achieve results in an
effective and efficient manner. Therefore, leaders must be able to follow the industry trend and
take the risk of ensuring business growth.
2.2 Organisational Leadership
Organisational leadership plays a key role in the cultivation and evolution of an
organisation. Organisational leadership enables its members and the working teams to not only
face challenges but also work towards the goals of an organisation in a praiseworthy manner
(Bass 2013). In the era of the rapidly changing trends of the business and the increased
demands of the customers, leadership plays a crucial role. However, at the organisational level,
strategic leadership is necessary, as it is capable of predicting the necessary changes and
alternations much in advance, create commitment and the ideal atmosphere for the teams and

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the workers in adopting and understanding the changes in a successful manner (Tourish 2014).
These actions undertaken by the leaders are effective for the organisation and its survival. Just
as business goals remain non-achievable without the adoption of strategic business processes
similarly organisational sustainability also remains not achievable in absence of the strategic
leadership role (Marshall, Coleman and Reason 2017). Right from the allocation of the
resources to the alignment, from the perception of the thing to decide on an aspect of future
focusing, from ensuring motivation to the teams to achieving the organisational goals and
confirmation of a sustainable growth, the footprint of leadership persist in every aspect (Men
and Stacks 2014).
Thus, leadership represents the ability of management of an organisation for not only
setting but achieving challenging goals, taking decisive and swift action, outperforming the
competition and inspiring others in performing well (Tannenbaum, Weschler and Massarik
2013). Therefore, it is difficult to assign a value to leadership in comparison to the quantitative
aspects. Individuals with stronger leadership skills rise to the executive positions like the chief
executive officer (CEO), the chief financial officer (CFO), the chief operating officer (COO), the
chairman or the president.
Organisational leaders hold another responsibility that involves inspiring and motivating
employees. Employee motivation is not only necessary for the performance of the employees
but also acted as a catalyst for organisational success (Lazaroiu 2015). Therefore, leaders and
managers play a key role in the creation of a culture and an atmosphere of productivity and
enthusiasm amongst the employees that helps them in doing what they are required to do.
2.3 Motivational Theory of Leadership
To understand the motivational aspect of leadership it is necessary to consider theories.
The theorists like Mayo, Maslow, Hertzberg, Vroom and McGregor have made a contribution
towards the human understanding of the motivational factor (Miner 2015). The theories put
forward by them are old but they still find relevance in describing the present day's scenario.
The most famous among the motivational theories include the Maslow's Hierarchy of the Human
Needs Theory (Kaur 2013). According to this theory there exist five different levels of need
which includes physiological, safety, love and belonging, self-esteem and self-actualization.
Each level needs to be fulfilled before moving onto the next level. Physiological needs were
enough for motivating people in past today's employees look out for the satisfaction of higher
needs(Taormina and Gao 2013).

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The motivational theory put forward by McGregor came to be known as the X and Y
theory. According to this theory, people were placed in two groups. Group X represented the
people who expressed more interest in compensation and rewards while the people belonging
to Group Y were self-directed people who looked for challenges (Arslan and Staub 2013).
The motivational theory of Hertzberg, also known as the motivation-hygiene theory,
categorized the employee motivation into two groups, motivation and hygiene. According to this
theory, the motivational factors have intrinsic orientation and include greater responsibilities and
challenging work (Kultalahti and Liisa 2014). The hygiene factors are extrinsic motivators
including salary and benefit. The absence of the hygiene factors can lower employee
motivation.
Vroom put forward the Expectancy Theory based on the assumption that behaviour
resulted from the conscious choices amongst the alternatives whose purpose remained in
maximizing pleasure and minimizing pain (Hsu, Shinnar and Powell 2014). Vroom understood
that the performance of employees depended on the individual factors like skills, personality,
experience, knowledge and abilities. In other words, according to this theory, employees
voluntarily choose one of the behaviours over another provided they believed that the behaviour
resulted in the desired outcome.
These theories still hold relevance in present times since they ensure influencing the means by
which the present theories explains motivation (Shahzadi et al. 2014)
2.4. Motivation and Leadership
It is important to develop an understanding of how leadership can influence motivation in
employees. Initially, there was hardly any clarity on the role that leaders required to play in
motivating employees which led the leaders to undermine the importance of the development of
an effective relationship with the employees (Schuh et al. 2014). Leaders should be able to
differentiate the fact that the strategies that motivate a specific group of employees might not be
able to provide motivation for the other group. Therefore, a leader must implement various
strategies customized according to individuals. For instance, some of the employees might get
motivated by job security while others might get motivated by power, compensation, recognition
and clear policies of the company. There, however, exist some employees who get intrinsically
motivated and find enjoyment in whatever they do.

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2.5 Leadership Theories
There are various theories of leadership put forward by scholars that help in explaining
and identification of leadership characteristics within an organisation based on effectiveness.
These theories include:
Great Man Theory:
Thomas Carlyle popularized the great man theory of leadership during the nineteenth
century. This theory assumed that leadership traits are intrinsic and that great leaders are not
made but born. The theory was also based on the belief that greater leaders rise when they are
confronted with the appropriate situation (Landis, Hill and Harvey 2014).
Trait Theory:
The trait theory of leadership puts forward the belief that certain qualities in people are
either made or born that helps them in excelling the leadership roles (Stodgill 1974). The quality
that puts a person in the shoes of the good leader includes responsibility, creativity and
intelligence (Cherry 2012). This theory focuses on the analysis of the physical, social and
mental characteristics for gaining a better understanding of the characteristics or combination of
characteristics common amongst the leaders.
Behavioural Theory:
The behavioural theories offered a newer perspective where the focus lay on the
leadership behaviour instead of physical, mental and the social characteristics (McCleskey
2014). The evolution of the factor analysis enabled the research in measuring the relationship
between the cause and effect of a particular human behaviour of the leaders. This theory
believed in the fact that leaders are made and not born. According to this theory, leaders are
divided into two categories. The first category includes the leaders who are particularly
concerned with the task while the other consists of those who remain concerned with the
people. Though the leaders remain segregated in different categories their essence remains
identical.
Contingency Theory:
The contingency theory of leadership puts forward an argument that there exist no
particular means of leadership and each of the leadership styles depends on specific situations
that signify that there exist some people who deliver maximum performance at some places.

