1LEADERSHIP STYLES IN ORGANIZATIONS Acknowledgement: I like to thanks my professor my family and friends, who support me to do this research work efficiently through providing me proper guidance and support. Without their cooperation, it would be difficult for me to conduct the entire analysis. For preparing the assignments, I had taken help and guidance from the respected persons who deserves my deepest gratitude. I would also like to show my gratitude to my professors for completing my assignments who directly and indirectly guided me in writing this assignments.
2LEADERSHIP STYLES IN ORGANIZATIONS Abstract: The global commercial and organizational framework had undergone considerable changes and dynamics over the last few decades, owing to international phenomena of immense significance. In this context, with the increasing dynamics in the commercial operational framework,theconceptofleadershipinthebusinessorganizationshasalsoevolved significantly, with the importance of the same being rising among the participants of the global business environment. The presence of a good leadership leads to creation of morale and inspiration for the employees, thereby motivating them to perform better. There are different leadership styles, recognised in the contemporary business framework, of which the increasingly popular styles are those of transactional and transformational styles. The study tries to analyse which form of leadership, between transactional and transformational, is more relevant and effective for HtooGroup of Companies. The survey analysis considers MLQ-5X and comes to know that transactional leaders impact more on employees in this company compare to transformational leaders.
3LEADERSHIP STYLES IN ORGANIZATIONS Tableof Contents Chapter 1: INTRODUCTION....................................................................................................6 1.1 Introduction......................................................................................................................6 1.2 Research Background.......................................................................................................7 1.3 Significance of the Research............................................................................................9 1.4 Research Aims...............................................................................................................10 1.5 Research Objectives.......................................................................................................11 1.6 Research Questions........................................................................................................11 1.7 Research Hypothesis:.....................................................................................................12 1.8 Research Structure.........................................................................................................12 CHAPTER 2: LITERATURE REVIEW.................................................................................15 2.1 Introduction........................................................................................................................15 2.2 Significance of leadership in an organization....................................................................15 2.3 Overview of the transformational leadership and transactional leadership style...............18 2.4 Determination of which leadership style is better relating to the HGC employees job performance and satisfaction....................................................................................................22 2.5 Importance of job satisfaction:...........................................................................................26 2.6 Transformational and transactional leadership style applied by HGC leaders on their employee’s job satisfaction:.....................................................................................................28 2.7 Significance of job performance:.......................................................................................29 2.8 Impact of transformational as well as transactional leadership style used by HGC leaders regarding job performance of employees:................................................................................32
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4LEADERSHIP STYLES IN ORGANIZATIONS 2.9Relationbetweentransformationalleadershipandsatisfactionofleaderswithjob performance and leader in HGC:.............................................................................................34 Chapter 3: REASERCH METHEDOLOGY...........................................................................36 3.1 Introduction:...................................................................................................................36 3.2 Method Outline:.............................................................................................................36 3.3 Research Onion:.............................................................................................................37 3.4 Research Philosophy:.....................................................................................................37 3.5 Research Approach:.......................................................................................................38 3.6 Research Design:............................................................................................................38 3.7 Data Collection:.............................................................................................................39 3.8 Sampling Method and Sample Size:..............................................................................40 3.9 Data Analysis Plan:........................................................................................................41 3.10 Ethical Consideration:..................................................................................................41 3.11 Research validation along with data reliability:...........................................................42 3.12 Limitation of the study:................................................................................................42 3.13 Time Frame:.................................................................................................................42 3.14 Chapter Summary:.......................................................................................................43 Chapter 4: RESULTS AND DISCUSSION............................................................................45 4.1 Introduction:.......................................................................................................................45 4.2 Socio-Demographic Analysis of all respondents:..........................................................45 4.3 Reliability Test:..............................................................................................................48 4.4 Descriptive Statistics:.....................................................................................................49
6LEADERSHIP STYLES IN ORGANIZATIONS Chapter 1: INTRODUCTION 1.1 Introduction The global commercial and organizational framework had undergone considerable changes and dynamics over the last few decades, owing to international phenomena of immense significance like that of Globalisation, liberalisation of trade and commerce and technological and infrastructural framework (Ferraroand Briody2013). All these factors have cumulativelycontributedin making business and organizationalscenario more global, integrated and inclusive and interconnected (Jankalová2012). Inthiscontext,withtheincreasingdynamicsinthecommercialoperational framework,theconceptofleadershipinthebusinessorganizationshasalsoevolved significantly, with the importance of the same being rising among the participants of the globalbusinessenvironment(WibbekeandMcArthur2013). Leaders,in businesses, are usually those who encourage and persuade their team members to work in such a way that the organization targets and goals are reached within specified times and the welfare of all the participants of the organizations are also maximised (Raeet al.2012). Over the years, owing to dynamics in the global commercial environment, the notion of leadership in business has also become increasingly complex and different types of leadership structures and styles have alsoevolvedinthisaspect,dependingupontheneedsofthesituations(Birdand Mendenhall2016). This is primarily because of the varied and multilateral impacts of the presence of an efficient leadership structure in an organization. As highlighted by Yıldız, Baştürkand Boz (2014), the presence of a good leadership leads to creation of morale and inspiration for the employees, thereby motivating them to perform better. Robust leadership structure also encourages free flow of ideas and organization of operations and strategic implementations, together which leads to higher profitability and better reputation of the
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7LEADERSHIP STYLES IN ORGANIZATIONS organizations. There are different leadership styles, recognised in the contemporary business framework,ofwhichtheincreasinglypopularstylesarethoseoftransactionaland transformationalstyles.Whiletransactionalleadershipstyleofleadershipfocuseson organization, supervision and performance of the companies, transformational leadership focuses on working for identificationof areasfor change and creationof vision for implementing changes through inspiration from the leader of the organization. Keeping this into consideration, the concerned research explores the different forms of leadership, specifically the transactional and transformational forms of leadership, thereby comparing the attributes and the impacts of the same on the performance, satisfaction of the employees and the overall performance of the organizations, specifically focussing on the management operations of the HtooGroup of Companies, a Burmese holding organization locatedinMyanmar.Thestudytriestoanalysewhichformofleadership,between transactional and transformational, is more relevant and effective for the concerned company. 1.2 Research Background As discussed above, the Htoo Group of Companies, being a Myanmar holding company, was established in 1900 and invests in diverse fields like that of construction, trading, hotels, aviation, resorts, financial services, agriculture, food and beverage as well as lifestyle and entertainment businesses. With an employee strength of more than 40,000 people, the company currently generates an average revenue of nearly 65 million USD and has a number of subsidiaries, venturing in different fields of the country (Htoo.com 2018). All these factors and the overall growth and the long-term sustainability of the concerned organization depend considerably on the leadership structures of the same and the behaviour and activities as well as the leadership strategies taken by the leaders in the organization (Minand Kudo2014).
8LEADERSHIP STYLES IN ORGANIZATIONS The Htoo Group of Companies, expanding impressively over the years, has a complex and vast organizational structure and operational framework. The organization can also be seen to be showing the presence of different leadership styles within its operational domain (Ford, Gillanand Thein2016). The founder and chairman of the Htoo Group of Companies, Tay Za, being one of the primary leaders of the organization is known for his charismatic style of leadership which has considerable influence on the actions, activities and the behaviours of the employees. Other leaders of the Htoo Group of Companies can also be seen to be adopting transformational leadership structure to inspire and influence their respective team-mates and to encourage them for working towards the achievement of the common organizationalgoals(Foster2013).However,inthecontemporaryperiodofindustrial complexities and increasing competitiveness, the concerned company can be seen to be facing several issues of concern, including that of problems with diversification of its business portfolio, maintaining coordination among different departments, competing with global rivals and identifying strengths and weaknesses as well as opportunities and threats in the coming years. This in turn, indicates towards the need to analyse the leadership structures in the organization and their implications, thereby examining the form of leadership which, in the contemporary period, will be best suitable for the same. The business organization, named the Htoo Group of Companies, being a highly diversified and expanding business, operating in different fields and industries in Myanmar, experiences considerable dynamics and competitions in their operational framework. The company also employshuge number of employeesin different domainswith diverse experiences, attitudes and attributes, managing whom is one of the most challenging tasks in theoperationalframeworkoftheconcernedorganization,forwhichitisofutmost importance for the organization to choose the style of leadership which will provide best resultforthecompany,intheaspectsofmaximisingthesatisfaction,motivation,
9LEADERSHIP STYLES IN ORGANIZATIONS performance of the employees and of that of the maximisation of the overall performance of the organization in the long run (Yukl 2013). Keeping this into consideration, the concerned research focusses on analysing and comparing the impacts of transactional and transformational forms of leaderships on the aspects like that of performance and job satisfaction levels of the employees working for the concerned organization as well as on the overall performance of the organizational itself, in thecontemporaryperiodofexpansionandbusinessdiversificationsoftheconcerned organization. 1.3 Significance of the Research In the contemporary period of global integration of marketplaces and clienteles and increasing level of competition among businesses as well as increasing dynamics in business scenarios of almost all types of industries, it has become immensely crucial for the companies and organizations across the globe, to ensure efficiency, effectiveness and competency in their operational framework (Caldwellet al.2012). For instance, the Htoo company, can be seen to be operating in a global marketplace and caters to a global clientele, which is full of diversities. In this process, the company not only faces diversified demand patterns of the customers but also experiences considerable competitions from the similar companies from different parts of the globe and in Myanmar specifically. In this context, the employees play a considerable role as they are the backbone of any organization and key contributors to the performance, profitability and sustainability of the same both in the long run as well as in the short run. One of the key factors influencing the behaviours, activities as well as performance of the employees and also the level of motivation and the level of job satisfaction of the employees in their respective companies is that of the leadership structures present in the
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10LEADERSHIP STYLES IN ORGANIZATIONS same and the personal attributes of the leaders under which the employees work in an organization(Bolden2016).Inthiscontext,itbecomesessentialforthebusiness organizations to explore, analyse and determine the style of leadership which can benefit the same most optimally and the structure of leadership which can have maximum positive influence on its employees. Keeping this into consideration, the concerned research, exploring the impacts of the different forms of leadership forms on the employees, their performance, satisfaction level as well as overall organizational performance of the Htoo Group of Companies, can have considerable significance for the organization itself. With the help of the findings of the concerned research, the organization into consideration, can device and implement proper and appropriate forms of leadership strategies, design and structures, thereby increasing the productivity and performance of the employees and raising the level of job satisfactions, thereby improving the overall organizational performance in the long run. Rationale of the research Theconcernedresearch,focussingonexplorationandcomparisonofdifferent leadershipstylespresentintheglobalscenario,especiallythetransactionaland transformational leadership styles and also on studying the relevance and comparative advantages as well as limitations of the same in the operational framework of the Htoo Group of Companies, tries to find the better and more efficient style of leadership subjective to the concerned company (Simola, Barling and Turner 2012). This in turn, if done appropriately, can have immense positive implications on both the performance of the employees and their job satisfaction level as well as on the overall performance of the concerned organization, thereby making the concerned research significant and purposeful.
