MBA Capstone: Influence Strategies, Leadership in Fujairah Schools

This capstone research paper investigates the influence strategies and leadership styles employed in managing people within school settings in Fujairah and Khor Fakkan, UAE. The study explores the relationship between leadership and power, examining how different influence strategies impact organizational climate and management effectiveness. The research utilizes a variety of theoretical frameworks, including trait, behavioral, and situational approaches, to analyze leadership models. The study's objectives include understanding leadership styles, establishing the correlation between leadership and power, and identifying which strategies yield better management practices. The methodology includes research design, instrumentation, and statistical analysis, with findings presented in tables and figures. The research concludes that effective management depends on understanding organizational climates and adapting influence strategies accordingly, offering recommendations for school managers to improve leadership effectiveness.

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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

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Establishing the relationship that exists between organizational management and the
influence strategies used by school managers
Establishing the relationship between school management and leadership styles
To understand different leadership styles, influence strategies used by school mangers in
UAE, and identify the major characteristics, which lead to differences between the styles
used by different people.
To establish the impacts that different leadership styles and influence styles have on school
management.
To identify which influence strategies and leadership styles yield better school management
practices.
1.3. Hypothesis of the Study
This research study will depend on various hypotheses.
H1: Influence strategies employed by different managers affect the effectiveness of managing
people in schools
H2: Leadership styles employed by different school managers affect the effectiveness of the
management of people in schools
H3: Different leadership styles have different impacts on school management
H4: Leadership is one of the styles of a power relationship in an organization
H5: There is a relationship between leadership and power

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1.4. Research Framework
1.4.1. Theoretical Framework
This research paper will operate in accordance to different approaches to theory. Irrespective
of the fact that there is a lot of literature as far as the aspect of leadership is concerned, most
of such data is contradictory and confusing in nature. In order to construct successful research
putting into consideration all such facts, this research paper will make use of different
approaches as far as the explanation of the aspect of leadership is concerned. As far as the
aspect of leadership styles is concerned, different theories including the behaviour and early
trait theories and the contingency and situational theories have been employed in the
identification of different factors, which affect the effectiveness of a particular form of
leadership, (Othman et-al, 2017). The trait approach majorly focuses on the identification of
specified psychological and universal psychological characteristics, which better leaders had
in management. Such a theory therefore examines the aspect of leadership through posing
different questions in relation to the concept of leadership, (Avolio et-al, 2009). The main
question as far as this concept is concerned focuses on establishing if one style of leadership
is better than other styles, (Oladipo et-al, 2012). More so, different contemporary theories
came up with various leadership situational approaches that focused on the explanation of the
different previously used approaches as far as the reconciliation of different findings of
research is concerned. The major aspect of the leadership theories that were determined by
the contingency tent focused on the importance associated with leaders listening and
analysing every organizational situation. Therefore, both approaches viewed the concept of
leadership as a very complex process that includes leaders, their respective subordinates and
the real situation at hand. The modern approaches today make different leadership theories
that one of the functional characteristic of a good leader is effective leadership,
(Amanchukwu et-al, 2015).

MANAGING PEOPLE AND ORGANIZATION 11
Trait Approach
The trait approach resulted from the need by different research to identify emotional,
personal, intellectual and biographical traits of different leaders. Trait theories emerged in the
early fifties as a result of the need to understand the personality traits of different leaders. In
those times, most leaders were found to be healthier, taller and heavier. Different researchers
seeking to identify different salient traits associated with different leaders have used the trait
approach. The trait approach focuses on the identification of which specific leaders are in the
society though it does not reveal their respective behavioural patterns.
Behaviour Approach
The behavioural approach came into play in the early 1950s.As a result of the different
limitations that were associated with the trait approach; attention was shifted towards the
study of behaviours among different leaders in order to identify the possible changes in
behaviours patterns between successful and unsuccessful leaders. This study approach
hypothesises that successful leaders who employ specific styles of leadership had a capacity
of leading different people towards the attainment of their respective goals.
Situational/Contingency Approach
The contingency or situational approach came up in an attempt to address the complexities
that were associated with both the behavioural and the trait approaches. Different modern
scientists that supported the situational or contingency approach believed that different
situational factors such as the traits of leaders and their subordinates, group development
stage and the nature of the tasks undertaken are fundamental in the prediction of the success
of a given leader. The main tenet as far as the contingency approach is concerned is that for
effective evaluation of the effectiveness of a particular leader, evaluation should focus on not
only the behaviour of a particular leader but also many other factors need to be assessed since
one leadership style cannot be effective in every situation. The contingency approach