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The same people might deliver minimum performance in a different situation (Chemers 2014).
The contingency theory of leadership represents an extension of trait theory as human traits can
be related to situations where leaders exercise leadership. This theory accepts the fact that
leaders remain more likely in expression leadership when they realize their followers to be
responsive.
Transactional Leadership Theory:
This theory of leadership known as the exchange theory of leadership remains
characterized by transaction made between the followers and the leaders (Antonakis and House
2014). Thus this theory takes into consideration the mutually beneficial and the positive
relationship between both. For the effectiveness of the transactional theory, a leader should
search for means for rewarding the followers in performing the task assigned by the leader.
Thus, transactional leaders become effective when they are able to develop an environment
that is mutually reinforcing and for that, the organisational and the individual goals should
remain in sync.
Transformational Leadership Theory:
This theory of leadership puts forward a method by through which an individual is able to
interact with the others and is the position of creating solid relationship that leads to higher
percentage of trust thereby resulting in increase of both intrinsic and extrinsic motivations in
both the leaders and the followers (Choudhary, Akhtar and Zaheer 2013). The essence of this
theory of leadership lies in the fact that the leaders through their charismatic personality and
inspirational nature are capable of transforming the followers. The rules remain flexible and
guided by the norms of the group. Such attributes lead to a sense of belonging amongst the
followers since they can easily identify the purpose of the leaders.
2.6 Leadership Style
There are various types of leadership styles which include democratic, laissez-faire,
paternalistic, authoritarian, transformational and transactional. For narrowing the research, this
paper concentrates on the transformational, charismatic and the transactional styles. According
to Birasnav (2014), transactional leadership style does not regularly involve with the workers
until there is an occurrence of a deviation or mistake. The transactional leaders want to
flawlessly follow the same procedures within a company, every time they are responsible for
performing a job. Moreover, this leadership style does not provide enough motivation to the

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employees or aid them in achieving career growth. While transformational leadership style is
charismatic, stimulating, challenging and inspirational and contributes to the employee
development. Therefore under this leadership style, employees work willingly towards the
achievement of full potential (García-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez
2012). On the other hand, the charismatic style of leadership depends on the persuasiveness
and charm of a leader. They are mostly driven by the commitment and convictions towards the
cause. Therefore, Charismatic leaders share various similarities with the transformational
leaders.
2.7 Decision-Making Style in Leadership
According to Yurkl (2013), there are different ways in which the leaders can adopt in
making decisions. Leaders possess the power of expanding or limiting the employee
participation through the process of decision making. The procedures include (Huczynski,
Buchanan and Huczynski 2013):
 Consultation: Here the leader takes a decision after considering the opinion of the other
employees
 Delegation: In this case, the leader gives the other employees the authority for decision
making.
 Joint Decision: Here a decision is equally influenced by a leader and his employees
 Autocratic Decision: This is the case when the employee acts passive and the leaders
have total control over a decision
When the leaders engage the employees in the process of decision making then it not
only enhances the quality of the decision but also makes it easily accepted. Such decisions also
help in enhancing the satisfaction of the employees and enhance the skills of the employees.
2.8 Power of the Motivation
Motivation has immense power in enhancing employee performance. Motivation from
the leaders not only helps in energizing the employees in pushing towards the accurate
direction through the meeting of the basic human needs like belonging, recognition, self-esteem,
self-directedness and the capability to live (Fehr, Herz and Wilkening 2013). In other words,
motivation has a direct correlation with the productivity of the employees and the organisational
growth.

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2.9 impact of leadership style on organisations
Clinebell et al. (2013) examined the relationship between the different leadership styles,
such as, transactional, transformational and avoidant or passive leadership and the three
dimensions of the organisational commitment, namely, affective, normative and continuance in
two of the subsidiaries of a multinational company. The study revealed that, the transformational
style of leadership had the most significant and positive impact on the affective as well as
normative organisational commitment, while avoidance or passive leadership negatively
affected the affective commitment. On the other hand, transactional style of leadership has
influence on the affective and also on the continuance commitment. Thus, it can be inferred that
different leadership styles have significant impact on the different levels of organizational
commitment, which results in success or downfall of an organisation.
Another study by Aarons et al. (2015) explored the effect of leadership style as well as
emotions on the performances of the subordinates in an organisation. The relationship between
the leaders and the subordinates is dependent on various factors, and emotion is one of them.
In this paper, the authors used the emotions of optimism and frustration as a parameter for
measuring the emotions of the subordinates. According to the findings of the study, the
transformational style of leadership had significant and direct influence on the optimism and
frustration. The authors also found that the negative impact of frustration in the job outweighed
the positive influence of optimism on the performance of the employees in an organisation.
Hence, it was concluded that the performance of the employees in an organisation was highly
affected by the emotions like optimism and frustration, which in turn influenced the relationship
between the subordinates and transformational leaders in the organisation, and the impact of
the transformational style of leadership on the employee performance was indirect but
significant.
According to a study on the impact of leadership on the organisational performance by
Ullah (2013), it is seen that in the case study company, D&R Cambric Communication, the
leadership style had a significant contribution in the company’s success. It is a service sector
company, unlike Stanley Security, which is a product company. Moreover, the study found that
the CEO of the company followed the transactional and democratic style of leadership, which
worked effectively to motivate the employees to increase their productivity in a very short period
of time.

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Paracha et al. (2012) showed in their paper that job satisfaction had no significant role in
transactional leadership and employee performance, although it has a significant mediating role
between the transformational style of leadership and performance of the employees. The
authors studied the cases of 6 private schools in Islamabad and Rawalpindi in Pakistan and
concluded that, both the transformational and transactional style of leadership had significant
positive impact on the employee performance and job satisfaction acted as a mediator. Thus, it
can be inferred that job satisfaction of the employees of any organisation depends on the impact
of the leadership style, which in turn affects the performance of the employees.
From the literature review, it can be derived that various researchers have explored the
topic of impact of leadership styles on the employee performance, their motivation and job
satisfaction. It is found that, in almost every study, the authors have focused on the service
sector to find out the impact of the leadership on the organisational performance. There is not
much study on the product or manufacturing sector. Thus, this study focuses on a product
company, that is, Stanley Security, to examine the impact of the leaders on the organisational
growth by exploring the employee performance. As organisational growth is almost entirely
dependent on the performance and productivity of the employees, it is necessary to explore the
job satisfaction and motivational factors, which influence the employees.