11LEADERSHIP STYLES IN ORGANIZATIONS 1.4 Research Aims The concerned study primarily aims to investigate the impacts and implications of different leadership styles, specifically the transformational and transactional structures of leadership on the operational framework of the Htoo Group of Companies, especially in the aspects of employee performance, job satisfaction of the employees and also the overall performance and efficiency of the company in the short run as well as in the long run. The research also aims to compare and determine the style of leadership which is appropriate for the concerned company and its operational framework in the contemporary period, when the same has been consistently expanding and diversifying both its investment portfolio as well as its businesses. 1.5 Research Objectives The objectives of the concerned study can be seen to be as follows: To explore the differences between the two primary forms of leadership styles, the transactional style and the transformational style To analyse the comparative advantage of transactional style over transformational style To analyse the comparative advantage of transformational style over transactional style To determine the leadership style among these two, which would be better and more efficient for the concerned business organization, the Htoo Group of Companies, in the contemporary period To observe and evaluate the impacts of these two forms of leadership styles on the different organizational aspects of the concerned company, especially on the job performance of the employees, their overall level of job satisfaction as well as the performance of the concerned organization as a whole
12LEADERSHIP STYLES IN ORGANIZATIONS To find the problems of transactional leadership, if implemented in Htoo company To find the problems of transformational leadership, if implemented in Htoo company 1.6 Research Questions The primary research question which the concerned study emphasizes on is as follows: Which of the transactional and the transformational forms of leadership is more suitable, efficient and positively influencing for the Htoo Group of Companies? The different secondary research questions under the domain of the primary study question, which the concerned research also tries to address, are as follows: a.WhatarethebenefitsanddisadvantagesoftransactionalleadershipinHtoo Company? b.What are the benefits and disadvantages of transformational leadership in Htoo Company? c.Which of these two measures of leaderships is more suitable for the concerned company? 1.7 Research Hypothesis: After taking under consideration above-mentioned research questions, the study needs to form research hypothesis for making a clear, specific as well as testable proposition of possible outcome. H1: Impact of transformational leadership style on employees of HGC H10: Transformational leadership style cannot influence employees of HGC positively H11: Transformational leadership can influence employees of HGC positively H2: Impact of transactional leadership style on employees of HGC
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13LEADERSHIP STYLES IN ORGANIZATIONS H10: Transactional leadership style cannot influence employees of HGC positively H11: Transactional leadership can influence employees of HGC positively 1.8 Research Structure The concerned research can be seen to be divided and organized in the following structural framework: Figure1: Structure of the Dissertation (Source: As created by the author) The first chapter gives a brief overview of the background of the research, the rationale behind the concerned study, the aims and objectives which the research incorporates as well as the questions which are addressed by the concerned study and the significance of the research in the aspects of the Htoo Group of Companies in the contemporary period. This is followed by the second chapter, in which an extensive review of the literary and scholarly works as well as the empirical evidences present in the concerned aspects, like leadership styles and their impacts on different components of the operational frameworks, both in Chapter 1: Introduction Chapter 2: Literature Review Cahpter 3: Research Methodology Chapter 4: Data analysis Chapter 5: Conclusion
14LEADERSHIP STYLES IN ORGANIZATIONS global scenario as well as in the concerned organization is conducted. The third chapter consists of the research methodological framework which shows the research approaches, tools and techniques and data collection and analysis methods used for the concerned study. The data collected are analysed and interpreted in the fourth chapter, followed by the final chapter, in which the brief conclusion about the concerned study, the study limitations and possible recommendations are provided.
15LEADERSHIP STYLES IN ORGANIZATIONS CHAPTER 2: LITERATURE REVIEW 2.1 Introduction This section of the research study focuses on the significance of leadership in an enterprise. This segment also highlights on the difference between the transactional and transformational leadership style. This section also determines which of these leadership styles is better relating to HGC employees job performance. The impact of transformational and transactional leadership style by the HGC leaders on their workers job satisfaction and job performance can be understood by further discussion. 2.2 Significance of leadership in an organization Ruggieriand Abbate (2013) opines that leaders play a vital role in growth of an enterprise. Leadership is one of the main factors that immensely contribute to general well- being of the enterprise. It has been vital process of influencing people in performing assigned tasks efficiently and competently. McCleskey (2014) cites that the leaders must have the ability to maintain effective interpersonal relations with subordinates as well as encourage them to aid in attaining objectives of an enterprise. Strong leadership help the enterprise to maximize productivity as well as attain business target. Effective leaders influence the individual’s behavior and enhance their involvement level in work. The leaders of an organizationcreatesself-confidencewithinemployees,enhancesmoraleaswellas motivation of employees and also facilitates them in achieving enterprise goal. Even in difficult circumstances, the leaders might sustain high commitment level from the employees. This in turn aids the company to improve their business operations and turn around. As per Mahdinezhad and Suandi (2013), effective leadership style aids in coordinating the needs of employees with that of enterprise needs.Birasnav (2014) cites that leadership is an important component of the effective management in an organization. Effectual leadership behaviour
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16LEADERSHIP STYLES IN ORGANIZATIONS mainly stresses upon building the environment where each employee develops as well as excels.Ithashugepotentialtoinfluenceaswellasdrivegroupeffortstowards accomplishment of business target. Leaders with proper leadership qualities and leadership style can develop strategies that build as well as sustain competitive advantage. Iqbal, Anwar and Haider (2015) points out those strong leaders also aid in delegating responsibility to the team members in such a way so that it enhances productivity of the organization. Proper delegation of responsibility also helps to improve employee’s performance and enhance their job satisfaction. In addition to this, proper leadership also helps to provide proper guidance as well as advice to the employees. Several researches reflects that leaders adopting proper leadership style also helps to build positive as well as efficient work environment. Effective leadership aids to resolve any kind of conflicts that occur within the organization and thus does not permit it to adversely impact the organization. Over the past few decades, leadership styles adopted by the leaders in the enterprises have been changing in rapid way. Rapid pace of the technological developments mainly exerts vital influence on enterprise development as well as leadership styles.Copeland(2014) statesthatleadersbareinvaluablemainlywhenitcomesinevaluatingaswellas communicating strategic directions to the employees for enhancing dedication to enterprise target.The value- based company gets enhanced commitment as well as loyalty from their employees. According to Nanjundeswaraswamy and Swamy (2014), effective leadership being inspirational effectively percolates human being values that shapes employee’s attitude towards work. Apart from this, as the enterprises today require to respond to changes. The change in process, plans, technology and methods generally encounters resistance from employees working in the organizations. In this situation, proper leadership style play crucial role in integrating change in corporations by creating conducive environment. Holtenand
17LEADERSHIP STYLES IN ORGANIZATIONS Brenner (2015) has found out that it is vital that the leaders usually initiate various actions in business by planning out the employees performing and completing the tasks. Since in modern enterprises, there is a phenomenon in form of authorizing employees, the leaders transfer their responsibility to them. Effective leaders use varied leadership style in order to adapt with specific circumstances in business. National culture impacts the leadership style because it influences how followers might react. Thus, leaders might not randomly select their own style. The leaders at present learn business culture of that nation where it is situated. The leaders in present business environment are generally faced with rising effort to develop huge confidence with subordinates for effectively performing the task. Apart from this, the culture within the business enterprises is also dependent on the particular leadership style. The leaders help in building proper work environment, which in turn aid in stable business growth. Ruggieri and Abbate (2013) opines that every leader must possess certain qualities such as- integrity, compassion, proper leadership skills in order to change with the business culture and operations. These skills of the leaders are required as it aids in bringing out best abilities in the team members as well as encourage them in working together for attaining shared target. This is in turn increases the team members’ job satisfaction level and improves their performance. Furthermore, Paulsenet al. (2013) states that the leadership is positively associated with the employees performance and satisfaction. The most vital characteristics of a leader are their personality that has optimistic relationship with follower’s job performance and satisfaction. The features of leadership behaviour mainlyemphasizesonkindofrelationshipbetweentheleadersandfollowerswithin enterprises. This form of relationship occurs in two various forms such as- transformational andtransactionalleadershipstyle.Generally,thenumbersofimportantoutcomesare connected to these forms of leadership styles involving- enterprise performance, satisfaction, groupperformanceandcommitment.Adoptioneithertransformationortransactional
18LEADERSHIP STYLES IN ORGANIZATIONS leadership style helps in success of any enterprise. Both these leadership styles aid to predict the satisfaction and performance of the employees. 2.3 Overview of the transformational leadership and transactional leadership style Braunet al.(2013) states that transformational leadership relates to the leadership style that influences main changes in attitudes as well as assumptions of the enterprise members and build commitment for numerous changes in enterprise’s objectives as well as strategies. The leaders adopting transformational leadership style uses his power as well as enthusiasm for encouraging his followers to work for enterprise benefits. Wan Omar and Hussin(2013) found out that transformational leadership style originated from the charismatic leadership. The charismatic leaders’ characteristics involve the high self- confidence degree, strong convictions and tendency to affect others and engage them in management behaviours for boosting trust as well as confidence within the leaders. Charisma is one of the vital components of transformational leadership that generates emotional connection between leaders and followers as well as links them with the enterprise mission. Another component of transformational leadership is inspiration in which the leaders communicate with their vision and optimism. In addition to this, another component of transformational leadership is individual consideration in which the leaders provides personal attention to the followers by treating them equally (YasinGhadi, Fernando and Caputi 2013). Leaders adopting this leadership style aid the followers to think in their own way as well as analyze issues from personal perspectives, challenge wisdom and motivate creativity as well as innovation. There arefourdifferentcomponentsoftransformationalleadershipinvolving-intellectual simulation,inspirationalmotivation,idealizedinfluenceandindividualconsideration. Moriano et al. (2014) suggests that transformational leadership mainly inspire followers towards acquiring additional via concentrating on followers’ morale of enterprise and aligning their values with the company’s value. Moreover, in transformational leadership,
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19LEADERSHIP STYLES IN ORGANIZATIONS leadersusuallyactasrole modelandasmotivatorwho providesvision, motivation, satisfaction and morale to followers. This kind of leadership style connects follower’s identity and also collective identity of enterprises. It challenges followers to take ownership for work and understand their strength as well as weaknesses. As per Morianoet al. (2013), the leaders incorporating transformational leadership energize the groups for persisting in difficult as well as stressful environments. They direct followers towards future and make creative changes in enterprise cultures. Transformational leaders appeal to followers higher order values as well as ideals such as justice, peace, liberty and humanitarianism. They influence strategies in order to empower followers and aid them improve their performance while changing their attitudes and values to be consistent with leaders vision (Mahdinezhad and Suandi 2013). Furthermore, transformational leaders use empowering strategies that include exhibiting ideal behaviours, becoming confident in the followers abilities and giving support to followers. These leaders influence followers to think in innovative way, inspire in accomplishing target and encouraging them to keep moral standards in mind (Longet al.2014). Therefore, a transformational leader identifies the demand of followers and articulates their motives to meet their needs. The outcome of this relationship is termed as mutual simulation that might be explained on converting follower into leader and the leader into a moral agent. Thus, the vital attributes of transformational leadersincluding-teamorientation,responsibility,creativityandrecognitionhelpsin development as well as corporate competence related to social groups. This leadership style seems to be major leadership theory in the present circumstances. This is mainly due to concern on values of interaction between employees and leaders as strong team.