MANAGING PEOPLE AND ORGANIZATION 12
involves the use of different approaches in the isolation of the different fundamental elements
necessary in distinguishing approaches, which are more successful than others are,
(Peretomode, 2012).
1.4.2. LeadershipModel
This research employs the use of the Leadership Challenge Model. The leadership challenge
model puts major emphasis on the behaviour of an individual other than the personality of a
person. The model focuses on the observable abilities and skills of an individual. This
leadership model asserts that irrespective of the differences that exist between different
people in terms of age, gender, culture and many other variables, stories told by an individual
can be fundamental in revealing important aspects of an individual's behaviour. The
Leadership Challenge model discusses that when different leaders are at their best conditions,
there are various core practices, which apply to all of them. This leadership model has
continued to show its effectiveness as evidence based and clear path towards the achievement
of the extraordinary for teams, individuals, communities and organizations. This leadership
theory turns the leadership abstract concept into easy to understand behaviours and practices
which can be learned and taught by individuals willing to challenge them in any way
possible.
Figure 1: The Leadership Challenge Model

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1.5. Scope and Limitation of the Study
There are various limitations as far as this research study is concerned. The research data that
was used in this research paper was obtained by using similar procedures and study methods.
Therefore, such procedures might have resulted into a common method bias which could
have caused an inflation in the relationship of the different factors involved in their research
study. More so, some criteria variables were assessed using different self-report measures,
which could end up reflecting the perceptions of the different participants instead of their
respective objective realities. Another major limitation as far as this research study is
concerned is the fact that the study's duration is short and limited. Making use of a longer
duration is important since it would have availed the researcher with adequate time to
conduct adequate studies on the broader percentage of employees working in a given the
school setting. Together with other major leadership dimensions including transactional,
transformational and laissez, the study would have focused on an exploration of the
charismatic kind of leadership also. More so, more funding would have been fundamental in
helping the researchers interview a wider group of participants and further explore the
research topic on a global basis. More so, the research ought to have had a bigger coverage in
different management aspects of leadership and in different functions of business including
marketing, business development and others.
CHAPTER II REVIEW OF RELATED LITERATURE AND STUDIES
2.1 Review of Related Literature
Leadership is one of the main study topics in both the academic and the corporate sector. The
aspect of leadership has recently undergone serious progressions in revealing important
mysteries as far as the concept of leadership is concerned. In the following decades, concepts
of research as far as leadership is concerned will continue being in existence as far as the man

MANAGING PEOPLE AND ORGANIZATION 14
kind history is concerned. For the past years, practitioners and researchers have come up with
a belief that the concept of leadership is an adaptable process of development and this study
field has been receiving constant research developments. The concept of leadership has
received different controversial discussions over the years in respect to the nature of leaders,
are different leaders trained or born, and many others. Different research have come up with
different leadership theories in an attempt to explains different leadership concepts, (Avolio,
Walumbwa, and Weber, 2009)
Different literature reviewed shows that the concept of leadership started as early as the
Arabian and Egyptian civilization. In the twentieth century, different practitioners and
researchers in order to make classifications in respect to the different leadership dimensions
have made substantial struggles or efforts. Therefore, an impact has been created among
different social and organizational researchers in order to understand and explore the
structured research concerning leadership in order to better understand different leadership
theories on styles, behaviour, and trait and leadership development. The main history
concerning the different leadership theories first focused on the traits of different leaders,
which covers the main differences between different leaders, and how they behave towards
their respective followers. Such an approach to leadership covered main research aspects up
to the year 1940.However, more researchers came up to provide solid proof that the
effectiveness of a leader is not always determined by an individual's traits. Researchers have
therefore shifted their focus towards other factors such as the style, behaviour and
development of a particular leader including the concept of effectiveness. The kind of
leadership which is applied in contexts, situations, functions and other aspects strongly affect
the concept of leadership hence making the concept commensurate to the varying dynamics
of organizations. The leadership literature therefore reveals that as time goes by, different