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Leadership
Employee Motivation
Employee Performance
Organisational Effectiveness
Organisational Growth
2.10 Conceptual Framework
Figure 1: Conceptual Framework
(Source: Author)

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CHAPTER 3: RESEARCH METHODOLOGY
3.1 Introduction
In this chapter, specific procedures which have been used in selecting, identifying and
analysing the information are discussed. Research methodology is the process of systematic
collection of the data for the research. Research methodology allows critically evaluating the
overall reliability and validity of the data (Glesne 2015). Kumar and Phrommathed (2015)
supported this by saying that research methodology is the process to collect the data for
business decision-making and it includes the publication of the research, interviews and
surveys. The importance of research methodology lies in the data collection process and
approach which enables analysis of the data in a significant way (Newman and Benz 2018).
3.2 Research Onion
Research onion states about the effective progression of a collection of the data and it is
the process through which data collection technique is designed. Research onion is the layered
approach which enables to collect the data. Three layers of research onion are the ontology,
epistemology and axiology. As stated by Saunders et al. (2015), the usefulness of the research
onion lies in the adaptability of the research methodology and it can be used in a different
context. Research onion explains the variety of techniques which are available to collect the
data.
Figure 2: Research onion
(Source: Saunders et al. 2015)

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3.3 Research Philosophy
Research philosophy mainly deals with the development, nature and source of the
knowledge. Research philosophy is the concept of the process through which data about the
research information should be collected, used and analysed (Hughes and Sharrock 2016).
Research philosophy helps to formulate the beliefs and assumption of the research. The
research philosophy reflects the important assumption and this concept serves the purpose of a
research strategy. There are mainly three types of research philosophies, positivism, realism
and interpretivism. In this research, the positivism philosophy has been selected to conduct
the research.
Justification of selecting Positivism philosophy
Positivism deals with factual knowledge which is gained through observation. Within an
organisation, leaders play a major role in inspiring and motivating the employees with different
strategies. The leaders' observation and strategies can be conceptualised through positivism
philosophy. Positivism process includes the measurement and it is a trustworthy process. The
role of the researchers is limited to the interpretation and collection of the data in an objective
perspective. Positivism philosophy helps to collect the data in a scientific way (Mackey and
Gass 2015). The research findings are quantifiable and observable. The leaders’ perspective
within an organisation will be collected as positivism takes the account of empiricist view as the
knowledge stems from human experience.
3.4 Research Approach
The research approach is a procedure and plan which consists of few steps of
assumptions to a detailed method of collecting the data, interpret and analyse the data. The
research approach is based on the nature of the research problem (Taylor et al. 2015). The
research approach is divided into two categories; data collection approach and approach of the
data analysis. Collection of data approach can be divided into two further categories; qualitative
and quantitative. In addition, data analysis of research approach is categorised into two
processes; inductive and deductive. In this research, deductive research approach has been
taken to analyse the data.
Justification of selecting Deductive Approach
The deductive research approach is mainly concerned with developing the hypothesis of
the study and it is based on the theories and designing of the research strategy (Lewis 2015). In

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this research different types of leadership theories have been used in order to address the
leadership issues within the organisation. The deductive approach helps to find out the
reasoning from the particular to the general. Deductive approach tests to observe the
relationship obtained from the general circumstances (Gallarie et al. 2018). The deductive
approach has been the perfect help of this research as it has abundance of sources and there
was limited time available to complete the study. The deductive approach uses the theory and it
observes the test to justify the situation and lastly, it confirms and rejects the existing theories
and concept (Hattie and Jaeger 2017). On the other side, the inductive approach involves
searching the pattern from the development of an explanation of the research (Gallarie et al.
2018).
3.5 Research Design
Research design actually refers to the strategy chosen to integrate the various data and
components of the study in a logical and coherent way. Research design ensures that research
problem must be addressed. As stated by Creswell and Creswell (2017), research design
constitutes the blueprint of the data collection process, measurement of the data and analysis of
the data. There are mainly three types of research design; an exploratory research design,
explanatory research design and descriptive research design (Lambert and Lambert 2016). In
this research, descriptive research design has been selected. The researcher has also
considered explanatory research as the research question is trying to explain potential link
between leadership and organisational growth.
The justification for selecting a descriptive research design
Descriptive research design indicates the use primary data collection process as a
descriptive research design mainly helps to describe characteristics of phenomena and
population. Descriptive research design does not answer the research question; it just tells
about characteristics occurred. Descriptive research design allows the researchers to observe
without affecting normal behaviour (Knupfer and McLellan 2016). Descriptive research design
measures and tests a large number of samples which are used in the quantitative types of
experimentation. In this research, the data have been collected on observation the leaders’
behaviour in Stanley Security and descriptive design is used as pre-cursor towards quantitative
research design. Descriptive research design has not helped the researcher to gather the
truthful respondents always and descriptive studies may not be used to correlate variables.
Confidentiality is another issue of the descriptive research design (Lambert and Lambert 2016).

24DISSERTATION
In addition, the researcher has considered the explanatory research design as the explanatory
design attempts to connect ideas of two subject matters to understand cause and effect.
3.6 Data Collection methods
Data collection for the research can be two types; primary data and the secondary data.
Primary data are collected from the first-hand respondents while the secondary data are
collected from the secondary data sources. In this research, both primary and secondary data
have been used.
Primary data have been collected through conducting a survey to the respondents. 12
close-ended MCQ type questions have been prepared for the survey using the Google Survey
Form. The survey questions have been segregated into two parts, demographic questions and
subjective questions. The survey research provides high level of general capability to represent
large population. Survey research can be conducted in low cost and in helps to gather
convenient data (Shixue 2013). The critiques further stated that survey research helps to
conduct good statistical significance along with precise result. On the contrary, survey research
provides inflexible design as it cannot change the process of data gathering and survey does
not have the capability to gather the data for the controversial issue. As pointed out by Shixue
(2013), survey may have possible inappropriate questions. The questionnaire has been sent to
the respondents. A small ‘pilot test’ has been conducted on just 15 respondents. This pilot test
has allowed:
 To frame the questions with proper wording
 To use appropriate options on research questions
 To use a proper sequence of the research questions
The respondents have been sent with a questionnaire and have been asked to revert within 15
days. The e-mail ids have been collected from the respondents and asked them to answer all
the questions.
The secondary information was collected from various secondary sources, such as,
different peer-reviewed journal articles and books on different types of leadership, their impact,
and different motivational factors. This information was beneficial in terms of creating the
foundation of the analysis of the primary data. This was also helpful in explaining the research
phenomenon as per the descriptive research design.