20LEADERSHIP STYLES IN ORGANIZATIONS Figure2: Elements of the transformational leadership Source: (Ruggieri and Abbate 2013) Transactional leadership is also termed as managerial relationship that concentrates on role of supervision, enterprise and performance of group. The leaders integrating this leadership style promotes compliance of followers via rewards as well as punishments. Transactional leaders pay attention to the followers work for finding their mistakes and deviations.Thisformofleadershipiseffectualduringanydifficultsituation.The transactional leaders concentrate on improving the enterprise present condition by structuring methods as well as controlling enterprise activities. The objective of this leadership style is to revamp existing corporate culture and improve present policies and processes. Within Maslow hierarchy of needs, the transactional leadership mainly works at primary satisfaction level in which the leaders concentrate on lower hierarchy levels.One way in which this leadership style focuses on the lower hierarchy level is by stressing task performance. These leaders are effectual in getting particular tasks completed by administering each portion individually. As per Dumdum, Lowe and Avolio(2013), transactional leadership includes directing and motivating followers, alluring to their own interests. Power of transactional leadersusuallycomesfromresponsibilityandformalauthorityinanenterprise.In transactional leadership style, leaders use responsibility as well as authority since they have power and style has proper approach. The two basic tools incorporated by transactional
21LEADERSHIP STYLES IN ORGANIZATIONS leaders for inspiring his subordinates are rewards and penalties. Mahdinezhad and Suandi (2013) cites that transactional leaders are mainly concerned with the procedure rather than any forward thinking ideas.The leaders adopting transactional leadership style concentrates oncontingentrewardorpenalization.Thesecontingentrewardsareofferedtothe subordinates when set target are accomplished within time or keep them working at high pace throughoutcompletion.Ontheotherhand,contingentpunishmentisprovidedwhen employee’s performance quantity and quality decline below the production standards and goals are not met.Shafie, Baghersalimiand Barghi(2013) has found that, few qualities of transactionalleadershelpinretainingtheirsubordinatesandenhanceproductivityin business.AccordingtoBreevaartetal.(2014), transactionalleadersaretheextrinsic motivator that generally brings less compliance from the followers. These leaders apt to be action –oriented as well as directive. Transactional leaders concentrate on business standards, short- term goals, rules and regulations. This leadership style works best when enterprise issues are clearly defined to the leaders. Therearecertaindifferencesbetweenthetransformationalandtransactional leadership style. Transformational leaders are those who engage with the followers and raise consciousness regarding importance of particular results and new methods by which the outcomes can be attained. Odumeru and Ogbonna (2013) has found out that transactional leaders apt to be highly passive since transformational leaders demonstrate behaviours of employees. The leaders integrating transactional leadership style lay stress on relation with followers while transformational leaders lay more stress on values and beliefs of the followers. Shahhosseini, Silongand Ismaill (2013) proposed that transformational leaders influence their followers while transactional leaders use incentives for influencing effort and clarificationofworktarget.YasinGhadi,FernandoandCaputi(2013)statesthat, transformational leadership mainly expands on transactional leadership through satisfaction,
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22LEADERSHIP STYLES IN ORGANIZATIONS effectiveness and efforts of followers. Transformational leadership permit the followers to do particular tasks when they have proper knowledge in making decisions on specific problems. On the contrary, in transactional leadership, the followers are not motivated to participate for attaining the objectives. Besides this, transactional leadership is focused towards execution as well as planning in comparison with transformational leadership that promotes innovation. 2.4 Determination of which leadership style is better relating to the HGC employees job performance and satisfaction Several authors have pointed out that leadership style has significant relation with the entity’s performance. Different types of leadership styles might have positive or negative correlation with the employees’ performance in an organization. As per Antonakis and House (2013), few researches reflect that blend of both transactional as well as transformational leadership style would be the effective leadership style in today’s changing world. As the transformational leaders have the ability to motivate as well as satisfy their subordinates with friendly nature, they act as a change agent that aids to establish better relations between them. By building relationships with the subordinates, transformational leaders convince these subordinates to work in effective way for achieving company’s goals. Mahdinezhadand Suandi(2013)citesthattransformationalleadershipishighlyconcernedwithvalues, behavioursandbeliefsoffollowers.Thisinturnexertspositiveimpactonthejob performance of employees. These leaders play imperative role in enhancing job performance ofemployeesbyprovidingtraining,arrangingmeetingswithsubordinatesandattain feedback from them. However, this will result in increase in workers’ productivity of HGC. Moreover, the followers who work under these transformational leaders gets motivated as well as committed which in turn will also leads to improvement in HGC employees’ job performance. Furthermore, these leaders express their behaviours within persona dynamic
23LEADERSHIP STYLES IN ORGANIZATIONS relational exchange. It is majorly through development of dyadic social bonds that the transformational leaders make employees perform better in their job. However, the employees of HGC who usually report high quality relationship with these leaders assume larger job responsibility and contribute more in this enterprise. This leadership increases employees satisfaction as those who are pleased with these leaders feel that they are highly attached with the enterprise and thus perform better. In addition to this, as transformation leaders are productive, innovative and supportive in nature, they positively impacts employees job satisfaction. Long et al. (2014) has found out that the transformational leadership aidsto enhance employees’satisfactionlevelby giving inspiration,vision, stimulationandencouragingthemtoperformtheirjobbeyondagreement.Thus, transformational leaders exert higher satisfaction by widening as well as elevating workers goals and boosting their confidence to perform their job beyond expectations. It has been predicted from few studies that happy employees of HGC can be highly satisfied as well as and productive than others. Even though it has been evident from few facts that proper training and development provided to the employees’ impact their productivity but they perform better when they becomes satisfied from the job and thus perform in better way. However, the main aim of transformational leaders is to develop self- management as well as self- development for employees so that they becomes satisfied with the job and focus more ontheirperformance.Hence,thisevidenceestablishespositiverelationshipbetween transformationalleadershipandemployees’satisfactionandperformanceintheirjob (Mahdinezhad and Suandi 2013). Ramchunder and Martins (2014) has found out that transactional leadership cannot develop maximum of the leadership potential. As transactional leadership is mainly based on reward as well as penalties system, it do not provide much in form of inspiration and motivate employees to move beyond basics. Recent evidences highlight that followers of the
24LEADERSHIP STYLES IN ORGANIZATIONS transactionalleaderscangetcomplacentaswellasdeveloptendencytoattainless expectations that might aid them avoid penalties. Therefore, leaders and followers are in an agreement regarding the reward that employees would receive on attainment of negotiated performance level. Odumeru and Ogbonna (2013) opines that success of transactional leadership mainly depends on satisfaction level that leaders as well as followers have in performance based appraisals. The predicted casual chain in which leadership style directly impacts the workers motivation translates into improvement of employee’s performance. Hence, this might not seem to be highly applicable for this transactional leadership. Dumdum,LoweandAvolio(2013)confirmthatthecontingentrewardor transactionalleadershiphasadverseeffectontheperformanceofemployees.Ifthe transactional leaders do not follow up on contingent reward promises in effective way and thus display inconsistency in their behaviours, then they are considered as ineffective leaders. Rosenbach (2018) suggests that contingent reward leadership is mainly dependent on settings of enterprise. For instance, since HGC has been undergoing certain changes, the leaders in this organization might face difficulty by integrating transactional leadership style. The penalties given to the employees by the transactional leaders lead to adverse impact on their satisfaction as well as performance. This generally stems from certain facts that leader awaits issues before taking actions. By incorporating this strategy, transactional leaders must assure that proper actions have been taken when needed. However, few leaders in HGC adopting this transactional leadership style fails in ensuring that proper actions have been taken during difficultsituationsinbusiness.Asaresult,fewleadersofHGCwhoincorporated transactional leadership style have faced certain difficulties while managing the business operations. İşcan, Ersarı and Naktiyok (2014) state that transactional leadership integrated by leaders rely mainly on power as well as authority lead their members. Since power play integral role in this leadership style, it might create certain difficulties for these leaders. As
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25LEADERSHIP STYLES IN ORGANIZATIONS the measures of transactional leadership are ineffective, it might demotivate the employees of HGC. It has been evident from several studies that transformational leadership is better than the transactional leadership relating to the HGC employees job performance and satisfaction. This is because the HGC leaders adopting transformational leadership style can aid to make progress in business operations by focusing more on vision and encouraging workers in pursuing mission (Odumeru and Ogbonna 2013). On the contrary, transactional leadership divides huge gap between leaders and workers, which in turn can reduce freedom from HGC leadersforinteractingaswellascommunicatingwiththeworkers.Transformational leadership seems to be ideal for the present situation of HGC as it provides huge concern on values of interaction between employees and leaders as strong team. Thus, the leaders of HGC should adopt transformational leadership style so that they can motivate and inspire their employees to meet the target and increase productivity of the enterprise.
26LEADERSHIP STYLES IN ORGANIZATIONS 2.5 Importance of job satisfaction: Bawafaa,WongandLaschinger(2015)haveanalysedtheimpactofresonant leadership as well as structural empowerment on the nurses’ job satisfaction. In this research, they have stated that job satisfaction is the affective direction that influences workers to work efficiently. Through analysing previous research work, the paper has explained that job satisfaction can be obtained when employees can feel happiness regarding for doing their work. In this context, situational factors as well as personal factors play significant role. Situational factors include work conditions, work environment and work relationship while personal factors include emotional stability and self-esteem. Most of the researchers have recognised that a positive working environment can help an organisation to obtain job satisfaction as well as retention. In other study, Lim, Loo and Lee (2017) have observed about the role of leadership in the context of turnover intention. The mediating role of the leader in an organisation focuses on job satisfaction as well as commitment. According to their research work, turnover within an organisation and job satisfaction of employees have significant correlation with each other. Researchers have defined job satisfaction from various ways. In this context, Lim, Loo and Lee (2017) have stated that leaders can provide job satisfaction to their employees by analysing the internal state as well as the entire well- beingofaworkerwithintheworkplace.Thiswell-beingconsidersphysiological, psychological, environmental as well as emotional situations. These factors could influence an employ’s feelings regarding satisfaction or dissatisfaction related to jobs. In other study, researchers have analysed about perceptions of transformational leadership as well as job satisfaction through considering the role of personality traits. In this context, researchers have also focused on psychological empowerment. In present era, workingenvironmenthasmadevariouschangesintheeconomic,demographicand technological fields. These dynamic changes has influenced job satisfaction of works by large
27LEADERSHIP STYLES IN ORGANIZATIONS extend (Aydogmuset al.2018). Almost all researchers have considered that employees, who have received job satisfaction at a higher level, show significant commitment towards their work and consequently perform their jobs efficiently. In this context, transformational leadership plays a crucial role, depending on some behaviour. These behaviours further transform requirements of followers through satisfying self-actualisation requirements. This form of leadership also leads expectations of employers at a high level. In some articles, researchers have represented job satisfaction as the pleasurable state of emotion. This can be obtained through apprising job of individual, as facilitating and achieving job values of an individual. Thus, this process is defined as the evaluation of a person’s own work depending on the content and context of the work. Researchers have provided various determinants regarding job satisfaction. According to them, a manager or leader can directly influence an employee to find her job satisfaction (Tepperet al.2018). Leadership style has various forms among which transformational leadership plays vital role. Based on the statement of various scholars, transformational leadership acts as tools to improve follower satisfaction through encouraging, developing and promoting motivation of employees. In other contemporary research works, researches have investigated the relationship of leadership with job satisfaction based on the transactional leadership style (Iqbal, Anwar and Hider 2015). According some researchers, transactional leadership style can influence job satisfaction of employees while others have stated that transformational leadership style has significant impact compare to transactional leadership (Collins, Burrus and Meyer 2014). This type of leaders influences subordinates through fulfilling their personal desires. Leaders concentrate deeply on task performance of employees through various dimensions such as contingent rewards, active and passive exception management.
