Comprehensive Study: Leadership Style and UK Organisation Performance

This report investigates the impact of leadership styles on the performance of UK organizations. It begins with an introduction that defines leadership and its importance in the business context, followed by a background on organizational objectives and the factors that influence performance. The research problem is identified as the need to understand how leadership styles affect organizational outcomes. The objectives include identifying the influence of transformational and transactional leadership, and determining the impact of leadership behaviors. The literature review explores leadership styles, organizational performance, and their relationship. The methodology section outlines the research methods, design, target population, sample size, data collection, and analysis techniques, including descriptive research and semi-structured questionnaires. The study aims to contribute to the understanding of leadership's role in organizational success, providing insights for business leaders and researchers. The report also includes a conceptual framework, hypotheses, and considerations for ethical conduct.

Impact of leadership style on the UK organisation’s performance 1
Impact of leadership style on the UK organisation’s performance
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Table of Contents
1.0.0 Introduction.............................................................................................................................3
1.1.0 Background Information.....................................................................................................3
1.2.0 Research Problem...............................................................................................................4
1.3.0 Objectives............................................................................................................................4
1.4.0 Research Questions.............................................................................................................5
1.5.0 Significant of the study.......................................................................................................5
1.6.0 Research limitations............................................................................................................5
2.0.0 Literature review.....................................................................................................................6
2.1.0 Leadership style and performance......................................................................................6
2.2.0 Relationship between leadership and performance.............................................................7
2.3.0 Empirical evidence of leadership and organisational performance....................................7
2.4.0 Hypothesis...........................................................................................................................8
2.5.0 Conceptual framework........................................................................................................9
3.0.0 Methodology.........................................................................................................................10
3.1.0 Introduction.......................................................................................................................10
3.2.0 Research method...............................................................................................................10
3.2.1 Primary and Secondary research methods.....................................................................10
3.3.0 Research design.................................................................................................................10
3.3.1 Descriptive research design...........................................................................................11

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3.4.0 Target population..............................................................................................................11
3.4.1 Sample size and sampling procedure................................................................................11
3.4. 2Sample size....................................................................................................................12
3.4.3 Sampling procedure.......................................................................................................12
3.5.0 Data collection..................................................................................................................12
3.5.1 Research instruments........................................................................................................13
3.5.2 Semi- Structured Questionnaire....................................................................................13
3.5.3 Data collection procedure..............................................................................................13
3.5.4 Validity and Reliability of the instruments.......................................................................14
3.6.0 Data analysis.....................................................................................................................14
3.7.0 Ethical considerations.......................................................................................................14
Appendices....................................................................................................................................15
Appendices 2 Resources Cost/Budget.......................................................................................15
Appendices 1: Gnat Chart..........................................................................................................16
List of Reverences.........................................................................................................................17

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1.0.0 Introduction
Leadership concept and definition differ from one person, organisation to the other;
however it has one train of leading. Leadership has been one productive and performance factors
in various aspects such as politics, academics and business. Previous studies indicate that
leadership is person ability and the degree at which every leader shows his/her abilities is
dependent on environment. Since humans are parts of the environment/organisation, it is
imperative that their participation depends on the degree to which the environment will enable
them to achieve their personal goals. Therefore, an individual will support an organisation only if
the person goals are achieved; otherwise the person’s commitment will fade. Leadership style
thus is a critical factor in enhancing the organisation’s member’s commitment to achieve the
organisation’s goals. Thus Colbert, Barrick and Bradley (2013) empathises on the importance of
every organisation’s leaders to identify the best leadership styles that will drive to profit making
1.1.0 Background Information
Business organisations have different objectives such as producing products to satisfy
customers, surviving, sustaining its existence as well as improving their performance. To remain
in the competitive market, business organisations are expected to focus on improving its
performance across the time, and this is achievable through different factors such as availability
if technology, capital, human resources and leadership. Leadership is of significant importance to
the performance of organisations (Subramony Segers, Chadwick and Shyamsunder 2018).
Different studies have focused on the importance of leadership on the organisations and all have
different views. Some of the past studies suggest that leadership has a high impact on
organisations activities to attain high performance, while some of the studies are of the different
opinion that organisation leadership has little impact on its performance. Thus the difference in