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3.7 Sampling technique
In this research, survey responses have been collected from the senior level employees
of Stanley Security. The data have been collected from the respondents of three different
departments in Stanley Security, Finance, HR and Operations. The sample population for the
research is senior employees of Stanley Security. There was strive to use a sample size of one
hundred and seventy-five; however, only 50 employees agreed to provide responses. Thus, the
sample size of the research is 50. Simple random sampling has been used for the research.
Simple random sampling is helpful as each of the employees has an equal chance of being
selected as a sample (Palinkas et al. 2015).
Sample
population
Sample size Sample
percentage
Sample
technique
Sampling
frame
175 Senior
employees of
Stanley
Security from
three different
departments
50 28.57% Simple random
sampling
Google survey
form using
email
Table 1: Sampling of survey
(Source: Author)
3.8 Data analysis technique
Survey data has been collected from 50 senior level employees and quantitative data
analysis technique has been used. Quantitative data are mainly numerical data (Clemence et al.
2014). Quantitative data has helped the researcher to do objective testing and it has helped to
answer the research questions in a more unambiguous manner. Quantitative data are valid,
generalizable and reliable (Cavana et al. 2013). On the other side, some of the topics may not
go with numbers and survey instruments are vulnerable to error. Hence, descriptive study has
been conducted on the numeric data. Along with that visual representation has been done to
make it more comprehensible. SPSS software, version 20 has been used to calculate the
statistical data. SPSS software offers advanced statistical analysis using algorithms, open
source extensibility, text analysis and seamless deployment of data. Correlation and regression
analysis have been used to establish the relationship of variables in the research.

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3.9 Ethical considerations
This research is associated with human participants. Therefore, permission has been
taken from Stanley Security for conducting the survey based on the leadership. A consent form
has been prepared and each of the survey respondents had to sign before they provided their
response. All the ethical norms have been followed during the research. Data Protection Act
1998 UK has been followed to save the data of the research.
 Confidentiality has been maintained
 Exchange of money during the research has not been conducted
 Any coercion during the research process has not been done
 Destruction of research data would be done once the research would be completed
 University allowed the research process that all the data has been collected only for the
research purpose.
3.10 Timeline
Activities Week 1 Week 3 Week 6 Week 9 Week
13
Week
15
Week
16
Selection of
research topic
✓
Reviewing of
literature
✓
Data collection
(Survey)
✓
Data analysis ✓
Drawing
conclusion
✓
Recommendation
s
✓
Final submission ✓
Table 2: Gantt chart
(Source: Author)

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CHAPTER 4: DATA ANALYSIS AND FINDINGS
4.1 Introduction
This chapter presents the outline of the data collected for the purpose of research, its
analysis and its findings. The data on the perception of the employees of Stanley Security
regarding the effectiveness of leadership in the organisation was collected through a survey on
the employees. 50 employees provided responses on the survey, which was analysed using
quantitative methods. The findings from the data and its explanation have been illustrated in the
chapter which will help to get to the logical conclusion of the study.
4.2 Findings
4.2.1 Demographic analysis
The survey questionnaire contained two parts, demographic and non-demographic. The
first 5 questions put focus on collecting the demographic data of the respondents. Demographic
factors are those which capture the socio-economic features of the population (Chong 2013). In
the given study, the gender, age group, designation in Stanley Security, years of association
and educational qualification of the survey participants were captured under demographic
factors. These factors were considered to get an idea about the social and economic
background of the respondents, which is beneficial in understanding their perspective regarding
the research topic.
Figure 3: Gender profile

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It is seen from the responses that 32 (64%) were male employees and 18 (36%) were female
employees.
6. Charismatic leadership * 1. Gender Crosstabulation
Count
1. Gender Total
Female Male
6. Charismatic leadership
Strongly disagree 0 5 5
Disagree 3 4 7
Neutral 6 6 12
Agree 8 13 21
Strongly agree 1 4 5
Total 18 32 50
Table 3: Cross tabulation of ‘Charismatic leadership’ and ‘Gender’
It is seen that regarding the perception on whether the leaders in Stanley Security have the
charismatic personality, majority of both the male and female employees have agreed on that.
An equal number of male and female employees have a neutral perspective and while 5 male
employees have strongly disagreed, none of the female employees strongly disagreed.
8. Motivation power * 1. Gender Crosstabulation
Count
1. Gender Total
Female Male
8. Motivation power
Strongly disagree 0 1 1
Disagree 2 3 5
Neutral 3 6 9
Agree 9 17 26
Strongly agree 4 5 9
Total 18 32 50
Table 4: Cross tabulation on ‘Motivation power’ and ‘Gender’

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The crosstabulation between gender and motivation power shows that, gender does not
influence the perception regarding the existence of motivational power of the leaders of Stanley
Security. Majority of both the female and male employees have agreed to it.
Figure 4: Age group
There were 4 age groups in the survey to capture wide range of ages of the employees. 25 has
been considered as the lowest age as the employees below that age are mostly interns and
partially employed. It has been found that majority of the respondents, 19 people belonged to
the age of 41 to 50 years, followed by 13 people in 31 to 40 years and 10 people in 51 to 60
years.
6. Charismatic leadership * 2. Age group Crosstabulation
Count
2. Age group Total
25-30 years 31-40 years 41-50 years 51-60 years
6. Charismatic leadership
Strongly disagree 2 2 0 1 5
Disagree 1 1 4 1 7
Neutral 4 4 3 1 12
Agree 1 5 9 6 21
Strongly agree 0 1 3 1 5
Total 8 13 19 10 50
Table 5: Cross tabulation of ‘Charismatic leadership’ and ‘Age group’