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28LEADERSHIP STYLES IN ORGANIZATIONS 2.6 Transformational and transactional leadership style applied by HGC leaders on their employee’s job satisfaction: To elaborate this situation, it is essential to analyse both transformational and transactional leadership style that HGC leaders have applied to manage job satisfaction within their organisation. Some previous research articles have observed that effective leadership for comparatively better ethical performance can help an organisation to attain higher level of job satisfaction. Some researchers have observed that job satisfaction of employees has become an essential indicator to understand the job. Thus, this satisfaction has become the forecaster of work behaviours. According to Iqbal, Anwar and Haider (2015), job satisfaction represents attitude of workers and this is also true for HGC workers as well. Researchers have observed those workers’ feelings, beliefs and behaviours. Leaders of HGC states that transformational leadership has influenced workers more compare to transactional leadership. As a result, transformational leaders have been influenced successfully to surpass expectations.Moreover,researchershaveobservedthatjobsatisfactioninHGChas influencedemployeeswiththehelpofcertainfactorssuchasqualityofphysical environment. This environment is related with working environment of workers as well as quality is related with relationship with workers. In other article, Braunetat el.(2013) points out that transformational leadership is actually an individual-oriented leadership style. In this situation, emotional attachments grow up between leaders and followers and consequently this helps the organisation to maintain higher levelof job satisfaction.In HGC, transformationalleadershaveincreasedjob satisfaction of employees through implementing clear values, vision and mission to their subordinates. This implies that those leaders have the capability to inspire and encourage employees for doing good performance that increases employees’ satisfaction level. The researchers have also observed that leaders have taken vital and effective decisions when
29LEADERSHIP STYLES IN ORGANIZATIONS their employees experience various problems. This further has provided confidence to those people for attaining desired target. Based on the statement of Breevaartet al.(2014), HGC employees have received higher level of satisfaction from those transformational leaders. In this context, Odumeru and Ogbonna (2013) have opined that transactional leaders have encouraged employees to achieve a given target through clarifying their roles of jobs. The researchers have also observed that transactional leaders reward their employees to complete the task and this further increases their job satisfaction. In addition to this, the transactional leaders give importance on regular administrative functions through taking conservative work approach to obtain immediate results. In this context, those researchers have also stated about task requirements, which is related with compliance. Thus, this increases the job satisfaction level of HGC workers. 2.7 Significance of job performance: Different schools of thought have described the proposition of leadership from different aspects. In various literatures, researchers have developed different concepts of leadership with the intension to find the best style of leadership. This efficient form of leadershipcanexploitallresourcesefficientlyandeffectivelyforobtainingbetter performance from employees. This in turn can help the organisation to achieve its desired goal. According to the great man theory and by the traits, contingency, style and situational leadership theories, scholars have intended to provide a specific definition as well as meaning of Leadership (Wang, Demerouti and Le Blanc 2017). In this context,Effelsberg, Solga and Gurt (2014) have stated that employee’s performance can influence and organisation survive and obtain success. The study further has highlighted that the in-role performance along with organisational citizenship behaviour (OCB) as the chief indicators of the performance of employees. Each business owners want employees, who can successfully carry out job. This isbecause performanceof employeesplay significantroleto achievesuccessof the
30LEADERSHIP STYLES IN ORGANIZATIONS organisation. Thus, it is essential for business leaders to know the chief benefits that they could receive from performance of an employee. Through understanding this, the company can develop objective as well as consistent methods to evaluate employees (Ting and Ho 2017). This activity further helps leaders to understand strengths, weaknesses and other potential managerial gaps within the organisation. In this context, it can be mentioned that evaluations of performance can help business leaders to determine performance level of all employees. Some essential factors related to performance of employees are achievement of desired goals, positive work environment, employee growth and growth of team trends. Limited numbers of researchers have investigated the impacts of the recognition form respect within an organisation between leaders and followers. Clarke and Mahadi (2017) have observed relationship between leaders and followers based on job performance. Every individual believes that each of them could receive respect from others while this depends on the form of treatment that they receive from other employees. Respect is the chief barometer that can help an employee to assess the standard of relationship that both managers and colleagues could have within them (Yang, Ding and Lo 2016). Researchers have intended to observe that whether this respect has any relationship with job performance as well as wellbeing of employees or not. To describe this situation, some researchers have stated that mutual recognition related to respect can influence job performance of followers depending on relational identity theory.Thistheoryhastwoparts,whicharesocialidentityandrelationalidentity. Researchers have observed that leaders can offer increased resources along with support to their employees for increasing job performance. This increment can be obtained through increasing self-esteem feelings of those employees. To analyse this situation more precisely, Herman and Chiu (2014) have analysed the relationship between transformational leadership and job performance of workers. Through using the social identity theory, researchers have
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31LEADERSHIP STYLES IN ORGANIZATIONS given a model, which has explained and underlined various processes through which transformational leadership can influence behaviours of organisational citizenship as well as creative behaviours. In this model, group identification and transformational leadership are identified as social identity mechanisms to reflect the characteristics of collective and personal identity orientation (Herman and Chiu 2014). This further can underpin different effects of transformational behaviour of leadership on performance outcomes. In other research work, researchers have observed that transactional leadership and job performance have close relationship (Shah and Hamid 2015). The entire case study has been conducted on six large banks situated in Pakistan. According to them, job performance acts as one of the essential factors as well as significant indicators related to organisational performance. However, this could be conceptualised through various ways. Previous research articles have divided performance of workers into “can do” and “will do”. The concept can-do inspires employees to perform their job efficiently. On the other side, will-do states about knowledge, ability, skill and other related distinctiveness with the help of which an individual can carry out her job. In this context,Masa'deh, Obeidat and Tarhini (2016) have defined job performance as function of a person to carry out the entire work efficiently under the existing constraints and available resources. The concept of job performance varies for different jobs. According to those researchers, leadership acts as one of the chief factor to influence job performance significantly. Transactional leadership style also plays significant role to achieve certain set of goals. According to researchers, transactional leadership has positive impact on job performance. According toBreevaartet al.(2016), transformational, transactional and laissez-faire leadership play vital role in management. In addition to this, the researcher has provided a report stating that job performance and transactional leadership has strong correlationapplyingMultifactorleadershipquestionnaire.Otherresearchershavealso supported this positive relationship, as it acts as the critical factor in all levels of an
32LEADERSHIP STYLES IN ORGANIZATIONS institution. In many organisations, researchers have observed that leaders can successfully influence employees to receive best outcomes from them. In other article, researcher has stated that leaders can educate and support employees after providing them innovative and creative work (Zehir, Akyuz, Eren and Turhan 2016). Therefore, using words, behaviour and actions, a leader can encourage employees for giving extra effort to achieve some desired goals and aim. Presently, researchers have conducted empirical literature review for understanding the impact of leadership style one performance of employees (Asrar-ul-Haq and Kuchinke 2016). Consequently, they have confirmed that transformational leadership has strong as well as positive impact on job performance of employees. According toDartey-Baah (2015), previous researchers have observed that mixing of both transformational and transactional leadership styles can provide the best outcome in present dynamic environment of business. Figure3: Conceptual Framework of leadership style Source: (Peachey, Zhou, Damon and Burton 2015)
33LEADERSHIP STYLES IN ORGANIZATIONS 2.8 Impact of transformational as well as transactional leadership style used by HGC leaders regarding job performance of employees: Shafie,BaghersalimiandBarghi(2013)havestatedthatjobperformanceof employees has direct influence on job satisfaction level of employees. This implies that employees with higher job satisfaction can perform better compare to those, who have less level of satisfaction. Job satisfaction also highlights behaviour of employees. This behaviour can be classified into citizenship and counterproductive behaviour. Citizenship behaviour means employees’ behaviour, which has significant contribution on the organisation to achieve desired goals. This can be achieved through depending on social and psychological conditions. Based on the statement of Iqbal, Anwar and Haider (2015), various forms of leadership can influence performance of HGC employees. In other article,Donate and de Pablo (2015) have stated that the success of a company depends mainly on the ability of the leader regarding human resource optimisation (Passarelli 2015). According to this article, a good leader can easily understand the value of employees for achieving the goals of concerned organisation. This also happens in HGC, where efficient leadership has influenced employees with significant importee. In this context,García-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez(2012) have opined that transformational leaders have significant influence on subordinates for working towards company’s betterment during shot-term and long-term.Inreal,theygenerateinspirationwithinorganisationthroughinfluencing regarding their outcome. Leaders also provide awareness to employees to realise vision of the enterprise. In this context, some researchers have highlighted that transformational leaders of HGC has generated significant impact among employees and consequently has increased performance of them. Breevaartet al.(2014) implies that the transactional leadership generally helps management related to workers behaviours as well as resources of enterprise
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34LEADERSHIP STYLES IN ORGANIZATIONS to attain short-term objectives. Transactional leaders observe activities of employees and also observe their performance closely. In this context, Yehand and Hong (2012) have pointed out that in HGC, transactional leaders have reinforced rules for employees to reduce their uses and mistakes of negative reinforcement patterns. Therefore, this dimension is known as strongly task oriented compare to relation oriented. Thus, it can be said from different studies that the leaders of HGC has adopted these transformational as well as transactional leadership style to increase the job satisfaction of employees along with their performance level. The HGC has believed that effective organisation needs effective leadership, as organisational performance can suffer with direct proportion. Moreover, the organisation also has accepted that effectiveness of a group of employees depends chiefly on the leadership quality. The impact of effective leader facilitates the achievement of desires of the followers that can further influence the effective performance. In HGC, leadership acts as the most investigated variable of organization (Gooty and Yammarino 2016). This is because the leadership role has significant impact on the performance of this company’s employees. Through conducting empirical research works, researchers have obtained various evidences to demonstrate that behaviour related to leadership has stimulated organisational performance (Xu, Loi and Ngo 2016). As a result, the strong leaders in HGC out form weak leaders and consequently transformational leadership within this organisation has generated higher performance compare to transactional leadership. Within the specified organisation, researchers have recognised that transformational leadership or its associated components have helped to increase the performance of an individual as well as unit and organisation (Boehm, Dwertmann, Bruch and Shamir 2015). To understand the situation, researchers have observed and used meta-analysis, laboratory experience and historical archival studies.
