Influence Strategies and Leadership Styles in School Management

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ACKNOWLEDGMENT
(SAMPLE)
I would like to give my special thanks to......
Name ___________________________

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ACCEPTANCE SHEET
The capstone research paper entitled
“______________________________________________________________________________”
Submitted by ___________________________, in partial fulfilment of the
requirements for MBA 612 Strategic Management (Capstone) for the degree,
Master of Business Administration from the University of Fujairah is hereby
accepted.
_____________________________________
Dr. Fermin G. Castillo, Jr.
Capstone Supervisor

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Managing people and organization: the influence strategies and leadership styles in
management of people in school settings in Fujairah & Kor Fakkan, UAE
2018-2019
Student’s name
Institutional affiliation
Date

MANAGING PEOPLE AND ORGANIZATION 4
Managing people and organization: the influence strategies and leadership styles in
management of people at work places
ABSTRACT
This research study seeks to determine the influence strategies and leadership styles in
a workplace management of different people working in schools around Fujairah and Khor
Fakkan area. Managers in different school settings exercise the concept of leadership in most
of their duties towards their respective subordinates. The concept of leadership in most cases
involves power usage over an individual's superiors or subordinates. As the aspects of power
and leadership have been studied on an extensive manner by different social psychologists
across the world, limited evidence has been provided as far as the relationship of these two
aspects is concerned. This research paper intends to explore and further integrate two major
human work associated recalcitrant issues. The paper will present an extended discussion on
the literature concerning influence strategies and leadership styles a school setting. This
research study views the aspect of leadership as a reciprocal process of influence and the
concept of power as any kind of "potential influence" and therefore the interconnection
between these two concepts is known as "influence." This research paper further presents
different major research findings obtained from the research study putting into consideration
five major aspects. Among these includes power bases, the style of leadership, the behaviour
of leaders, the organizational culture or climate and the characteristics of the organizations.
Depending on extensive data quantification, this research concludes that the different
influence strategies that managers employ in leadership cannot be fixed in a universal
manner. However, different school managers need to understand their organizational climates
in order to ensure effective management.

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Keywords: Influence strategies, leadership styles, workplace, management, people,
managers, leadership, school,

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TABLE OF CONTENTS
Contents
ABSTRACT...............................................................................................................................2
CHAPTER 1: THE PROBLEM AND ITS BACKGROUND/ INTRODUCTION...................4
1.0. Background of the Study.....................................................................................................4
1.1. Statement of the Problem....................................................................................................5
1.2. Objectives of the Study.......................................................................................................5
1.3. Hypothesis of the Study......................................................................................................6
1.4. Research Framework...........................................................................................................7
1.4.1. Theoretical Framework................................................................................................7
Trait Approach....................................................................................................................8
Behaviour Approach...........................................................................................................8
Situational/Contingency Approach.....................................................................................8
1.4.2. Leadership Model.........................................................................................................9
1.5. Scope and Limitation of the Study....................................................................................10
CHAPTER II REVIEW OF RELATED LITERATURE AND STUDIES.............................11
2.1 Review of Related Literature.............................................................................................11
CHAPTER III: RESEARCH METHOLOGY.........................................................................15
3.1 Research Design and Sampling..........................................................................................15
3.2 Instrumentation/tools..........................................................................................................15
3.3 Procedures..........................................................................................................................17
3.4 Statistical Tools and Treatment of Data.............................................................................18
4.0.CHAPTER IV:RESULTS..................................................................................................20
Figure 2:Table showing different distribution items of different downward startegy
measures...............................................................................................................................20
Figure 3: Table showing the results of the factor analysis as far as the downward statrrtegy
emausres are concerned........................................................................................................21
Figure 4: Table showing the intecorrelations that exist among different power bases........22
Figure 5:Table showing the self reported data on leadership styles.....................................22
figure 6:Table showing the descriptive statistics ,reliabilities,scale charactersistics and
interelations among the behaviours meausres of eladers.....................................................23
5.0: Discussion and Conclusions..............................................................................................23
5.1.Recommedations............................................................................................................25

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CHAPTER 1: THE PROBLEM AND ITS BACKGROUND/INTRODUCTION
1.0. Background of the Study
Irrespective of the fact that there is a lot of literature as far as the concept of
leadership is concerned, a lot still needs to be understood as far as the subject in school
management is concerned. Apart from leadership approaches such as situational and trait
behaviour contingencies, the power influence approach has until today received very little
attention from organizational or social psychologists. The power influence approach is
greatly fundamental since it holds an important issue, which affects the concept of leadership
known as "power,” (Amanchukwu et-al, 2015). The effectiveness of leadership is as a result
of the effectiveness of the power that a given leader assumes and the way such a leader
exercises such power over different subordinates, (Voonet-al, 2011). The major source of
influence as far as any social relationship is concerned is the power base. Such a concept is
what different leaders have which gives them power over their respective subordinates. On
the other hand, the aspect of influence strategy in leadership is the main or actual mechanism
of behaviour through which a given leader is able to influence his or her respective
subordinates. Therefore, it is of great importance to make an investigation concerning the
ways through which a leader can influence his or her respective subordinates in managing
people at workplace, (Abbas&Yaqoob, 2009). Effective management at workplaces requires
different leaders to do their respective works efficiently and amicably. However, there is no
way the different influence strategies that different leaders employ can be a universally fixed
aspect. However, it may be dependent on the context through which an influence occurs and
the style of a particular leader, (Yulk, 2011).

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1.1. Statement of the Problem
Today, limited research exist as far as the concepts of influence strategies and
leadership styles in school management are concerned. There is lack of substantial research
as far as the ways through which influence strategies and leadership styles are correlated. A
review conducted on different literature concerning leadership shows that most theories of
leadership today include different moderators. However, most of the research works that have
been obtained are greatly unsystematic in nature since they in most cases fail to put strong
concentration or focus on the different operation mechanisms of such operators. Due to such
challenges, different school managers today have reported significant difficulties as far as
their struggles to make use of the contingency model in managing in people schools is
concerned. Today, most school leaders are attempting to solve crises in their educational
institutions by applying more referent power, formal power, expert power and sometimes-
upward influence. Limited open consultations are being observed in today’s schools between
school leaders and their respective subordinates. Lack of open discussions between leaders
and their respective positions has resulted into poor management of people in different
workplaces across the world. Therefore, this research paper seeks to establish the influence
strategies and leadership styles that affect management of people in a school setting.
1.2. Objectives of the Study
This research paper has various objectives. Among these includes:
Understanding different aspects of leadership styles in schools of Fujairah and Kor Fakkan
Understanding different influence strategies and the roles that they play in school
management in the area
Establish the relationship between leadership and power in managing schools