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The cross tabulation shows that whether age group influences perception of people regarding
the leadership style in Stanley security. It is seen that majority of employees within the age
group of 41-50 years have positive perception regarding the charismatic leadership in Stanley
Security, while younger employees have a neutral perception.
8. Motivation power * 2. Age group Crosstabulation
Count
2. Age group Total
25-30 years 31-40 years 41-50 years 51-60 years
8. Motivation power
Strongly disagree 1 0 0 0 1
Disagree 2 1 2 0 5
Neutral 2 4 2 1 9
Agree 2 7 10 7 26
Strongly agree 1 1 5 2 9
Total 8 13 19 10 50
Table 6: Cross tabulation of ‘Motivation power’ and ‘Age group’
Regarding the cross tabulation results between age group and motivation power, it is seen that
maximum employees who have agreed belonged to the age group of 41 to 50 years, followed
by the senior group, that is 51-60 years. However, the youngest people, between 25-30 years
have mostly neutral and disagreement perception.

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Figure 5: Designation of the participants
Among the survey respondents, only 8 were managers in Stanley Security and rest 42 were
executives. This has been beneficial to know about the perspectives of the employees regarding
the role of the managers or leaders in Stanley Security.
Figure 6: Tenure in the company
It is seen from the responses that, majority of the participants (21 or 42%) are associated with
the company for 6 to 10 years. This is followed by equal number of employees (11) working for
1 to 5 years as well as more than 10 years. Only 7 respondents were working for less than 1
year. The tenured employees were expected to know better about the impact of leadership on
the organisational performances.
6. Charismatic leadership * 4. Tenure Crosstabulation
Count
4. Tenure Total
1 - 5 years 6 - 10 years Less than 1
year
More than 10
years
6. Charismatic leadership
Strongly disagree 2 0 2 1 5
Disagree 2 2 1 2 7
Neutral 3 4 3 2 12
Agree 3 12 1 5 21
Strongly agree 1 3 0 1 5
Total 11 21 7 11 50

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Table 7: Cross tabulation of ‘Charismatic leadership’ and ‘Tenure’
The cross tabulation between the tenure of the employees and their perception on charismatic
leadership in Stanley Security, it is observed that people who have a longer tenure in the
company, that is, 6 to 10 years and more than 10 years, have a positive perception towards the
existence of charismatic leadership in the company, while the ones who have shorter tenure
have mostly neutral and negative perception regarding the charismatic leadership in Stanley
Security.
8. Motivation power * 4. Tenure Crosstabulation
Count
4. Tenure Total
1 - 5 years 6 - 10 years Less than 1
year
More than 10
years
8. Motivation power
Strongly disagree 0 0 1 0 1
Disagree 2 2 1 0 5
Neutral 3 2 2 2 9
Agree 5 13 2 6 26
Strongly agree 1 4 1 3 9
Total 11 21 7 11 50
Table 8: Cross tabulation on ‘Motivation power’ and ‘Tenure’
A similar pattern is found in the cross tabulation between tenure and perception on motivation
power of leaders in Stanley. People with a higher tenure in the company have a perception that
the leaders have motivational power, while employees with comparatively shorter tenure have a
neutral or negative perception.
Thus, it can be said that, gender does not have much influence on the perception of employees
on whether the leaders in Stanley have charismatic personality and motivational power.
However, it is found that, employees within the age group of 41 to 50 years, who are mostly
senior employees and those who have a larger tenure, such as, 6 to 10 years and more than 10
years, have the perception that the leaders in the company have motivational power and adopt
the charismatic leadership style.

33DISSERTATION
Figure 7: Educational qualification
Among the 50 participants, majority, that is, 21 respondents held the graduate degree, followed
by 18 people with post graduate degree and 11 people were diploma holder. This was beneficial
in having knowledge about the average educational qualification of the employees in the
company, which also reflects that of the leaders.
4.2.2 Non demographic factors and descriptive analysis
Non-demographic factors include the factors specific to the leadership in the
organisation and its impact on the performance of the employees. The factors were derived
from the literature, and those focus on the charismatic leadership in the organisation, impact of
highest educational qualification on the leadership, motivational power of the leaders, impact on
employees’ productivity, leaders promoting supportive work environment, encouraging
employees to enhance their skills and contributing in the organisational growth. Impact of
leadership includes all the above factors that directly and indirectly influence the employees to
perform and achieve organisational goals.
The pattern of the survey responses on these factors are listed below, that capture the
perception of the employees of Stanley Security regarding the leadership in the company and its
impact.

34DISSERTATION
Figure 8: Charismatic leadership in the company
It is found from the responses that, 21 employees agreed and only 5 strongly agreed to the
question on whether the leaders in Stanley Security has charisma to inspire and motivate them
to perform well. However, 12 participants answered neutral, 7 disagreed and 5 strongly
disagreed to this. Thus, it can be said that the employees in the company on an average are
mostly influenced by the charisma of the leaders. Although 48% answered neutral or somewhat
disagreed.
Figure 9: Leadership comes with highest educational qualification
Regarding the question on whether the good leadership quality only comes with highest
educational qualification, the participants have majorly disagreed. 16 respondents answered
neutral, 17 have disagreed and 11 respondents strongly disagreed, while very few, that is, only
2 employees agreed and 4 employees strongly agreed. Thus, it can be inferred that employees

35DISSERTATION
perceive that leadership quality is not entirely associated with educational qualification. This is a
part of the personality of the leaders and that comes with education, grooming, basic knowledge
and experience. Hence, not all the leaders in the company have highest level of educational
qualification.
Figure 10: Motivational power of leaders
Majority, that is, 26 participants agreed to the question that the leaders in Stanley Security have
motivational power. Employees would perform well when they are inspired and motivated.
According to maximum number of participants, they feel motivated by the leaders of the
company.
Figure 11: Leaders influence in increasing productivity
21 respondents agreed to the question on whether the leaders in the company inspire and
support the employees to increase their productivity. 11 employees strongly agreed while 12