35LEADERSHIP STYLES IN ORGANIZATIONS 2.9 Relation between transformational leadership and satisfaction of leaders with job performance and leader in HGC: Transformational leadership represents a tool that increases subordinate satisfaction. In this context, employees of HGC become pleased with their leaders. Moreover, they feel that leaders treat them respectfully and show respect through providing managerial fee (Flatten, Adams and Brettel 2015). This further represents in the form of more attachment of them with organisation and this further insists HGC workers to more efficiently. Thus, transformational leaders of HGC provide higher level of job satisfaction along with higher collective support and better job performance. Those leaders also help the organisation to experience greater belief in efficacy and lower threat assessment. These factors have guided organisation to obtain desired objectives. In HGC, transformational leaders act as productive, supportive and innovative nature this consequently generates supervisory interaction through an effective way with employees (Kesting, Ulhøi, Song and Niu 2016). Thus, researchers have observed that transformational leadership has helped subordinates of HGC to increase satisfactionandthisfurtherhasincreasedconfidenceamongworkersbeyondtheir expectation level. This satisfaction level increases when employees receive opportunity to work with their co-leaders. It is observed that happy workers are the most satisfied one and consequently have become productive regarding their job. Researchers have observed that good training as well as development has huge importance of the employee’s productivity. However, employees perform comparatively better when they receive job satisfaction from their organisation as well as leaders. In general, researchers have observed that leadership style has two opposite view. The first view describes that leaders can influence performance of a firm through using their strategic actions and visions. In HGC, top management has accepted the authority and power of those leaders to dictate structure of the leadership (Odumeru and Ogbonna 2013).
36LEADERSHIP STYLES IN ORGANIZATIONS Moreover, this activity helps organisation to set targets and direction for achieving these through an accurate way. Decisions of CEOs as well as top management of HGC have taken vital implications on outcome of the firm and consequently, they draw the ultimate position of the organisation. In some other articles, researchers have stated that top leaders cannot do much for the organisation and employees, as they have restrictions in the form of culture and industrial forces, which operate internally within the organisation.
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37LEADERSHIP STYLES IN ORGANIZATIONS Chapter 3: REASERCH METHEDOLOGY 3.1 Introduction: Thischapterofresearchmethodologyintendstorecognisevarioustypesof approaches along with designs and strategies, which need to be followed to draw proper outcomes of the study. In addition to this, appropriateness of receiving responses related to thestudydependschieflyonthespecificmethodology.Theresearcherdesignsthis methodology for receiving effective outcomes. Moreover, the concerned person does not obtain any specific outcomes from related research approaches. Instead of this, through identifying these research approaches, the researcher receives a certain way. This further can help the researcher to obtain actuality as well as authenticity of the research. Therefore, research methodology guides the concerned researcher to gain effective opportunities that can increase authenticity of related research methodology. 3.2 Method Outline: Themethodoutlinetakesunderconsiderationtheaimsrelatedtoresearch methodology. In addition to this, the researcher intends to apply effective techniques for the research for obtaining certain outcomes. Moreover, the researcher has chosen positivism philosophy for determining actual process for the research. In addition, the researcher has also considered deductive approach in the form of an effective research approach that can help the entire study to attain desired outcomes. According to van Dongen et al. (2018), deductive research approach helps the concerned researcher to obtain actual outcome related to the research. On the contrary, other researchers have stated that this form of research approach cannot provide authentic outcomes through manipulating collected data. In addition to this, the researcher has also selected explanatory research design to form successful research objectives.
38LEADERSHIP STYLES IN ORGANIZATIONS 3.3 Research Onion: This portion is the third section of research methodology and plays crucial role for applying effective tools in the research. This research onion helps the concerned researcher to receive effective outcomes for the study. Moreover, these effective tools can assist the researcher to complete six distinct tasks. Therefore, these six layers of research onion describe about research techniques and process that the concerned research could utilise for analysis. This research onion also guides the researcher to use research strategies along with research philosophy and time frame in an effective way. Figure4: Research Onion Source: (Mayer 2015) 3.4 Research Philosophy: The research philosophy under the heading of research methodology helps the concerned researcher to recognise the reason of the study, based on effective research hypothesis.Researchphilosophychieflydependsonpositivism,realism,alongwith Interpretivism and pragmatism. Based on the statement of Kennedy (2017), this research philosophy considers some characteristics that contain ontology, epistemology and axiology.
39LEADERSHIP STYLES IN ORGANIZATIONS Positivism philosophy chiefly depends on reality and uses techniques, which are scientifically proven. On the contrary, Interpretivism philosophy intends to understand the recognition as well as experiences of specific human being. However, Sekaran and Bougie (2016) has stated that positivism philosophy helps researchers for data analysis by collecting data in both qualitative as well as quantitative approaches. On the other side, realism philosophy is applicablefor obtainingobjectivesof the research study. Insteadof this, pragmatism philosophy considers both Interpretivism as well as positivism philosophy for receiving accurate outcomes. In this context, the researcher has intended to apply positivism philosophy to understand the impact of transformational as well as transactional style of leadership on job satisfaction and job performance of employees in HGC. 3.5 Research Approach: Research approach is an essential step to conduct the entire research study to achieve the actual as well as desired outcome of the specified research. Hancock and Algozzine (2016) have stated that research approach can influence researcher to recognise every step to conduct desired activities. Research approach can be divided into two forms, which are deductive approach and inductive approach. According to Daugherty, Hoffman and Kennedy (2016), inductive research approach leads the researcher to construct new models along with theories after obtaining the outcomes of the study. On the other side, as per Jeannotte and Kieran (2017), deductive approach focuses on modifying available models as well as theories based on the research study with the help of collected data. 3.6 Research Design: Through applying research design, the researcher can achieve a certain goal with the help of research objectives. As per the statement ofLewis (2015), research design can guide the concerned person to give the reference through restricting the targeted outcomes. In this context, the remaining part of the paper can be performed to achieve the desired research
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40LEADERSHIP STYLES IN ORGANIZATIONS goal. There are three types of research designs, which are explanatory research design along with exploratory research design as well as descriptive research design. Explanatory research design can assist the researcher to explain a cause-effect relationship through forecasting the probable outcomes related to the specified research analysis. On the other side, exploratory research design intends to recognise the causes regarding the issues of research. This design chiefly highlights research issues and deals with various problems that can arise during the research process. The descriptive type of research design, on the other side, helps the concerned research to investigate and define research related issues as well as problems to meet the desired objectives of the study. Therefore, this form of research design helps the researcher to enhance the knowledge along as well as understanding related to this study. For this paper, the researcher has selected descriptive type of research design, as this process assists to investigate the known outcomes for achieving the accurate outcome. 3.7 Data Collection: Data plays significant role to meet all fundamental requirements based on which the study can be successful. The collected data are required to be suitable for the study to obtain the target outcomes. Therefore,Levine et al. (2018) has stated that data can be classified into primary as well as secondary one. The researcher can obtain secondary data from various secondary sources, such as books, journals as well as websites. Through this data, the concerned researcher can recognise speculative conditions along with historic presentation related the study. Based on this type of data, it could be possible to analyse the current trend of the issues related to the research. In this aspect,Bell, Bryman and Harley (2018) has cited that researchers often prefer secondary data compare to that primary one, as it is convenient to collect these data easily. On the contrary,Maduabuchukwu and Ayuba (2018) have argued that primary data are comparatively more authentic as it can be obtained from direct intervention. In this research, the researcher intends to use primary data through conducting
41LEADERSHIP STYLES IN ORGANIZATIONS survey. Moreover, data can be of qualitative or quantitative type. However, for this research paper, the researcher has used quantitative type of data. Quantitative data: The quantitative data represents the information in a fragmented way. Through evaluating this data, the researcher intends to draw the desired outcome with the help of collected data. In this context,Klapetek (2018) has opined that quantitative data gives information regarding the tendency of human perception based on this particular study. Thus, the study requires comparatively large size of sample for evaluating the data. In this particular research, the researcher has selected employees of HGC as the respondents to understand the impact of leadership on them. Process of primary data collection: The researcher has collected data by sending emails to employees containing 29 survey questions along with 2 demographical questions. These questions are formed in such a manner that the researcher can collect all required information. To conduct data, researcher has formed close-ended questions. The entire questionnaires are based on MLQ 5X Short containing forty five items from which the researcher considers only rater forms. 3.8 Sampling Method and Sample Size: Sampling is a process using which the researcher can collect data from targeted respondents. In is not possible for a researcher to collect data from the population. Sampling can help the concerned researcher to collect the most relevant responses that can help to obtain the specified research aims as well as objectives. The study has selected simple random sampling technique for conducting the survey in a systematic way. This sampling technique provides equal opportunities to respondents for being selected as a sample within the survey.
42LEADERSHIP STYLES IN ORGANIZATIONS In this study, all employees of HGC are population. However, to collect data within short time frame, the researcher has selected 50 employees from entire company with the help of simple random sampling without replacement method. 3.9 Data Analysis Plan: In this study, the research has evaluated the data through using different analytical techniques. In this context,Franke et al. (2017) has opined that selection of effective analytical techniques is essential for obtaining pertinent as well as proper conclusion. Moreover, this technique also helps the concerned researcher to maintain transparency during the time of data interpretation. The study has represented quantitative data in the form of tables and graphs in order to simplify the entire process of interpretation through using collected data. In addition to this, SPSS software has been used to analyse the data. Survey responses are collected with the help of Liker’s scale. After this, the study has applied regression analysis to obtain the desired outcome. 3.10 Ethical Consideration: The researcher has adopted proper ethical code to perform tasks in different process through collecting data. The secondary research data has been collected from different authentic as well as valid sources for confirming the trustworthiness of the desired outcomes related to this specified outcomes. The concerned researcher has avoided irrational questions within the process of survey for convincing all participants to take part in the survey process based on mutual understanding. In addition to this, the paper has not revealed the identity of respondents for maintaining the safety issues. Therefore, the researcher has not entertained any irrelevant or issues at the end of the study.