MANAGING PEOPLE AND ORGANIZATION 15
theories have been refined and modified by different practitioners and researchers, (Khan, et,
al 2016)
Leadership is one of the commonly written about social phenomenon today. However, the
concept of leadership has until today not been effectively understood due to its complex
nature and the fact that the concept is associated with various variables, (Obiwuru et-al,
2011). For many years, different researchers in relation to the concept of leadership have put
their major focus on the traits and personality of leaders, contingencies and situational factors
which behaviour and leadership styles, transactional, charismatic and transformational
leadership. Different researchers attempted to have a better understanding of the concept of
leadership. Today, the topic of leadership is one of the least understood topics irrespective of
the fact that very little is still known as far as the concept is concerned. Therefore, leadership
is still a mysterious and complex topic today. (Almohaimeed, Saleh. (2014)
For any particular leader to be highly effective in leading his or her respective followers, one
requires to in a census manner explore ones different knowledge and understanding as far as
the different leadership approaches are concerned and therefore make necessary changes in
respect to such approaches in order to ensure that he is an effective leader. Relationship and
task behaviours are the main aspects as far as leadership styles are concerned and therefore
the effectiveness of different leaders depends on their ability to employ best styles to different
situations, (Bruno, leo. 2013). The leadership style of an individual is a major determinant of
factor as far as the failure of success of any particular organization is concerned and it is
therefore the leader's behavioural approach which gives direction and motivation to his
subordinates,( Raus&Haita, 2011), Different psychologists have come up to discuss different
styles of leadership among leaders. Among the main leadership, styles discussed include
autocratic, democratic and laissez faire styles. Today, the concept of leadership styles is
viewed as one of the major employee motivation determinants in an organization, (Ojokuku

MANAGING PEOPLE AND ORGANIZATION 16
et-al, 2012). Leadership styles in an organization have the ability to affect the employees
either positively or negatively. More so, leadership styles are associated with different
consequences as far as the behaviours of employees are concerned in terms of the concepts of
motivation and attitude hence affecting the performance of an organization, (Saqib et-al,
2017)
Autocratic leaders are the different leaders in organizations that make their respective
decisions without putting into consideration the opinions of their respective leaders. On the
other hand, laissez-faire leaders are the different leaders who include their respective
followers in their decisions making processes and they do not take part in such processes,
(Ataus et-al, 2015). Lastly, democratic leaders are the different kinds of leaders who ensure
that their respective followers are involved before they make organizational decisions. The
democratic style of leadership is commonly known for intensifying the commitment of
different individuals towards their respective organizations, (Khan, et, al 2016)
Autocratic leaders are known to be aggressive and having a very strong will as far as their
tasks is concerned. In most cases, such kinds of leaders do not listen to the suggestions and
views of other people as long as they do share a similar opinion with them. Different
followers of autocratic leaders are not satisfied at their respective jobs due to the fact their
respective leaders assert absolute influence and power on them, (Afshinpour, 2014).
Autocratic leaders exercise authority over their subordinates in their way and they see their
team members and followers as functionaries. Most of the followers of autocratic leaders
keep waiting for their leaders to fail so that they can be changed immediately. There is little
motivation and shared vision beyond the concept of coercion. However, such leaders fail to
stimulate the feelings of assisting others since they operate in a task-oriented manner, (Malik
et, al., 2016)

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Democratic leaders allow the decentralization of their styles of making decisions. Such
leaders involve their respective followers in the process of making decisions, planning and
execution. In most cases, such leaders are interested in encouraging their respective members
to openly share their respective ideas and therefore they view the effectiveness of a group as
an important concept. Such kind of leadership sounds better in theory though it is slow,
(Jeremy et-al, 2012).Such kind of leadership in most cases plays a central role in the
stimulation of citizenship behaviours or leadership among different members of an
organization. Such leaders trust such processes and the policies. Therefore, they are driven by
practices and policies when executing their respective tasks. Such individuals are in most
cases committed to organizational systems, procedures and have a common goal with their
respective followers. Bureaucratic leaders do not consider specific leadership aspects such as
motivation, (Maliket, al, 2016).
Laissez-Faire Leaders enjoy practicing the concept of delegation where by different members
of a particular group are allowed to make different decisions. The interference that exists
between subordinates and their respective followers is limited and leaders therefore often
avoid their respective responsibilities. Such kind of leadership does not affect the behaviour
outcomes of the different followers and it does not involve serious transactions. Such leaders
limit their involvement in the progress of their work including the processes of making
decisions. Most times, such leaders take a back seat allow things to happen, (Chowdhury,
2014)