36DISSERTATION
employees answered neutral, 5 disagreed and 1 strongly disagreed to this. Thus, it can be said
that the employees have a general perception that the leaders in the organisation influence
them to increase their productivity.
Figure 12: Leaders promote supportive work environment
According to maximum number of participants, that is, 26 (52%), the leaders in the organisation
promote supportive work environment. 11 participants strongly agreed to this, while very few
people disagreed and answered neutral. This is an important factor which motivates the
employees for improving their performance. From the survey response, it can be inferred that
majority of the employees in the company think that the leaders contribute in promoting and
ensuring a supportive working environment.
Figure 13: Leaders encourage in enhancing skills

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Whether the leaders in Stanley Security encourage the employees to enhance their skills, 50%
of the employees agreed and 22% strongly agreed. Very few employees disagreed and
answered neutral. Hence, it can be said that the employees are encouraged in enhancing their
skills by the leaders in the organisation, which is beneficial for them for career progress.
Figure 14: Leaders contribute in organisational growth
Lastly, according to 44% of the employees, the leaders play a major role in achieving the
organisational growth in Stanley Security. 22% strongly agreed to this, while 26% answered
neutral, 6% disagreed and 2% strongly disagreed. However, the overall perception of the
employees regarding the contribution of the leaders in organisational growth is quite positive.
Cross tabulations have been performed to find out the relations between the responses on
some of the leadership factors.

38DISSERTATION
6. Charismatic leadership * 8. Motivation power Crosstabulation
Count
8. Motivation power Total
Strongly
disagree
Disagree Neutral Agree Strongly
agree
6. Charismatic
leadership
Strongly
disagree 1 1 1 2 0 5
Disagree 0 3 3 1 0 7
Neutral 0 0 4 7 1 12
Agree 0 1 1 16 3 21
Strongly agree 0 0 0 0 5 5
Total 1 5 9 26 9 50
Table 9: Cross tabulation of ‘Charismatic leadership’ and ‘Motivation power’
8. Motivation power * 9. leaders increase productivity Crosstabulation
Count
9. leaders increase productivity Total
Strongly
disagree
Disagree Neutral Agree Strongly agree
8. Motivation
power
Strongly disagree 1 0 0 0 0 1
Disagree 0 3 1 1 0 5
Neutral 0 1 8 0 0 9
Agree 0 1 3 20 2 26
Strongly agree 0 0 0 0 9 9
Total 1 5 12 21 11 50
Table 10: Cross tabulation of ‘Motivation power’ and ‘leaders increase productivity’
9. leaders increase productivity * 11. leaders encourage in enhancing skills Crosstabulation
Count
11. leaders encourage in enhancing skills Total

39DISSERTATION
Strongly
disagree
Disagree Neutral Agree Strongly
agree
9. leaders increase
productivity
Strongly
disagree 1 0 0 0 0 1
Disagree 1 4 0 0 0 5
Neutral 0 1 6 5 0 12
Agree 0 0 1 19 1 21
Strongly agree 0 0 0 1 10 11
Total 2 5 7 25 11 50
Table 11: Cross tabulation of ‘leaders increase productivity’ and ‘leaders encourage in
enhancing skills’
9. leaders increase productivity * 12. leaders contribute in organisational growth Crosstabulation
Count
12. leaders contribute in organisational growth Total
Strongly
disagree
Disagree Neutral Agree Strongly
agree
9. leaders increase
productivity
Strongly
disagree 1 0 0 0 0 1
Disagree 0 3 2 0 0 5
Neutral 0 0 9 3 0 12
Agree 0 0 1 18 2 21
Strongly agree 0 0 1 1 9 11
Total 1 3 13 22 11 50
Table 12: Cross tabulation of 'leaders increase productivity’ and ‘leaders contribute in
organisational growth'
These five variables were considered for cross tabulations, as those were most relevant to
assess the effectiveness of leadership in organisational growth. It can be seen from the above
tables that, maximum number of respondents has agreed on the relationships between the
variables. According to their responses, there is a positive relationship between the charismatic
personality, motivational power of the leaders, their capacity to increase employee productivity,
to motivate the employees for skill enhancement and finally in the contribution in organisational

40DISSERTATION
growth. Thus, it can be said that these crucial factors are linked with each other and have a
significant impact on employee performance and organisational growth.

41DISSERTATION
CHAPTER 5: DISCUSSIONS
This chapter presents the discussions on the findings. The study is a descriptive one.
The survey response data was analysed using descriptive methods. The findings are resented
in the previous chapter and in this chapter, the findings are explained in regards to the literature
review to reach to the conclusion of the study.
The survey contained questions on few factors that define the characteristics of leaders
in the organisation. These factors were chosen based on the previous literatures as mentioned
in the literature review chapter. There are various theories and research works on different
leadership styles, characteristics of leaders and impact on employee performance. By studying
the literatures, the most common and relevant factors were chosen for the survey, such as, the
charismatic leadership, motivation power of the leaders, leaders’ ability to increase productivity,
inspire the followers to enhance their skills, ensuring a supportive working environment and
lastly, contribution in organisational growth. The expected outcome would be to have a positive
response for all these variables representing effective leadership. According to the findings and
visual representation of the data, it is found that the respondents have mostly agreed to each of
the question, except for the variable on highest level of education implies best leadership. For
the rest of the questions, maximum number of respondents has agreed to the presence of
charisma and motivational power, capacity to inspire the employees for skill enhancement and
increase their productivity, promoting a supportive work environment and thereby contributing in
growth. From the outcomes of the cross tabulations, it is found that, there is a positive
connection between the crucial factors of leadership and their impact on employee performance
and growth. Motivational power of the leaders and charismatic personality are associated and
are present among the leaders in Stanley Security. It is found that senior employees of the
company, in terms of age and tenure, have a positive perception regarding the presence of
motivational power and charismatic performance of the leaders in Stanley Security. Similarly,
majority of the respondents have commonly agreed on the presence and association between
the other traits of the leaders, such as, inspiring the employees to enhance skills and increase
productivity and contribute in growth.
This descriptive study of the research topic indicates that the above mentioned factors
have shown expected outcomes as per the literatures. As stated by Cherry (2012), leadership is
associated with personal traits, experience and knowledge but not with highest education