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43LEADERSHIP STYLES IN ORGANIZATIONS 3.11 Research validation along with data reliability: The concerned researcher has collected data from human responses. Therefore, the concerned person has tried to maintain the data reliability through gathering information with the help of excel software. 3.12 Limitation of the study: The primary data for this study has been collected from the employees of HGC through conducting survey. The genuineness of the collected data is the chief limit that can generate obstacles between outcomes of the study and the success of it. The employees intend to provide a positive reply to maintain goodwill of the organisation. As a result, they do not reveal much issues regarding to the company. Therefore, the concerned researcher could experience many difficulties to recognise the issues relating to leadership. This in turn adversely affects researcher to provide proper recommendations for this specified study. 3.13 Time Frame: The following table has represented the time frame of entire research work: TaskWeek 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Topicselection andsearchfor justification Constructionof literature Selecting appropriate methods
44LEADERSHIP STYLES IN ORGANIZATIONS Procedure of Data collection Dataanalysis alongwith representation Reviewingthe outcomes Conclusionsalong with recommendations Submittingdraft of the project Printing and final submission 3.14 Chapter Summary: This section considers various methodologies that the researcher has used for doing the entire analysis. From the overall discussion, it can be said that the researcher has collected only primary data to achieve the desired outcome. The researcher, in this context, has adopted the positivism philosophy along with deductive approach and descriptive design of research for obtaining the desired outcome. For doing the entire analysis, the concerned person has selectedemployeesofHGCtounderstandtheimpactofbothtransformationaland transactional leadership within the organisation. To collect information, this paper has intended to conduct a survey after constructing a set of questions with the type of closed- ended. After collecting the data with the help of Liker’s scale, this paper has used SPSS for
45LEADERSHIP STYLES IN ORGANIZATIONS conducting the entire analysis. During the process of entire analysis, the researcher has considered all ethical issues.
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46LEADERSHIP STYLES IN ORGANIZATIONS Chapter 4: RESULTS AND DISCUSSION 4.1 Introduction: This chapter intends to conduct a detailed analysis of the collected data that are obtained through the process of survey. At first, the chapter will introduce different features of the sample after which the reliability test of surveyed data will be done. After this, the chapter will do further analyses considering different statistical process. This process of investigation considers demographical profile of the selected sample along with regression and correlation between different variables. Furthermore, the study will analyse the mean scores of the variables with the help of t-test. At the end, this chapter will discuss all relative findings to demonstrate that how much the findings can support the available literature. 4.2 Socio-Demographic Analysis of all respondents: To conduct the entire process of survey, the researcher selects 50 employees of HGC as sample. The survey questionnaires contain 2 demographic questions that indicate about gender and work experience of workers in this company. The descriptive analysis represents that most of the respondents are male, which represents 60% of the sample. The distribution of gender is represented in figure 5.
47LEADERSHIP STYLES IN ORGANIZATIONS Figure5: Gender Distribution Table1: Distribution of Gender Gender FrequencyPercentValid PercentCumulative Percent Valid Female2040.040.040.0 Male3060.060.0100.0 Total50100.0100.0 In addition to this, working experiences of 50 employees in HGC can be described with the help of following 6 and table 2. This table can sharply represent maximum work experience of employees and their detail understating regarding this company and leadership style.
48LEADERSHIP STYLES IN ORGANIZATIONS Figure6: Distribution of Work Experience Table2: Distribution of Work Experience How long have you worked in this company? FrequencyPercentValid PercentCumulative Percent Valid 0-1 year36.06.06.0 1-2 years1224.024.030.0 2-3 years1122.022.052.0 3-4 years714.014.066.0 4-5 years816.016.082.0 5-6 years612.012.094.0 6-7 years12.02.096.0 7-8 years12.02.098.0 10 years and above12.02.0100.0 Total50100.0100.0 According to above figure and table the study can state that 24% of total employees in this sample are working for 1 to 2 years. In addition to this, employees with working
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49LEADERSHIP STYLES IN ORGANIZATIONS experience 2 to 3 years have covered 22% of the sample. From here, it can said that most of the employees have very short year of working experience. 4.3 Reliability Test: ResearchersgenerallyuseCronbach’alphatotesttheinternalconsistencyof associated variables. The alpha value represents that how closely a set of items are related as a group. Therefore, this measurement is considered as a measurement of scale reliability. According toBonett and Wright (2015), the Alpha value needs to be equal or greater than 0.7 for maintaining the internal consistency or reliability of the variables. Table3: Internal Consistency Test Variables Cronbach’s AlphaNo. of Items Idealized Attributes0.8444 Idealized Behaviour0.8394 Inspirational Motivation0.8584 Intellectual Stimulation0.8454 Individual Consideration0.9024 Contingent Reward0.8604 Mgmt by Exception0.8554 Table 3 represents the reliability analysis based on the Cronbach’s Alpha. The table ranges between 0.839 and 0.902. This implies that data of seven variables are highly reliable. The reliability of Idealized Attributes (IA) and Idealized Behaviour (IB) is 0.844 and 0.839, respectively. The alpha of Inspirational Motivation (IM) Intellectual Stimulation (IS) and Individual Consideration (IC) are above 0.7 which further state that these three variables are also reliable. The Cronbach’s alpha of IM, IS and IC are 0.858, 0.845 and 0.902, respectively. In addition to this, alpha value of other variables, which are, Contingent Reward (CR) and Mgmt by Exception (MGBE) are 0.860 and 0.855, respectively. This further states that all
50LEADERSHIP STYLES IN ORGANIZATIONS variables are highly reliable, as these alpha values lie above 0.7. Therefore, the concerned researcher can conduct further statistical analyses with the help of these 7 variables. 4.4 Descriptive Statistics: Toanalysethebasiccharacteristicsofthecollecteddata,thispaperconducts descriptive analysis. With the help of this analysis, the researcher can summaries the selected sample (Muñoz, Kemp, Hollowood and Hort 2018). The following two tables represent descriptive statistics of both transformational and transactional leadership. Table4: Descriptive Analysis of Transformational Leadership Descriptive Statistics NMinimumMaximumMeanStd. Deviation IdealisedAttributes501.005.003.4700.81071 IdealisedBehaviours501.005.003.3300.90695 InspirationalMotivation501.005.003.3200.95704 IntellectualStimulation501.005.003.3900.89380 IndividualConsideration501.005.003.53001.06623 Valid N (listwise)50 Theabovetableconsidersallvariablesthatdeterminethatdeterminethe transformational leadership style. The mean value of all variables is around 3. Therefore, most of the respondents replies ‘sometimes’. In addition to this, the value of standard deviation of all variables is 1 or close to 1. This means that most of the responses are close to “sometimes”, which indicates positive implication. Table5: Descriptive Analysis of Transactional Analysis Descriptive Statistics NMinimumMaximumMeanStd. Deviation ContingentReward501.005.003.4200.86520 MgmtbyException501.005.003.4200.90554 Valid N (listwise)50
51LEADERSHIP STYLES IN ORGANIZATIONS The mean value of two variables related to transactional leadership is 3.42 while standard deviation is less than 1. This also implies that most of the respondents evaluate their leaders in a positive way. 4.5 Correlation Analysis: To understand the strength of association between each variable of transformational and transactional leaderships, this study conducts a bivariate analysis. This analysis further measures the direction of relationship of different variables related to leadership style. According to the concept of statistics, the value of correlation coefficient varies between -1 to +1 representing different statistical implications. These two extreme values represent perfect degree of association where ‘-‘sign represents negative relationship and ‘+’ represents positive relationship between two variables (Zhou et al. 2016).Moreover, the relationship between two variables becomes weak when the value of correlation coefficient tends to zero. To measure this coefficient correlation, there are four types of measurements, which are, Pearson correlation, Spearman correlation, Kendall rank correlation and the Point-Biserial correlation. In this study, the researcher uses Pearson correlation, which is used most widely to measure the degree of association between different variables. The researcher further can analyse the obtained outcomes through considering other related articles that take discuss that which leadership style is the best in HGC. This is because the best form leadership can help employees to perform efficiently and this further brings job satisfaction for them. In most of the articles, researchers have stated that both types of leadership have significant impact to influence performance of employees. However, previous articles have considered that researchers have stated that transformational leadership has positive impact on employees compare to that of transactional leaders. However, the analysisprovidesanoppositeconcept.Therefore,toreduceadverseimpactofthis
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52LEADERSHIP STYLES IN ORGANIZATIONS transactionalleadershipstyle,thecompanyneedstoadopttransformationalstyleof leadership.Thisisbecausetransformationalleadershipprovidespositiveenvironment compare to other.
53LEADERSHIP STYLES IN ORGANIZATIONS Table6: Correlation Analysis of Transformational Leadership's Variables IdealisedAtt ributes IdealisedBe haviours Inspirationa lMotivation Intellectual Stimulation IndividualC onsideratio n Pearson Correlation 1.798**.762**.897**.792** Sig. (2- tailed) .000.000.000.000 N5050505050 Pearson Correlation .798**1.822**.832**.770** Sig. (2- tailed) .000.000.000.000 N5050505050 Pearson Correlation .762**.822**1.770**.830** Sig. (2- tailed) .000.000.000.000 N5050505050 Pearson Correlation .897**.832**.770**1.748** Sig. (2- tailed) .000.000.000.000 N5050505050 Pearson Correlation .792**.770**.830**.748**1 Sig. (2- tailed) .000.000.000.000 N5050505050 IndividualC onsideratio n **. Correlation is significant at the 0.01 level (2-tailed). Correlations IdealisedAtt ributes IdealisedBe haviours Inspirationa lMotivation Intellectual Stimulation Theabovetablerepresentscorrelationcoefficientamongfivevariablesof transformational leadership style.From following table, researcher observes that all variables have positive correlation based on 99% significance level.Through analysis this table, it can be said that IA has strong association with IB, IM, IS and IC and represents a positive relationship with each variable. Moreover, IB also has positive as well as almost strong relationship with other variables of transformational leadership style. The value of coefficient between IA and IB, IM, IS and IC are 0.798, 0.762, 0.897 and 0.792, respectively. Therefore, IA has the strongest association with IS compare to other four variables. The correlation coefficient of IB with IA, IM, IS and IC are 0.798, 0.822, 0.832 and 0.772, respectively. This implies that IB has strong correlation with IM compare to others. The other variables, which
54LEADERSHIP STYLES IN ORGANIZATIONS are, IM, IS and IC also represent positive correlation with other variables. Therefore, it can be said that each variable of transformational leadership style is highly correlated with other variables of the same leadership style. In addition to this, the study also measures correlation coefficient between two variables of transactional leadership style through applying Pearson correlation. Table7: Correlation Analysis of Transactional Leadership's Variables Correlations ContingentRewar dMgmtbyException ContingentRewar d Pearson Correlation 1.825** Sig. (2- tailed) .000 N5050 MgmtbyExceptionPearson Correlation .825**1 Sig. (2- tailed) .000 N5050 **. Correlation is significant at the 0.01 level (2-tailed). According to table 7, it can be said that two variables of transactional leadership style has positive correlation. The value of this correlation coefficient is 0.825, which represents strong association between these two variables. This implies that contingent reward is highly correlated with Mgmt by exception. 4.6 Inferential Statistics: Table8:RegressionSummary,ANOVAandCoefficientsofSatisfactions- Transformational Leadership Model Summary ModelRR SquareAdjusted R Square Std. Error of the Estimate 1.982a.965.961.17784
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55LEADERSHIP STYLES IN ORGANIZATIONS a. Predictors: (Constant), IndividualConsideration, IntellectualStimulation, InspirationalMotivation, IdealisedBehaviours, IdealisedAttributes ANOVAa ModelSum of SquaresdfMean SquareFSig. 1 Regression38.60857.722244.157.000b Residual1.39244.032 Total40.00049 a. Dependent Variable: Transformational b. Predictors: (Constant), IndividualConsideration, IntellectualStimulation, InspirationalMotivation, IdealisedBehaviours, IdealisedAttributes Coefficientsa ModelUnstandardized CoefficientsStandardized Coefficients tSig. BStd. ErrorBeta 1 (Constant)-.136.113-1.203.236 IdealisedAttributes.156.078.1401.999.052 IdealisedBehaviours.366.060.3686.151.000 InspirationalMotivation.197.056.2093.520.001 IntellectualStimulation.166.072.1642.305.026 IndividualConsideration.159.048.1873.306.002 a. Dependent Variable: Transformational According to table 8, it can be said that five independent can predict 96.5 % of the dependent variable, which is, transformational leadership style. From the ANOVA table, it can be said that except idealised Attributes (p= 0.52), other variables are statistically significant. Idealized Behaviours has highest impact on employees (β= 0.366, r= 0.000) followedbyInspirationalMotivation(β=0.197,r=0.001).Afterthese,Intellectual Stimulation and Individual Consideration also influence employees in HGC significantly.