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CHAPTER III: RESEARCH METHOLOGY
3.1 Research Design and Sampling
A correlational research design was used in this research paper. This kind of research design
involves the measurement of two different variables by a researcher and an assessment of a
statistical relationship of such variables, (Brannen, 2017). A group of 200 managers from
various contrasting school organizations participated in this research study voluntarily. The
participants in this study were male and female school managers from Fujairah and Khor
Fakkan area. 70% were public schools while the rest were privet schools. 43% of the
participants were from low school management levels while another 43% of such participants
were from the middle management level.14% of the participants constituted the top school
management level. The age of the different participants ranged from 25 to 60 years. The
greatest percentage of managers in the school organizational settings had at least a Bachelor’s
degree. Besides, they had been in their respective positions for over 10 years of service. 66%
of such school managers had a role of supervising at least one employee or subordinate of the
schools chosen. The different managers were interviewed in private and on an individual
basis.
3.2 Instrumentation/tools
As far as the survey questionnaire was concerned, different study aspects that were embedded
in the questionnaire were based on current literature. The questionnaire that was prepared
included various measures and tests. The questionnaire was divided into four major sections.
The first sections focussed on subordinates, the second section focussed on the immediate
superiors in the schools, the third section focussed on the observational and perceptions
within the schools while the last section consisted of items that described the demographic
and the personal characteristics of the different study respondents. Among such characteristic

MANAGING PEOPLE AND ORGANIZATION 19
includes styles of leadership and many others. The questionnaire that was used in this study
was a revision of the last questionnaire copy, which was developed during the pilot study
whereby unclear, unreliable and useless questions were removed. During this research,
specific items were modified to suit the study and some new ones were later included. The
final draft of the questionnaire was printed page booklet, which had varying study scales.
Different other tools were used in this research study. Three different scales were employed
in this research study. The first scale focussed on assessing the different self-reported styles
of leadership of the different participants. 4 participative items, 8 test-oriented items and 6
bureaucratic items were used in this research study. The second scale focussed on tapping the
use of different influence strategies by the different respondents. This scale included 5
exchange and challenge items,6 expertise and reasons items,3 personalised help items,4
coalition and manipulation items,4 dependency items,4 upward appeal items and 3 assertion
items. The third study scale as far as this research is concerned focussed on assessing the
perceptions of the respondents and their respective observations as far as the management
aspects of their organizations are concerned. These include 5 items of reward and
participation, 5 items of structure and 3 items, which focussed on support and warmth. Before
such measures were subjected to the research study's final analysis, they were first tested for
construct validity through employing factor analysis which is varimax rotated .Most alpha
coefficients of the study variables were noted. Furthermore, the different subscales as far the
scale was concerned had a great level of independence. Such an aspect implies that such
scales did not limit the different analyses used in the study.
3.3 Procedures
This research study was conducted with the help of two research assistants each having a
master’s degree in the field of psychology. Such research assistants worked in collaboration