42DISSERTATION
qualification. Hence, the outcome of the responses for this question on highest educational
qualification implies great leadership showed the expected outcome, that is, disagreement from
majority of the participants. Clinebell et al. (2013) focused on the effectiveness of
transformational leadership brings greater commitment from the employees, and job
satisfaction. Aarons et al. (2015) showed in their study that emotional factor is an important
aspect of the relationship between the leaders and the followers and transformation leadership
has a significant impact on the optimism and performance of the employees. Charismatic
personality is a part of transformational leadership and motivation power is an important feature
of this leadership. Hence, people who are senior and have greater tenure in the company, have
a longer relationship with the leaders and thus, have a greater experience of their personality,
motivation power and leadership style. Hence, according to the findings of the study, the
outcomes are aligned with the implications of the studies by Clinebell et al. (2013) and Aarons
et al. (2015).
The outcomes of the cross tabulations on the factors depicting leadership aspects are
also following the outcome of leadership theories. As found in the paper by Fehr, Herz and
Wilkening (2013), motivation is one of the most essential factors for improving the performance
of the employees, as it helps them to fulfil their basis needs as well as meet the organisational
objectives. Similarly, another study by Schuh et al. (2014) showed that leaders needed to
understand the needs of the individual employees and apply customized techniques to motivate
them. On the other hand, Choudhary, Akhtar and Zaheer (2013) highlighted the aspects of
transformational leadership style to influence the employees. Through strong interpersonal
relationships, hard work and inspiring personality, the leaders influence the employees to look
beyond their personal objectives and work together to achieve a bigger goal, that is, the
organisational goal. Lastly, Antonakis and House (2014) conducted study on transactional
leadership that focused on exchange relationships between the leaders and the followers. The
authors have shown that the transactional leaders must find out means to reward the
employees to keep them motivated to work. The findings of the study imply that the leaders in
Stanley Security apply their motivational power and charismatic personality to influence the
employees and motivate them by fulfilling their needs. However, it is not clear from the study
that which customized techniques they apply to meet any particular need. For example, the
survey did not collect data on the type of leadership style followed in Stanley security,
transformational, transactional or situational. Hence, it can only be concluded that the leaders
have motivational power to influence the employees to improve their performance, which is a

43DISSERTATION
parameter of organisational growth, but it cannot be said which particular style they adopt to
motivate the followers.
Lastly, the literature review implies that, leadership is an essential factor in any
organisation, which influences the employees in a significant way. Charismatic leadership is a
type of transformational leadership style, which the leaders implement to inspire the employees.
The achievement of organisational goals is possible only when the employees are motivated for
enhancing their skills and increasing their productivity. Although, there are many factors in an
organisation that motivate the employees, leadership is one of them. Through charismatic
personality, knowledge, experience, promotion of supportive working environment the leaders in
Stanley Security influence the employees to improve their skills and increase their productivity.
As seen in the findings from the data analysis for this study, which aimed to find out the impact
of leaders on the employee performance and growth of Stanley Security, employees in Stanley
Security have the perception that leadership style or quality is not entirely dependent on the
educational qualifications. In other words, highest educational qualification does not ensure best
quality leadership; rather it is a trait and part of the personality combined with knowledge,
intelligence and experience of a person, who has the capability to lead the subordinates in the
most effective manner. Hence, it is not mandatory or necessary to hold the highest educational
qualification to be an influential leader in the organisation. The other aspects of the leadership
were considered as independent factors and used for data collection and analysis. It can be
inferred from the analysis that, effective leadership helps in influencing the employees of
Stanley Security to get motivated and improve their performances, which in turn affects the
productivity and performance of the organisation. The findings are aligned with the information
obtained from literature review. Thus, leaders contribute quite significantly in the growth of
Stanley Security.

44DISSERTATION
CHAPTER 6: CONCLUSION AND RECOMMENDATIONS
6.1 Introduction
The concluding remarks on the research study have been presented in this chapter.
Along with the conclusion, some recommendations have also been presented based on the
leadership and organisational growth issues that are found through this study. According to the
findings of the study, it has been found that leadership in an organisation has a significant
impact on the performance of the employees and growth of the organisation. To study the
research topic, Stanley Security, UK was chosen. The company is one of the leading security
solution and safety measure providers in the UK, with a large number of employees. This
company was chosen as the researcher is an employee of Stanley Security. The aim of the
research was to explore the impact of leadership on the organisational growth of Stanley
Security. This study has been beneficial in gaining effective knowledge on the influential power
of leaders on motivating the employees to achieve the growth of the company. This chapter also
establishes a connection between the objectives and findings of the study.
6.2 Linking with the objectives
6.2.1 Linking with the first objective
The first objective of the paper was to explore the role that the employees play while
contributing in the growth of Stanley Security. As found from various previous literature and
research works and organisational working, the employees are the pillars of any organisation.
Thus, the success of an organisation heavily depends on the performance of its employees.
However, it is necessary that the employees are motivated enough to outperform to achieve the
goals and objectives of the organisation. As found from the motivational theories by Maslow and
Herzberg, there are many administrative elements in an organisation that positively influence
the employee motivation, while some influence negatively. Some of those factors that were
investigated in this research study were charismatic personality of the leaders, motivational
power, encouragement towards increasing productivity and enhancing skills, promoting
supportive work environment and contributing in the organisational growth. From the data
analysis, it was found that majority of the employees have a positive perception towards the role
and contribution of the leaders. The company generated 22% of its annual revenue from its
Europe locations in 2017. It can be derived from the company’s performance and growth that

45DISSERTATION
the employees have been contributing significantly over the years in achieving a profitable
position in the market and making the company one of the market leaders. Thus, it can be
inferred that the leaders in the company motivate the employees to achieve more productivity
and growth, which is reflected in the company performance.
6.2.2 Linking with the second objective
The second objective of the research was to examine the role of the leaders in improving
the performance of the employees of Stanley Security and consequently affecting the
organisational growth. From various previous research works, literature and findings of the
study, it is observed that the employees of Stanley Security are significantly influenced by the
leaders in the organisation. The managers and supervisors play the role of leaders and they
have been successful in inspiring the employees to improve their performances. There are
various ways that a leader can implement to inspire the followers. According to the leadership
theories, the leaders can adopt transformational style or transactional style of leadership to
motivate the employees. In the first style, they inspire the followers through their personality,
speech and actions to upgrade their skills and improve their productivity. Avolio and Yammarino
(2013) highlighted that charismatic leadership is an extension of the transformational leadership,
in which the leaders influence the subordinates through their charisma. These leadership styles
are significantly effective when the leaders can set examples from their lives and actions and
influence the employees of an organisation to develop their personality and opt for an
enhancement in their skills, working style and performances. This type of leadership has a
futuristic approach. The leaders focus on changing the nature of the employees as well as that
of the organisation in terms of work culture and vision (García-Morales, Jiménez-Barrionuevo
and Gutiérrez-Gutiérrez 2012).
According to the findings from the data, it can be inferred that the leaders in Stanley
Security are successful in motivating the employees in a positive manner to make them meet
the organisational goal of making profit. Organisational growth can be achieved only when the
employees are motivated to increase their productivity and deliver a profit making performance.
There are many factors in an organisation and leadership is one of them. Either by setting
inspirational examples or by giving the employees rewards or punishment the leaders in Stanley
Security contribute in the organisational growth.

