Running head: doctoral study prospectus 1 doctoral study prospectus 2 Impact of Transformational Leadership on Organizational Performance and Employee Retention Prospectus: The Impact of Transformational Leadership on Organizational Performance and Employee Retention Problem Statement Retaining high performing employees has been a huge challenge in the contemporary competitive business environment (Anitha, 2016). In 2018, employee turnover was estimated to be 19% where 77% of the turnover was preventable by leaders through a change of their leadership styles (Anitha, 2016). The general business problem is that organizations are faced with the challenge of identifying the impact of the various leadership styles on performance and retention of employees (Boamah et al., 2018). The specific problem is that organizational leaders struggle to identify the leadership style that is appropriate for maximizing the output of employees and retaining them. Purpose Statement The purpose of this study is to identify the influence transformative leaders have on the performance of the organization and the retention of employees by the organization. The study will adopt a quantitative correlation methodology. The target population for the study is leaders and employees of different companies that are listed in the Fortune 500 list in Colorado Springs, Colorado. The independent variables of this study are the (a) character traits, (b) behavior, (c) motivations, (d) influence, and (e) inspiration of transformational leaders. The dependent variables, on the other hand, are (a) the actual output of the organization in terms of revenues and profits, and (b) the willingness of the employees to stay in the organizations longer. Different leadership styles have a great effect on social change although transformational leadership is associated with putting into consideration the views of the employees which greatly influences the relationship between the leaders and the employees. In transactional leadership, there exists a gap between the leaders and the employees since the opinions of the employees are not welcome. Nature of the Study A quantitative methodology is suitable for this study since it involves objective measurement and analysis of data collected from the surveys and questionnaires numerically (Nardi, 2018). The researcher will use descriptive methods to establish whether there is a relationship between the independent and dependent variables. The study will include a collection of numerical data and using it to explain the relationship between transformational leadership and organizational performance as well as employee retention in the selected population in Minneapolis. This data would be used to make a generalization on the effect of transformational leaders on the performance of the organization and the retention of employees. A correlation research design seeks to establish whether the independent and dependent variables are related (Patt ...

1. Running head: doctoral study prospectus
1
doctoral study prospectus
2
Impact of Transformational Leadership on Organizational
Performance and Employee Retention
Prospectus: The Impact of Transformational Leadership on
Organizational Performance and Employee Retention
Problem Statement
Retaining high performing employees has been a huge challenge
in the contemporary competitive business environment (Anitha,
2016). In 2018, employee turnover was estimated to be 19%
where 77% of the turnover was preventable by leaders through a
change of their leadership styles (Anitha, 2016). The general
business problem is that organizations are faced with the
challenge of identifying the impact of the various leadership
styles on performance and retention of employees (Boamah et
al., 2018). The specific problem is that organizational leaders
struggle to identify the leadership style that is appropriate for
maximizing the output of employees and retaining them.
Purpose Statement
The purpose of this study is to identify the influence
transformative leaders have on the performance of the
organization and the retention of employees by the organization.
The study will adopt a quantitative correlation methodology.
The target population for the study is leaders and employees of
different companies that are listed in the Fortune 500 list in
Colorado Springs, Colorado. The independent variables of this
study are the (a) character traits, (b) behavior, (c) motivations,
(d) influence, and (e) inspiration of transformational leaders.

2. The dependent variables, on the other hand, are (a) the actual
output of the organization in terms of revenues and profits, and
(b) the willingness of the employees to stay in the organizations
longer. Different leadership styles have a great effect on social
change although transformational leadership is associated with
putting into consideration the views of the employees which
greatly influences the relationship between the leaders and the
employees. In transactional leadership, there exists a gap
between the leaders and the employees since the opinions of the
employees are not welcome.
Nature of the Study
A quantitative methodology is suitable for this study since it
involves objective measurement and analysis of data collected
from the surveys and questionnaires numerically (Nardi, 2018).
The researcher will use descriptive methods to establish
whether there is a relationship between the independent and
dependent variables. The study will include a collection of
numerical data and using it to explain the relationship between
transformational leadership and organizational performance as
well as employee retention in the selected population in
Minneapolis. This data would be used to make a generalization
on the effect of transformational leaders on the performance of
the organization and the retention of employees.
A correlation research design seeks to establish whether the
independent and dependent variables are related (Patten &
Newhart, 2017). It also establishes the ways in which the
variables are related. Correlation design is non-experimental
and doesn’t manipulate the independent variable. This type of
research design doesn’t seek to establish the cause of certain
behavior and the effects associated with such behavior. In
correlation designs, the independent variable doesn’t change.