MANAGING PEOPLE AND ORGANIZATION 20
with other few researchers to interview the school managers or executives. Before the actual
collection of the research study, such research assistants were first provided with adequate
training by the researcher a month before the actual study. The training sessions focussed on
different main components. Some lectures put a strong focus on the research study's general
aim and objectives including the different procedures that the researcher proposed as far as
the survey was concerned. The two assistants later conducted a pilot study for this research
study project and each of them was required to interview at least five school managers. After
the pilot study, a research discussion was initiated and it revealed important insights
concerning the problems encountered in the construction of items, the interviewing time and
the communication issues encountered. After the training process, the different interviewers
were sent to the different organizations that were listed on the interview paper.
The researcher first sought for consent of the different participants of the study.
Participants were informed about the objectives of the study and the different reasons why the
study was of great importance. All the participants voluntarily decided to take part in the
study after they read and signed the different consent forms. More so, participants were free
to withdraw from the study at any point of their wish. An interview sheet was availed to
different participants and they were asked to respond to the different questions that the
researchers had drafted as far as their influence strategies and leadership styles are concerned.
The researchers made sure that the study involved mangers at different levels of school
leadership. The identity of the different participants was kept anonymous and therefore all the
participants were interviewed individually. The rightful identities of the study participants
were not used in order to ensure that their privacy was protected. The Study involved only the
people in the schools’ managerial positions and was under active service. The researchers as
far as the different interview questions are concerned noted the different responses of the
participants down and the data collected was collected for further analysis. The interview

MANAGING PEOPLE AND ORGANIZATION 21
session lasted for at least 30 minutes in order to ensure that all the interview questions in the
interview sheet were answers by the participants of the study. The different participants were
appreciated for their involvement in the study and the study was completed.
3.4 Statistical Tools and Treatment of Data
In the best suit of the research survey that was conducted, different statistical tools of
techniques of analysis were employed. The researcher first conducted preliminary analysis in
order to fully examine the different psychometric properties associated with the different
measures, which were used in the study. A varimax rotated factor analysis was applied on
most of study’s measures. Such a tool acted as partial test for the different measures as far as
their construct validity were concerned. The study by Nie described that five different
factoring methods exist though PA1 and PA2 are the most commonly used methods, (Ansari,
1989). PA1 and PA2 are considered to be the most effective methods due to their simplicity
and the easiness of use. As far as this research study is concerned, all the different measures,
which underwent a factor analysis, were properly analysed by using the PA2 method. The
PA2 method was employed in this case due to a number of reasons. Among these includes
the fact that such a method allows an automatic replacement of the correlation matrix’s main
diagonal elements with the different communality estimates. Therefore, the user is availed
with an opportunity to obtain the different inferred factors of the study. More so, the method
makes use of the iteration procedure, which is fundamental in the improvement of the
different communality estimates. The concept of varimax rotation as employed in this
research study since the main emphasis as far the method, which was used, put the major
focus on cleaning up different variables of the study instead of the different variables, which
were used. For every factor that was studies, the concept of varimax rotation focuses on
yielding very high loadings for specified variables. Moreover, the remaining loadings as far

MANAGING PEOPLE AND ORGANIZATION 22
as the factors are concerned, are expected to be almost zero. Therefore, an individual is
therefore to come up with clean and neat inferences of the different factors.
The researcher further used various analytical strategies in order to determine the different
moderators, which influence the studies conducted on leadership. Various strategies including
the median split sample, ANOVA, the hierarchical multiple regressions presented different
study information. However, the hierarchical; regression approach was the favoured approach
in this study. As far as the different influence strategies were concerned, a 5-point scale was
used in tapping the ideas of the different respondents as far as the influence strategies were
concerned. The scale further captured the frequency at which the different participants
engaged in specific behaviours that the different scale items highlighted. The different
participants of the study were requested to make their respective responses in respect to the
activities they already engaged in instead of what they intended to do.
4.0. CHAPTER IV: RESULTS
Figure 2: Table showing different distribution items of different downward strategy
measures

MANAGING PEOPLE AND ORGANIZATION 23
The table above shows how different items were distributed across the downward startegies
which were used. Different single statemnet items were obtained from today's existing
literaure inorder to tap the downward influnece startegies of the different respondents. A five
point scale was used in the study in the extent to which the participants employed different
downward influnec startegies. The 5 point scale was used to examine the frequency with
which the different participants in the last six months emplyed the different behabviours
indicated.A varimax rotated factor analysis was employed in the construct validity's partial
test.