Impact of leadership style on the UK organisation’s performance 5
the author's opinions on the role of leadership on organisations performance indicates theta there
is significant need to explore more on the role of leadership in the organisational performance.
1.2.0 Research Problem
Numerous studies have identified leadership as a key success in the management of
organizations and are positively related to the entire performance of the employees and
organization. Leadership style determines the collaboration of employee, the communication
channels, motivation, recruitment styles and steering forward. As pointed out by Learmonth,
(2018) numerous organizations faces different leadership problems despite numerous theories
and styles available. Poor leadership leads to collapse of many organizations, thus calls the basis
of the study to determine how leadership style can be used to improve organization’s
performance to continue with surviving in this competitive market.
1.3.0 Objectives
The objective of the current study aims at investigating the power of leadership style on
organizational performance in UK thus will be guided by the following observes:
 To identify the influence of transformational on the performance of UK organisations
 To uncover the influence of transactional leadership on the performance of UK
organisations
 To determine aspects of leadership behaviours on employees of an organization
1.4.0 Research Questions
The major objective of the paper is to investigate the impact of leadership style on the
organisational performance. Thus study’s research question will be as follows:
 How do leadership behaviours affect organisational performance?

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This main research questions thus will be answered through the following sub-research
objectives:
 To investigate the style of leadership in the identified organisations
 To study different measures used in measuring organisational performance
 To study the relationship between leadership style and respective organisational
performance
1.5.0 Significant of the study
The study is significant to the business industry as it provides more knowledge on how
leadership can be used in improving the organisational performance especially in UK. The study
is also significant to the researcher since it will serve as attainment of the academic
1.6.0 Research limitations
Singh (2015) denotes that it is quite significant for researchers to determine the
limitations of the study, thus before preceding further the present research has the following
limitations. The study’s main limitations are that it will only focus on role leadership styles that
are rational. Second, the study focus on the role of leadership on UK organisations, thus the
results might not present the true image of other organisation in the world.
2.0.0 Literature review
The chapter focuses on identifying existing literature concerning the topic under the
study. The chapter thus focuses on the leadership styles, organisational performance and the

Impact of leadership style on the UK organisation’s performance 7
relationship between leadership style and organisation performance. Consequently, the chapter
provides both theoretical and conceptual framework and literature gaps.
2.1.0 Leadership style and performance
Leadership has been identified as the key success to the performance of organizations.
Leadership has dynamic impacts on employee and organisation interactions since the ability of
the management to accomplish a “coordinated effort “relies on the leadership style and
capability. Birasnav (2014) defines leadership as a personal behaviour that guides a team towards
a common objective by application of relevant strategies; to enhance potential growth and
performance of the organization. Bottomley, Mostafa, Gould and León (2015) also denote the
close relationship between leadership style and organisational performance as the organization’s
ability to overcome challenges is improved. As per previous studies, leaders tend to facilitate and
motivate employee and entire organisations to be highly competitive through administering
effective leadership styles. Leadership style thus refers to the process of influencing followers
towards a comprehensive understanding of the assigned tasks, requirement and accomplishing
the task as per the set standards (Barnes, Christensen & Stillman 2013) .
2.2.0 Relationship between leadership and performance
Therefore, understanding the relationship of leadership style and performance is critical
to an organization to remain relevant in the competitive market(Mihaela 2014)). For example,
transactional leadership is essential in linking job performance to valued rewards thus motivating
employees to get the assigned task completed. Other studies such as D’Innocenzo, Mathieu and
Kukenberger (2016) indicate that leadership style has as direct link to the customer’s satisfaction
that eventually leads to improved sales, thus financial performance. Studies indicate that
charisma leadership with a focus on three variables: satisfaction with the leaders, effectiveness