56LEADERSHIP STYLES IN ORGANIZATIONS Table9: Regression Summary, ANOVA and Coefficients of Satisfactions- Transactional Leadership Model Summary ModelRR SquareAdjusted R Square Std. Error of the Estimate 1.989a.978.977.31752 a. Predictors: (Constant), MgmtbyException, ContingentReward ANOVAa ModelSum of SquaresdfMean SquareFSig. 1 Regression211.6162105.8081049.469.000b Residual4.73947.101 Total216.35549 a. Dependent Variable: Transactional b. Predictors: (Constant), MgmtbyException, ContingentReward Coefficientsa ModelUnstandardized CoefficientsStandardized Coefficients tSig. BStd. ErrorBeta 1 (Constant).287.1891.517.136 ContingentReward.664.093.2737.151.000 MgmtbyException1.743.089.75119.658.000 a. Dependent Variable: Transactional According to table 9, it can be said that two independent variables can predict 97.8 % of the dependent variable, which is, transactional leadership style. From the ANOVA table, it can be said that both variables are statistically significant. Mgmt by Exception has highest impact on employees (β= 1.743, r= 0.000) followed by Contingent reward (β= 0.664, r= 0.000).
57LEADERSHIP STYLES IN ORGANIZATIONS Table10: t-Test Analysis Group Statistics GenderNMeanStd. DeviationStd. Error Mean TransformationalFemale203.4750.57297.12812 Male303.35001.07599.19645 TransactionalFemale208.76251.23671.27654 Male308.35832.52802.46155 Independent Samples Test Transformationa l Transactional Levene's Test for Equality of Variances F13.51511.492 Sig..001.001 t-test for Equality of Means t.475.662 df4848 Sig. (2-tailed).637.511 Mean Difference.12500.40417 Std. Error Difference.26290.61009 95% Confidence Interval of the Difference Lower-.40361-.82251 Upper.653611.63084 Table 10 analyses Group Statistics and Independent Samples Test of transformational andtransactionalleadershipstyles.Fromgroupstatistics,itcanbesaidthatfemale employees give more positive responses in this survey compare to that male employees in bothstyleofleaderships.Intransformationalleadership,themeanvalueforfemale employees is 3.4750 while that for male employees is 3.3500.In addition to this, deviation of replies of female employees in transformational leadership is very low. This means almost all female employees provide almost same answers. On the other side, replies of male workers deviate with each other more compare to that of female workers. This can be said with the help of standard deviation. This implication is true for transactional leadership style as well.
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58LEADERSHIP STYLES IN ORGANIZATIONS For female employees, this value is 0.57297 while that of male employees is 1.07599. Responses of female workers deviate but this deviation is less than that of male employees. With the help of independent sample t-test, the researcher can detect the mean difference between two leadership style. From the above table of t-test, it can be said that significance differences can be observed between responses of male and female employees based on the influence of transformational and transactional leadership styles. 4.7 Discussion: The present study depends on 29 survey questionnaires along with 2 demographic questions, which are valid. The entire statistical analyses have done to understand that between transformational and transactional leadership style, which can influence employees of HGC significantly. Therefore, the present research study concentrates on leadership behaviours to understand relationships between employees and leaders as well as trust of followers on a leader, effort, task commitment, motivation and job satisfaction as well as effectiveness. In this research paper, the concerned researcher combines this point of view through using the MLQ-5X tool. This measurement further discusses about the perceptions of employees on effective leaderships. The researcher intends to apply such tool to obtain reliable outcomes that further provide comparatively less biased outcomes. In this context, variablesoftransformationalleadershipstyleareidealisedattributes(IA),idealized behaviours (IB), inspirational motivation (IM), intellectual stimulation (IS) and individual consideration (IC). In addition to this, variables of transactional leadership are contingent reward (CR) and Mgmt by exception (MBEA). The socio-demographic analysis considers gender and work experience of these selected employees. At first, the demographic question considers gender related to all respondents represents. It is observed that 60% of total employees are male while 40% of
59LEADERSHIP STYLES IN ORGANIZATIONS total employees are female. The second question indicates work experience of those workers. In this context, experiences are segmented under 9 groups, where wide of each group is 1 year. This open-end distribution considers year from 0 to 10 years and onwards. According to above analysis, it is observed that most of the respondents work for 1 to 2 years in HGC. This represents 24 percent of total respondents. In addition to this, 22 percent of total respondents work in this company for 2 to 3 years. From here it can be said that, almost 23 percent of total respondents are working in this company for 1 to 3 years. Therefore they have experienced the different patter of leadership for almost short period in this specified company. After considering these demographic aspects of the entire respondents, the researcher intends to analyze reliability test. This test helps to concerned person to understand that whether available data have internal consistency or not. To know this, this research paper focuses on Cronbach’s Alpha. If alpha value of each variable lies above 0.7 then researcher can say that data are consistent. The reliability test represents that all variables related to transformational leadership and transactional leadership are reliable and this leads the research to conduct further statistical analysis. Through conducting descriptive analysis, the researcher summaries all collected data. According to this analysis, it is observed that most of the respondents provide positive answers regarding the activities of transformational and transactional leadership styles. Therefore, it can be said that both styles of leadership influence employees to work efficiently from which they obtain job satisfaction. Therefore, both transformational as well as transactional leadership have affected the entire process of working significantly. In this context, it is also essential to mention that almost all respondents provide positive replies regarding these leadership styles. In this context, the researcher also tries to observe that whether variables of both forms of leaderships have any correlation with each other or not. From SPSS table, it can be observed that whether correlations between two variables of
60LEADERSHIP STYLES IN ORGANIZATIONS transformational leadership are very strong or not. The correlation table represents that between two variables of transformational leadership, a strong correlation can be observed. Moreover, each relationship represents has represent a positive one, which implies that increase in one variable can lead the other variable to increase further. The same relationship can be observed between two variables of transactional leadership style. From inferential statistics, the researcher can state that whether transformational leadershipstyleaswellastransactionalleadershipstylehasanypositiveimpacton employees of HGC or not. It is already has observed that independent variables can predict 96.5 percent of the transformational leadership style. Moreover, the ANOVA table represents significance value. In addition to this, it is already observed that all variables except idealized attributeshaveinfluencedemployeessignificantly.Therefore,itcanbesaidthat transformational leadership has positive impact on employees of HGC. Furthermore, the researcher tries to observe that whether transactional leadership style has any positive impact on employees of HGC. To know this, the concerned person has observed that independent variables can predict 97.8% of transactional leadership style. In addition to this, the study can observe from ANOVA table that Mgmt by exception has strong impact on employees than any variables related to both transformational and transactional leadership styles. This notion further states that the style of transactional leadership has significant contribution to motivate employees while transformational leadership style has comparatively less influence on employees. The study further conducts independent sample t-Test to understand that whether the difference in employees’ genders has any statistical significance that can provide positive impact on the way those employees influence through both transformational and transactional leadership style. According to female employees, both transformational and transactional leadershipstylehavepositiveinfluenceon them.Accordingtomaleemployees,this
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61LEADERSHIP STYLES IN ORGANIZATIONS significant difference is not as strong as female employees consider. From the independent samples test, the researcher has observed that both form of leadership have significant differences. This implies that both responses between transformational and transactional leadership have significant differences. Therefore, this analysis further helps the researcher to reject null hypotheses H10 and H20 that state that transformational and transactional leadership styles do not have any influence employees of HGC. Thus, the concerned researcher considers alternative hypothesis H11 and H21, which state that both form of leadership has positive influence on employees of this specified company. This entire analysis can be described further considering previous literatures. According to McCleskey (2014), strong leadership could influence an enterprise to provide maximum output to their customers. Through influencing behaviour as well as the involvement level of employees, the concerned leader can motivate performance of a worker in a positive way. This phenomenon is also applicable in the context of HGC. Based on survey report, the paper can said that both transformational and transactional leadership have significant influence on employees of HGC. A perfect form of leadership helps employees to generate self-confidence through providing moral supports and motivation. Moreover, an effective leader also provides other facilities that can help those workers to work with their full concentration and enthusiasms. From above analysis, it can be said that transformational as well as transactional leadership have influenced employees in a positive way and this further influences employees to operate significantly. The entire analysis also supports the point of view of researchers Iqbal, Anwar and Haider (2015). Through considering his concept, it can be said that strong leadership help employees of HGC to perform their responsibilities delicately. In this context, female workers support this aspect more compare to male workers. According to female employees of HGC, both transformational and transactional leadership influence them positively to perform the task. According to those
62LEADERSHIP STYLES IN ORGANIZATIONS female employees, both form of leadership helps this organisation to reduce any internal conflict and this consequently those leaders do not support any negative impact within the organizational activity. This analysis further supports the viewpoint of Braunet al.(2013), who considers that transformational leadership helps an organisation to build further commitment for various changes related to objectives and strategies of HGC. Through using the power of leadership, the transformational leaders encourage employees of HGC to work in a positive way that further can help the concerned company to meet all its objectives. On the other side, this survey successfully addresses the point of view of Dumdum, Lowe and Avolio (2013). This form of leaderships helps employees of HGC to motivate for alluring their own interests. In this company, leaders take responsibilities as well as authorities to give rewards or penalties to their employees. From above analysis, the researcher has observed that the impact of contingent reward is strong among employees compare to any other variables of leadership. Therefore, this contingent rewards helps employees to perform efficiently within a fixed targets. Employees try to work with high space for completing the entire task. Moreover, the research also observes that the impact of contingent reward is more strong compare to that of contingent punishment. Contingent rewards influence female employees more than male employees. In HGC, leaders mainly follow transactional style of leadership. This further helpsemployeesinthiscompanytoretaintheirsubordinatesandincreasebusiness productivity. This concept supports the statement provided by Shafie, Baghersalimiand Barghi (2013). Furthermore, the analysis also supports the view of Breevaart et al. (2014) that transactional leaders act as extrinsic motivators in this company. Most of the leaders intend to make a business standard through using short-term goals as well as rules and regulations.