MANAGING PEOPLE AND ORGANIZATION 24
Figure 3: Table showing the results of the factor analysis as far as the downward
strategy measures are concerned.
Figure three above shows different downward strategy measures that the different leaders in
the school chosen in the study. Particularly, the table shows the different factor loadings,
which were obtained in relation to the downward strategy measures. The results presented in
the table above shows that the different measures that were used were constrained to seven
varying interpretable factors having different items of significant importance. The items used
accountable to around 76.5% of variance. As far as the table's greatest part is concerned, the
items represented a clean loading. Such a fact implies that on an appropriate scale, the items

MANAGING PEOPLE AND ORGANIZATION 25
loaded above 0.36 while they received a loading below 0.25 as far as the remaining subscales
are concerned. The items, which received greatly significant loadings on more than a single
factor were officially, credited to a single fact where by the loading value received was the
highest. Influence strategies such as negative sanction, positive sanction and threats were not
registered at all as individual configurations.

MANAGING PEOPLE AND ORGANIZATION 26
Figure 4: Table showing the inter-correlations that exist among different power bases
Figure 5: Table showing the self-reported data on leadership styles
The table above shows different single statemnt items which were employed in the stuydy in
order to capture the self reported leaderhsip styles of the different participnats.The items used
in the stuidy represent fve different styles inclduing the participative,authoritatarian,task
oreinted,bureatic, and nurturant,each having different items.The 5 point scale was used in
rating the statemnts of the different respondents.The table below shows the different factor
loadings which were obtained.The different items having hoghly a[ppropriate were then

MANAGING PEOPLE AND ORGANIZATION 27
presented to a varimax rotated factor analysis.The table clearly shows that the different
meausres which were used were particularly constarined to three main interpretable and
neanigful factors .Gebnerally,the different items were cleanly loaded with limited
exceptions.More so,the items in the tale did not cluster to any individual factor.
Figure 6: Table showing the descriptive statistics, reliabilities, scale characteristics and
interrelations among the behaviours measures of leaders
5.0: Discussion and Conclusions
The survey data obtained revealed important insights concerning influence styles and
leadership styles school organizational settings. The study results obtained as far as the
different power bases and influence strategies are concerned give an indication that
irrespective of the fact that a meaning relationship exists between two invariables such as
coercision and negative, reward versus positive sanction. Moreover, others as all researchers
would anticipate that in accordance to Raven's classification, such a correspondence is not a
mutually exclusive one. The different findings therefore makes it quite evident that different
school managers having specified power bases can employ various strategies and therefore
leadership strategies can be influenced by different power bases of an individual. In addition

MANAGING PEOPLE AND ORGANIZATION 28
to the above, the power sanction strategy may as well not be under the guidance of only the
reward power but also other power bases are involved. Therefore, the different findings that
this research study has revealed are in consistence with the different hypotheses that were
made for this research study. Basing on the results obtained, we can therefore make a
conclusion that the concept of power is one of the main determinants of the different
influence strategies used by different school leaders, (Funda et-al, 2014)
As far as the theme that focuses on relationship between the leadership styles and the power
based, it is very clear that the two variables have a significant relationship. Such an
observation can be made from the fact that the different power bases, which induced aspects
of compliance such as coercion and connection, had a close relationship with different
authoritarian and bureaucratic styles. More so, there was a meaningful relationship between
the participative style and the referent power. These findings of the study relate to the study
by Martin and Hunt. The aspect of reward power in our study had no relationship with any
leadership styles that were discussed in the study just like in the study by Martin and Hunt.
However, their study revealed that there was no relationship between coercive power and the
behaviour of a school leader. This study revealed that there was no significant relationship
between leadership styles and legitimate power. Therefore, the relationship that existed
between the leadership styles and the power bases are in consistence with different theoretical
data that previously observed in the literature review.
As far as the relationship between influence strategies and leadership styles are concerned,
this research study shows that such a relationship is greatly meaningful. A case example can
be observed from the fact that the study revealed that different task oriented kind of school
managers commonly employed different influence strategies in most cases as reasons and
expertise. However, the frequency of use reduced as far as the different non-rational tactics of
influence as challenge and exchange, threats, negative sanction, and many other such factors