Impact of leadership style on the UK organisation’s performance 8
and performance. Mihaela (2014) identified a positive relationship between the three variables
and the charismatic leadership.
Consequently Mostafa and Leon (2015) also conducted a meta-analysis on charismatic
leadership as an independent variable and dependent variables as subordinate performance.
Mostafa, and Leon (2015) also resolved that there is a close association between charismatic
leadership and subordinate performance (Rašković (2014). Different leadership styles have
different impact on organizational performance; thus business leaders need to understand the
complexities of the rapid changing business world to enable the management of resources and
organisation performance.
2.3.0 Empirical evidence of leadership and organisational performance
Another study conducted by Birasnav (2014) focused on the impacts of transformational
and transactional leadership on the satisfaction of the followers, job satisfaction and job
performance. The latter was of great importance since it showed how leadership style could
impact organisational performance. As expected the Birasnav (2014) concluded that both
transactional and transformational leadership have a positive relationship with all dependent
variables
Mihaela (2014) on the study on the missing links in identifying the relationship between
leadership and organisation performance concluded that the information suggested by other
researchers are inconclusive and difficult to interpret. Thus from the review, it is evidential that
there is a large difference in the impacts of leadership on the organisational performance by
many scholars, thus providing the gaps. Consequently, this study is objected in re-examining the

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impact of leadership on the organisation’s performance and thus will extensively contribute to
the existing knowledge and understanding of the topic under the study..
2.4.0 Hypothesis
From the above literature review, the following hypothesis is developed:
 H1: There’s positive relationship between leadership style and organisational
performance
 H2: The leadership subscales idealised have direct impact on the employee motivation,
stimulation and organisational performance.
2.5.0 Conceptual framework
The following conceptual framework thus has been developed for the study to represent
the relationship between dependent and independent variables under investigation.
Employee
satisfaction

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Figure 1: Shows conceptual framework developed by the author
3.0.0 Methodology
3.1.0 Introduction
This chapter presents research method, research design, target population, sample size
and sampling procedure, data collection, techniques of analysis and ethical consideration.
3.2.0 Research method
Research refers to the process of finding answers to a particular problem through analysis
and study. The research topic is to identify the impact of leadership styles on organisation
Employee
Motivation
Leadership
style
Employee
stimulation
Organizational
performance

Impact of leadership style on the UK organisation’s performance 11
performance thus to achieve this; two major data are important: primary and secondary data
Singh, 2015).
3.2.1 Primary and Secondary research methods
There is two types of methods; qualitative and qualitative. Qualitative methods entail the
usage of non-numerical data that were determined in advance and applicable to the topic, during
the quantitative entails data collection on the numerical (Singh 2015). For the purpose of the
study, both qualitative and quantitative research method were combined to attain required
results .Sowicz, (2017) states that neither quantitative nor qualitative can provide enough
information on the consumers housing purchase. Sowicz emphasizes that both qualitative and
quantitative methods need to be collaborated to provide a greater understanding of effects on
different variables.
3.3.0 Research design
Abdulkadiroğlu, Angrist, Narita and Pathak (2017) defines research design as the agreed
data collection and analysis procedure that can provide desired results for making a constructive
conclusion. There are different types of research designs: descriptive, experimental, expiatory
and observational among many others and the choice depend on the topic under the study.
3.3.1 Descriptive research design
To extensively investigate the relationship between a leadership style and organisational
performance, the descriptive research survey will be employed. The choice of descriptive
research design is based on the ability of the design to investigate and provide answers to
different questions of: how, why, when. Additionally, descriptive research designs have the
ability to integrate different forms of data as well a human experience. (Abdulkadiroğlu, Angrist,