3. Experimental designs seek to establish the cause of certain
relationships and the effects associated with them. Therefore,
experimental designs are not appropriate for this research.
Research Question
What is the impact of transformational leadership on
organizational performance and employee retention after
implementation of the transformational leadership components?
Hypothesis
The hypothesis of the study would be: Null hypothesis (H0):
Successful implementation of the four organizational leadership
components do not have a positive impact on organizational
performance and worker retention.
The alternative hypothesis (H1): There exists a momentous
association between organizational performance and
transformational leadership.
The alternative hypothesis (H2): Transformational leadership
will enhance employee retention.
Conceptual Framework
Transformational leadership was demonstrated in the Full Range
Leadership Theory by Avolio and Bass and highlighted
constructs that make transformational leadership effective in
organizations (Sosik & Jung, 2018). Although the theory
emphasized that organizations should use both transformational
and transactional leadership styles to be effective,
transformational leadership was said to have a positive impact
on the motivation as well as the performance of employees.
Transformational leaders were said to have important attributes
such as motivation, stimulation, and inspiration which has a
positive influence on the performance of employees and relates

4. to the overall performance, trust, commitment, and cohesion in
the organization. The conceptual framework bears the
assumption that transformational leadership supports the well-
being of the employees which translates to job satisfaction. The
theory suggested that the engagement of employees at the
workplace may play a significant role in enhancing the job
satisfaction of employees. The conceptual framework assumes
that the attributes of a transformational leader creates a work
environment that supports the opinions of the employees and
makes employees feel valued. Transformational leadership
creates a high-performing workforce that draws inspiration from
their leaders who motivate them to be creative and innovative at
the workplace when seeking to find solutions for problems that
arise. A Multifactor Leadership Questionnaire would be used to
measure the impact of the transformational leaders to predict
the employees’ willingness to stick with their current employers
(Xu et al., 2016).
Significance of the Study
The modern business environment is characterized by
instability, turbulence, and uncertainty which necessitate the
need for organizations to adopt a transformational leadership
style (Jiang et al., 2017). Organizational leaders struggle to
identify the leadership style that would maximize the output of
the organization and help in retaining employees. This research
is significant to business organizations since it would help
leaders to understand the relationship between transformational
leadership and the organizational output, and retention of
employees. The employees of transformational leaders tend to
exhibit a high rate of job satisfaction and employees become
more committed to the organization. The devotion of the
workforce is developed through the style of leadership in the
organization. Studies have shown that organizations that utilize
transformational leadership keep a positive workforce that
portrays high levels of commitment and job satisfaction

5. (Boamah et al., 2018).
Previous research has suggested that other forms of leadership
such as transactional leadership which is characterized by
disciplinary threats have proved to have detrimental effects on
organizations (Jiang et al., 2017). It discourages employee
creativity and the innovative aspects of employees. This is a
contrast to the techniques of transformational leadership which
values employees’ personal ideologies and enables employees to
draw motivation from their leaders (Jiang et al., 2017). The
influence, motivation, inspiration, and stimulation that
employees draw from their transformational leaders help them
to produce a better performance at the workplace. The
employees feel respected and tend to be loyal and trust their
transformational leaders since they inspire them to perform at
their best (Boamah et al., 2018). The effectiveness of
transformational leaders in motivating employees to have high-
performance standards and be creative when finding solutions
for various problems is necessary for modern organizations. The
dynamism of the modern business environment requires
organizations to find a suitable leadership style that would
result in improved organizational performance and retain the
employees since employee replacement is costly.
References
Anitha, J., and Farida Begum N. “Role of Organisational
Culture and Employee Commitment in Employee
Retention.” ASBM Journal of Management, vol. 9, no. 1, Jan.
2016, pp. 17–28.
Boamah, S. A., Laschinger, H. K. S., Wong, C., & Clarke, S.
(2018). Effect of transformational leadership on job satisfaction
and patient safety outcomes. Nursing outlook, 66(2), 180-189.
Retrieved from doi: org/10.1016/j.outlook.2017.10.004
Jiang, W., Zhao, X., & Ni, J. (2017). The impact of
transformational leadership on employee sustainable
performance: The mediating role of organizational citizenship
behavior. Sustainability, 9(9), 1567.

6. Nardi, P. M. (2018). Doing survey research: A guide to
quantitative methods. New York, NY: Routledge. Retrieved
from doi: org/10.4324/9781315172231
Patten, M. L., & Newhart, M. (2017). Understanding research
methods: An overview of the essentials. New York, NY:
Routledge.
Sosik, J. J., & Jung, D. (2018). Full range leadership
development: Pathways for people, profit, and planet. New
York, NY: Routledge.
Xu, L., Wubbena, Z., & Stewart, T. (2016). Measurement
invariance of second-order factor model of the Multifactor
Leadership Questionnaire (MLQ) across K-12 principal
gender. Journal of educational administration, 54(6), 727-748.
1.1 - Hypotheses (Quantitative/Mixed-MethodOnly)
Hypotheses
Two major elements in the research design are the hypotheses
and the variables used to test them. A hypothesis is a
provisional idea whose merit deserves further evaluation. Two
hypotheses, the null (H0) and alternative (H1), are to be stated
for each research question. Below are appropriate examples of
correlation and quasi-experimental/casual comparative null and
alternative hypotheses; note how they mirror the research
questions identified above in the Quantitative Research
Questions heading. These examples depict
predictor/independent variables, which are (a) employee job
satisfaction and (b) leadership experience. The dependent
variable is company gross revenue. The H0 and H1 reflect the
appropriate statistical notation and are to be included. See more
on hypotheses at:
http://www.socialresearchmethods.net/kb/hypothes.php
Correlation

7. · Null Hypothesis (H0): The linear combination of employee job
satisfaction and leadership experience will not significantly
predict employee productivity.
· Alternative Hypothesis (H1): The linear combination of
employee job satisfaction and leadership experience will
significantly predict employee productivity.
Quasi-experimental
· Null Hypothesis (H0): Employee job satisfaction and
leadership experience do not significantly influence employee
productivity.
· Alternative Hypothesis (H1): Employee job satisfaction and
leadership experience significantly influence employee
productivity.