MANAGING PEOPLE AND ORGANIZATION 29
were concerned. Different participative school managers were in most cases identified to
make use of both rational and non-rational tactics of influence in order to succeed in their
respective plans, ( Ataus et-al, 2015). Generally, authoritarian and bureaucratic school
managers were observed to have significant influences on their respective immediate
subordinates commonly through the use of different non rational strategies. The study results
obtained therefore majorly supports the results obtained before as far as these two variables
are concerned. There is a lot that this research study reveals other than the data presented.
This research study reveals that different predicative school managers further employ
different non-rational tactics just like the way bureaucrats and authoritarians use different
rational tactics of influence
5.1. Recommendations
The research study reveals some contradicting information concerning the influence
strategies and leadership styles used in schools. It ought to be put into consideration that this
research survey had a main aim of conducting an investigation on different tactics of
influence, which were both successfully adopting by different school managers in driving
their respective points home. Therefore, this research survey’s objective did not majorly
focus on the identification of the different tactics of influence that could be successfully used
by school managers in driving their respective views home since the main emphasis of the
study focussed on the actual tactic other than the ideal tactic. There is a possibility that in
succeeding with their respective strategies, participative school managers could further be
compelled to make use of particular non-rational tactics. On the other hand, in order to ensure
that the objectives of an school are met, different authoritarian school managers could be
forced to employ some rational tactics. During the analysis of this research data, it is
important for us not to forget putting into consideration the fundamental interactive
relationship of the different contextual variables and the styles of leadership.

MANAGING PEOPLE AND ORGANIZATION 30
This research study reveals that the climate of a school organization has potential impacts on
the relationship between different influence strategies ad leadership styles. Different schools
today need to make changes in order to ensure that their respective organizations provide
managers with good environments for effectiveness in their leadership. It ought to be put into
consideration that this survey majorly focuses on different influence strategies by school
managers use effectively in driving their respective views to their respective subordinates.
The research data has made it clear that for effectiveness, different participative school
managers sometimes employ non-rational tactics while some bureaucratic school managers
employ rational tactics. Therefore, school managers need to be flexible as far as different
influence tactics are concerned in order to ensure that the chosen styles are fundamental in
driving their respective organizations towards success. There is need to stress the fact that
when different influence tactics are effectively used, the manager ought to be able to bring to
the school different positive long lasting impacts. School managers should therefore not be
advised to use influence tactics, which may have negative impacts on the different
subordinates. A school manager should therefore be task oriented and supportive to his or her
respective subordinates. Therefore, school managers need to be fully aware of the
consequences associated with different influence tactics.

MANAGING PEOPLE AND ORGANIZATION 31
Research survey tool or questioner
What is your name and age?
How long have your been working with this organization?
What is your position in this organization?
How often during the last six months, have you engaged in the utilization of downward
strategy measure?
Which downward strategy measures did you employ most?
Which downward strategy measure did you least employ?
What bases of power do you employ commonly?
How often do you correlate the different bases of power?
What leadership styles do you commonly use in management?
How often do you check on the progress of your employees or workers?
Do you treat all the group members at work as your equal?
How do you treat your subordinates?
Do you sometimes give specific directions to your subordinates?
Do you go by joint decisions of the group or do you make your own decisions?
Do you follow the organization's standard rules and regulations?
Do you provide your subordinates with all the information they need to in finding solutions
for different problems?
What role do you play in helping your subordinates become better people?

MANAGING PEOPLE AND ORGANIZATION 32
Do you think a clear job description is fundamental for an effective functioning of every
employee?
Do you think subordinates also deserve to be officers?
Does learning to do a particular job very well help one to grow?
Do you believe that all of us have more or less equal potentials?
Do you enjoy having full power and control over your other subordinates?
Do you sometimes use an iron hand in order to get the work done immediately?
Do you allow subordinates to initiate projects which they think are of great importance?
Do you set performance standards?

MANAGING PEOPLE AND ORGANIZATION 33
List of Tables
Table No. 1: _The Leadership Challenge Model
Table No. 2: Table showing different distribution items of different downward strategy
measures
Table No. 3: Table showing the results of the factor analysis as far as the downward strategy
measures are concerned.
Table No.4: Table showing the inter-correlations that exist among different power bases
Table No: 5: Table showing the self-reported data on leadership styles
Table No 6: Table showing the descriptive statistics, reliabilities, scale characteristics and
interrelations among the behaviours measures of leaders

MANAGING PEOPLE AND ORGANIZATION 34
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