Impact of leadership style on the UK organisation’s performance 12
Narita and Pathak 2017). Insights on the relationship between the variables are thus obtained
from concomitant. The design is unique since all the information received are unavailable in
either source; thus to have unbiased information, every respondent needs to participate.
3.4.0 Target population
According to According to Sugimoto, Hoyle and Gottfredson (2014) researcher is
expected to choose their target population that they expect to collect data. Pollution refers to the
entire group of items that have the same characteristic which study targets to investigate. Thus
the population of this study will be 250 respondents who are leaders from different organizations
in UK. The leaders will entail managers and project officers.
3.4.1 Sample size and sampling procedure
This section explores the sampling technique and how the sample size of the study will
arrive. Sampling design refers to the method applied in calculating the sample size.
3.4. 2Sample size
According to Sugimoto, Hoyle and Gottfredson (2014) sample size of 10-30% is
adequate if chosen strategically well to provide a good generalisation of the population
characteristic. Since the population of the entire UK leaders and managers are more than10, 000.
The sample size will be obtained through the use of Yamane’s formula since the population of
UK is more than 10,000. n=N/ {1+N (e) 2} where
N: sample size
N: Total population for the city
e: precision

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n= 250
The sample size for this study will be considered to be 250, from the method calculation.
Consequently, several researchers consider a sample size of between 200 - 1000 as the most
adequate in big population (Muralidharan 2014).
3.4.3 Sampling procedure
Sampling procedure refers to the selection process of the participants to have an evenly
representation of the entire population. There are different sampling procedures: random,
purposive, and non-random sampling. For the study to have unbiased data collection, stratified
random sampling will be employed.
3.5.0 Data collection
Data collection represent the most important aspect of every research as it aims at having
real figures analysed an interpreted from a better understanding of the topic. There are two major
data collection methods are qualitative and quantitate data collections (Sowicz 2017) . The study
thus will use both the qualitative and quantitative data collection methods to investigate the
relationship between leadership and the organizational performance fully. Sowicz states that
neither quantitative nor qualitative can provide enough information on the consumers housing
purchase. (Sowicz further emphasises that both qualitative and quantitative methods need to be
collaborated to provide a greater understanding of effects on different variables.
3.5.1 Research instruments
The study will employ both semi-questionnaire and interview as the tools of data
collection.

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3.5.2 Semi- Structured Questionnaire
Accruing to the Zohrabi (2013) questionnaire is a data collection tool that consists of the
question with capability of eliciting relevant information form the respondents. The
questionnaire will be constructed to contain both open and close-ended questions to enhance
maximum data collection and generate both qualitative and quantitative information. The
questionnaire will be divided into different parts according to the study objective.
3.5.3 Data collection procedure
Data collection procedure starts the moment the researcher received an approval letter
from the university to conduct the study (Wolgemuth et al., 2014). Thereafter, various
respondents will be informed. the questionnaires will be distributed through “drop-pick later”
method to save time, while the interview will be carried during the respective appointment.
3.5.4 Validity and Reliability of the instruments
Validity refers to the degree an instrument can measure the accuracy and meaningfulness
of the inferences (Zohrabi 2013). Reliability on the other hand refers to the consistency of data
collected through the application of a specific research method. Zohrabi (2013) states
instrument’s reliability depends on ability to provide same results after several applications over
specified time frame. The validity and reliability will be attained from Cronbach’s Alpha
Coefficient test.
3.6.0 Data analysis
The results from the data will be both quantitative and qualitative. Thus there will be
need to clean the data before coding and analysed through the application of SPSS. Qualitative
data will be analysed through grouping similar responses ad presented as frequency distribution

Impact of leadership style on the UK organisation’s performance 15
in thematic forms that are in alignment with the research objectives. SPSS will analyse the
descriptive statistics to generate mean, mode and median variance as well as standard deviation
Nassaji (2015). The inferential analysis will be used to analyse further to determine the
relationship between the dependant and the interdependent variables. The analysed data will
finally present in the form of tables, chart, pie charts and frequency table for easy interactions by
other people.
3.7.0 Ethical considerations
To guarantee research ethical standard ethical approval will be obtained from the
university ethical committee (Conway 2014). Consequently will take into account all the ethical
principle that entails: respected for anatomy; beneficence, non-maleficence and justice. The
researcher will respect the privacy of the participants as well as the works of the previous authors
during the entire process.
Appendices
Appendices 2 Resources Cost/Budget
The budget of the proposal is approximated to be $ 4000 in order to complete the entire project
within the given time frame of two months. The budget is allocated as follows:
Activity Resources Budget($)
Literature review Text books, journals and
articles
1000
Data collection Secondary sources and
implementation of
2000