46DISSERTATION
6.3 Recommendations
The research study yielded that leadership has a significant impact on the organisational
growth. According to the analysis of the data, gathered through a survey on the employees of
Stanley Security in the UK, it is obtained the null hypothesis is rejected and alternate hypothesis
is accepted. This represents the finding that leaders play an important role in moulding the
organisational growth. However, the survey did not focus on the leadership style that is followed
in Stanley Security. It can be assumed that different leadership styles have different impact on
the followers. In one type, the followers look up to their leader for his charisma and inspirational
actions, while in another type, they are obligated to follow for rewards and punishments. Thus,
the following recommendations can be adopted by Stanley Security for the improvement of the
organisational performance.
Improvement in teamwork
26% of the respondents somewhat disagreed about supporting work environment in the
company and 34% of them somewhat disagreed that the leaders motivate them to increase their
productivity. These two observations highlight that the effectiveness of leadership is not equally
distributed and therefore not every employee is getting the benefits. This affects teamwork in
the organisation. Thus, to improve the performance of the company, the management must
focus on the team work. A leader must have the ability to influence a team and make them work
effectively. At the same time, a leader must also have the ability to identify the nature of the
team and the issues existing in the team, and the best way to motivate the team members.
Improvement in motivational power of the leaders
30% of the survey respondents disagreed and answered neutral that the leaders in
Stanley Security have motivational power. It can be said that the leaders should be able to
identify the situations in which transformational leadership would be more effective than
transactional leadership and vice versa. However, it has been observed that, both leadership
styles should exist together, as only one type does not yield the best possible outcome.
Employees require both inspirational example, as well as material rewards for motivation. As
per the motivational theories, their basic needs are required to be fulfilled and the employees
desire to get rewards and recognition and benefits while working for Stanley Security. Thus, the
organisation must opt for needs analysis of the employees and implement the leadership study
accordingly.

47DISSERTATION
Improving the charismatic personality of the leaders to inspire the employees
It has been found from the data analysis that 48% of the respondents answered neutral
or disagreed to some extent that the charismatic leadership was present in Stanley Security.
The potential reason could be that these 48% are not influenced by the leaders, as their way of
dealing with the situations is not suitable for these 48% respondents. Hence, the organisation
should implement training for the leaders to enhance their skills of understanding people’s
needs, wants and attitudes and delegate tasks accordingly to that they can find their work
interesting. The leaders should be trained to adjust their way of working as per the needs of the
followers so that they can influence them through their personality.
Increasing the scope for career growth and enhancing skills
72% of the survey respondents from Stanley Security have revealed that the leaders in
the organisation motivate them to enhance their skills, while the other 28% answered neutral or
disagreed. It can be concluded that these 28% did not get the scope for skill enhancement and
career growth. For further growth of he subordinates, the leaders should opt for training needs
analysis for identifying the training requirement for the employees and arrange required training
programmes for them. This would inspire the employees to stay motivated for the company and
also follow their leader. With the training the employees cam enhance their skills, learn new
skills, develop their personality, communication skills and many more things, which would be
beneficial for them in their career development. Thus, the leaders in the company should make
an effort in identifying the correct need for training of the employees to keep them motivated.
6.4 Limitations and Future scope of research
The study focused on only impact of leadership on the employee performance in Stanley
Security, and it did not address and explore the specific leadership style followed in the
company. As seen from the literature review and data analysis, different leadership style has
different impact on the employee motivation and productivity, thus, the future researchers have
the scope of further research on the specific leadership styles and their impact on the
organisational performance. Moreover, in this research paper, only one company was taken as
case study company, and thus, in future, the researchers might conduct a cross sectional study
on the employees of few other companies. This would be beneficial in getting the knowledge
about the extent to which the outcomes differ when the leadership styles are different or

48DISSERTATION
organisational culture differ. Lastly, the researchers might focus on collecting quantitative
secondary data on the related topic. In the given study, only primary data was collected and it
was analysed using the theories, gained from literature review. However, in future, the
researchers can address the findings from the study and support or validate those by using the
secondary data analysis. There is also scope for conducting interviews and analyse those using
qualitative analysis methods. Time constraint is a major limitation of the study. Collection of both
the primary and secondary data requires a lot of time. The study would be completed within 16
weeks, which is not sufficient to collect both types of data and analyse them as well. Due to time
constraint, only one company was chosen as case study and cross sectional study could not be
performed.
6.5 Conclusion
It can be concluded that leadership is an essential factor in achieving growth in the
organisation. The leaders have a great responsibility in motivating and influencing the
employees in improving their skills, and productivity, which gets reflected in the performance of
the organisation. In Stanley Security, majority of the survey respondents agreed that there is an
effective leadership, however, it was also seen that the comparatively new and younger
employees do not have a positive perception about the efficient leadership. Thus, it can be
inferred that, understanding the way of working and leadership style takes some time to be
aligned with the attitude, skills and knowledge of the employees. Therefore, the leaders in the
organisation should give some time to the new employees to get accustomed with the
organisational working environment and make them understand the flow of the system. This not
only helps in influencing them through an effective leadership but also help the leaders to figure
out how the new employees could be motivated. Moreover, the leaders should continue
promoting and ensuring a supportive work environment so that employees get the
encouragement to improve their skills and productivity, and thereby in the organisational growth.

49DISSERTATION
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