63LEADERSHIP STYLES IN ORGANIZATIONS Chapter 5: CONCLUSIONS AND RECOMMENDATIONS 5.1: Conclusion: This chapter of the study will discuss the entire research work briefly. The paper has observed that the commercial as well as organisational framework have experienced various changes for the last few years. This happens due to some international activities, such as, globalisation and trade liberalisation which in turn have influenced infrastructural and technological framework of a business. In this context, the study has observed that leadership style has significant impact on the performance of a company for participating in the global business activities. Leaders insist employees in an organisation to work in an efficient way to obtain certain goals and objectives related to the business. Therefore, this study has observed that leaders actually play vital roles in an organisation. However, it is also observed that the basic concept of leadership changes over the years in this dynamic business world. In addition to this, the role of leadership within a business has become more complex due to different types of leadership structures as well as styles. Therefore, entire concept of leadership depends on a particular situation. According to some researchers, a good leader helps his subordinates to create morale values and inspiration for their employees as this further can help those employees to work more efficiently. In this context, significant leadership structure also encourages an organisation to operate efficiently through using free flow of ideas. This further can help the concerned organisation to implement proper strategies for performing their operations efficiently. In an organisation, different forms of leadership can be observed among which this study considers transformational and transactional style of leaderships. These two forms of leaderships have different activities. Transactional leaders chiefly give focus on organisation to supervise the performance of the organisation. On the other side, transformational leaders intend to identify different areas that further can help the organisation to change and create its vision. To understand the actual role of leaders, this
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64LEADERSHIP STYLES IN ORGANIZATIONS paper has selected the Htoop Group of Companies in Myanmar. The entire study intends to identify that whether transformational leaders have significant impact on employees of this company or not. At the same time, this paper also tries to observe that whether transactional form leadership has significant impact in this company or not. The significance of this study depends on some aspects. In this contemporary period, market places experience global integration. This further leads companies to increase their level of competition. Therefore, it has become obvious for all businesses including HGC to maximise efficiency along with effectiveness and competency within their operational frame work. This further can help these companies to sustain under a strong competition that exists across the world. To achieve such strategies, the role of an efficient lead is very crucial. Therefore,thisresearchworktriestounderstandtheimpactoftransformationaland transactional form of leadership in HGC. For doing so, this paper conducts various statistical analyses. To obtain such statistical data, the researcher conducts a survey with 50 employees in this company. Before conducting the researcher, the concerned researcher set research aims objectives and questions that further can help this person to proceed accurately. The basic aim of this research study is to investigate various impacts as well as implicationsrelatedtodifferentstyleofleaders.Thepaperchieflyfocuseson transformational and transactional form of leadership depending on the activity of Htoo Group of Companies. Thus, the research work tries to compare as well as determine different style of leadership that can be appropriate for the specified company. Through analysing the statistical data and discussing their interpretation, this paper can state that whether this paper has successfully addressed its research objectives or not. The first objective of is to explore the differences between transformational and transactional form of leadership. The researcher has done this difference with the help of
65LEADERSHIP STYLES IN ORGANIZATIONS previous research articles. In many articles related to leadership style, the researchers state about functions and activities of different form of leaders through considering their different activities.However,attheendtheresearcherobservesthattransformationalformof leadership has comparatively more positive impact on employees compare to transactional one.This discussion further helps research to fulfil the third objective that states that transformational leadership has more comparative advantage than transactional leadership. From previous studies, the researcher has observed that transformational leaders motivate employees of an organisation to perform in a competitive way. The study also addresses its fourthresearchobjectiveswiththehelpofthosepreviousresearcharticles.Through analysing various studies, the researcher has observed that transformational leadership style performs more efficiently in HGC. However, further statistical analysis observes that the transactional form of leadership has more impact in this company compare to that of transformational leaders. However, to perform more efficiently, the research understands that the company needs to apply transformational form of leadership. The fifth objective tries to understand different impacts of leadership based on different organisational aspects that can influence the concerned company effectively. The effective leaders help an organisation to motivate their employees for performing jobs in a better way. With the help of t-test and other correlation, the researcher has observed that the impact of transactional leaders is strong compare to the other one. The researcher has also successfully state about the remaining objectives related to leadership in this company. In this context, it needs to mention that the study forms questionnaires with the help of MLQ 5X that has 45 questions. However, the researcher considers one rater forms. From demographic questions the researcher has observed that most of the respondents are female, who have working experience for 1 to 2 years. To know this, a socio-demographic analysis has been done based the selected 50 respondents. Furthermore, this paper intends to observe
66LEADERSHIP STYLES IN ORGANIZATIONS the internal consistency of these collected data based on which further research work can be done. For knowing this, this paper conducts a reliability test. From this test it is observed that all variables related to transformational and transactional leadership are strongly reliable. This is because their alpha values lie above 0.7. With the help of descriptive statistics, this paper states that almost every respondent gives positive reply regarding the performance of employees. In this context, female workers state that both transformational and transactional form of leadership has more impact on them. Male workers also state the same phenomenon though there is a significant difference between the responses of male and female employees. Moreover, responses of female workers do not deviate from each other. This means most of the employees give almost same responses. On the other side, responses of male employees deviate with each other significantly. 5.2 Recommendations: After concluding the entire analysis, the study can further recommend aspects that can help this research work to proceed further. The main limitation of this research work is that the researcher does not have any control on the replies of respondents. Therefore, the researcher can obtain a biased outcome in the respondents. In addition to this, the researcher needs to focus on both negative as well as positive outcome of researchers though they consider only the positive one.
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76LEADERSHIP STYLES IN ORGANIZATIONS Wibbeke, E.S. and McArthur, S., 2013.Global business leadership. Routledge. Xu, A.J., Loi, R. and Ngo, H.Y., 2016. Ethical leadership behavior and employee justice perceptions: The mediating role of trust in organization.Journal of Business Ethics,134(3), pp.493-504. Yang,C.,Ding,C.G.andLo,K.W.,2016.Ethicalleadershipandmultidimensional organizational citizenship behaviors: The mediating effects of self-efficacy, respect, and leader–member exchange.Group & Organization Management,41(3), pp.343-374. YasinGhadi, M., Fernando, M. and Caputi, P., 2013. Transformational leadership and work engagement:Themediatingeffectofmeaninginwork.Leadership&Organization Development Journal, 34(6), pp.532-550. Yıldız, S., Baştürk, F. and Boz, İ.T., 2014. The effect of leadership and innovativeness on business performance.Procedia-Social and Behavioral Sciences,150, pp.785-793. Yukl, G.A., 2013.Leadership in organizations. Pearson Education India. Zehir, C., Akyuz, B., Eren, M.Ş. and Turhan, G., 2016. The indirect effects of servant leadershipbehavioronorganizationalcitizenshipbehaviorandjobperformance: Organizational justice as a mediator.International Journal of Research in Business and Social Science (2147-4478),2(3), pp.2-13. Bonett, D.G. and Wright, T.A., 2015. Cronbach's alpha reliability: Interval estimation, hypothesis testing, and sample size planning.Journal of Organizational Behavior,36(1), pp.3-15. Muñoz, A.M., Kemp, S.E., Hollowood, T. and Hort, J., 2018. Comparison of Descriptive Analysis Methods.Descriptive Analysis in Sensory Evaluation, pp.679-709.
77LEADERSHIP STYLES IN ORGANIZATIONS Zhou, H., Deng, Z., Xia, Y. and Fu, M., 2016. A new sampling method in particle filter based on Pearson correlation coefficient.Neurocomputing,216, pp.208-215. Appendix Questionnaire Question 1 Gender 1 = "Female" 2 = "Male" Question 2 How long have you worked in this company? 1 = "0-1 year" 2 = "1-2 years" 3 = "2-3 years" 4 = "3-4 years" 5 = "4-5 years" 6 = "5-6 years" 7 = "6-7 years" 8 = "7-8 years"
78LEADERSHIP STYLES IN ORGANIZATIONS 9 = "8-9 years" 10 = "10 years and above" Question 3 Re-examines critical assumptions to question whether they are appropriate 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 4 Provides me with assistance in exchange for my efforts 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 5 Focuses attention on irregularities,mistakes, exceptions, and deviations fromstandards 1 = "Not at all"
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79LEADERSHIP STYLES IN ORGANIZATIONS 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 6 Talks about his/her most important values and beliefs 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 7 Seeks differing perspectives when solving problems 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 8 Talks optimistically about the future
80LEADERSHIP STYLES IN ORGANIZATIONS 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 9 Instills pride in me for being associated with him/her 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 10 Discusses in specific terms who is responsible for achieving performance targets 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always"
81LEADERSHIP STYLES IN ORGANIZATIONS Question 11 Talks enthusiastically about what needs to be accomplished 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 12 Specifies the importance of having a strong sense of purpose 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 13 Spends time teaching and coaching 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always"
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82LEADERSHIP STYLES IN ORGANIZATIONS Question 14 Makes clear what one can expect to receive when performance goals are achieved 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 15 Goes beyond self-interest for the good of the group 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 16 Treats me as an individual rather than just as a member of a group 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes"
83LEADERSHIP STYLES IN ORGANIZATIONS 4 = "Fairly often" 5 = "Frequently, if not always" Question 17 Acts in ways that builds my respect 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 18 Concentrates his/her full attention on dealing with mistakes, complaints, and failures 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 19 Considers the moral and ethical consequences of decisions 1 = "Not at all"
84LEADERSHIP STYLES IN ORGANIZATIONS 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 20 Keeps track of all mistakes 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 21 Displays a sense of power and confidence 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 22 Articulates a compelling vision of the future
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85LEADERSHIP STYLES IN ORGANIZATIONS 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 23 Directs my attention toward failures to meet standards 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 24 Considers me as having different needs,abilities, and aspirations from others 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always"
86LEADERSHIP STYLES IN ORGANIZATIONS Question 25 Gets me to look at problems from many different angles 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question26 Helps me to develop my strengths 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 27 Suggests new ways of looking at how to complete assignments 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always"
87LEADERSHIP STYLES IN ORGANIZATIONS Question 28 Emphasizes the importance of having a collective sense of mission 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 29 Expresses satisfaction when I meet expectations 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often" 5 = "Frequently, if not always" Question 30 Expresses confidence that goals will be achieved 1 = "Not at all" 2 = "Once in a while" 3 = "Sometimes" 4 = "Fairly often"