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questionnaires and interview
Data analysis Data analyst, software’s 1000
Total budget 4000

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Appendices 1: Gnat Chart

Impact of leadership style on the UK organisation’s performance 18
List of Reverences
Abdulkadiroğlu, A., Angrist, J., Narita, Y. and Pathak, P. (2017). Research Design Meets Market
Design: Using Centralized Assignment for Impact Evaluation. Econometrica, 85(5), pp.1373-
1432.
Barnes, J., Christensen, D. and Stillman, T. (2013). Organizational Leadership And Subordinate
Effect In Utahs Certified Public Accounting Profession. Journal of Applied Business Research
(JABR), 29(5), p.1567-1594.
Birasnav, M. (2014). Knowledge management and organizational performance in the service
industry: The role of transformational leadership beyond the effects of transactional
leadership. Journal of Business Research, 67(8), pp.1622-1629.
Bottomley, P., Mostafa, A., Gould-Williams, J. and León-Cázares, F. (2015). The Impact of
Transformational Leadership on Organizational Citizenship Behaviours: The Contingent Role of
Public Service Motivation. British Journal of Management, 27(2), pp.390-405.
Colbert, A., Barrick, M. and Bradley, B. (2013). Personality And Leadership Composition in
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Conway, M. (2014). Ethical Issues in Using Twitter for Public Health Surveillance and
Research: Developing a Taxonomy of Ethical Concepts From the Research Literature. Journal of
Medical Internet Research, 16(12), p.e290.

Impact of leadership style on the UK organisation’s performance 19
D’Innocenzo, L., Mathieu, J. and Kukenberger, M. (2016). A Meta-Analysis of Different Forms
of Shared Leadership–Team Performance Relations. Journal of Management, 42(7), pp.1964-
1991.
Hoyle, R. and Gottfredson, N. (2014). Sample Size Considerations in Prevention Research
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Learmonth, M. (2018). Book review: Thinking Differently about Leadership: A Critical History
of Leadership Studies. Organization, 25(2), pp.294-299
Mihaela, H. (2014). A synergistic approach of cross-cultural management and leadership
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Mostafa, A. and Leon-Cazares, F. (2015). Public Service Motivation and Organizational
Performance in Mexico: Testing the Mediating Effects of Organizational Citizenship
Behaviors. International Journal of Public Administration, 39(1), pp.40-48.
Muralidharan, K. (2014). On Sample Size Determination. MATHEMATICAL JOURNAL OF
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Nassaji, H. (2015). Qualitative and descriptive research: Data type versus data
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Rašković, M. (2014). Measuring Culture Effect size Differences in Slovenian and Portuguese
Leadership Practices: Cross-Cultural Leadership Universality or Contigency?. South East
European Journal of Economics and Business, 8(2), pp.7-15.

Impact of leadership style on the UK organisation’s performance 20
Singh, K. (2015). Creating Your Own Qualitative Research Approach: Selecting, Integrating and
Operationalizing Philosophy, Methodology and Methods. Vision: The Journal of Business
Perspective, 19(2), pp.132-146.
Sowicz, T. (2017). Mixed methods designs. PAIN, 158(4), p.760-810.
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Wolgemuth, J., Erdil-Moody, Z., Opsal, T., Cross, J., Kaanta, T., Dickmann, E. and Colomer, S.
(2014). Participants’ experiences of the qualitative interview: considering the importance of
research paradigms. Qualitative Research, 15(3), pp.351-372.
Yücel, İ. and Richard, O. (2013). Transformational Leadership, Subordinate Experience, and
Subordinate Organizational Commitment: Different Leadership Strokes for Different
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Zohrabi, M. (2013). Mixed Method Research: Instruments, Validity, Reliability and Reporting
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