A STUDY OF MANAGEMENT BEHAVIORS OF MANAGERS WITHIN A NONPROFIT INS.docx

A STUDY OF MANAGEMENT BEHAVIORS OF MANAGERS
WITHIN A NONPROFIT INSTITUTION
TABLE OF CONTENTS
Acknowledgments
CHAPTER 1. INTRODUCTION
Introduction to the Problem
1
Background of the Study
3
Statement of the Problem
7
Purpose of the Study
7
Rationale
8
Conceptual Framework
8
Research Questions/Hypotheses

9
Nature of the Study
10
Significance of the Study
11
Assumptions
12
Limitations
13
Definition of Terms
13
Organization of the Remainder of the Study
14
CHAPTER 2. LITERATURE REVIEW
Introduction
Leadership
Nonprofit Organizations
Organizational Culture
Perceptions of Leadership and Management
Recommendations from Work Reviewed
Reflections and Insight
Conclusion
CHAPTER 3. METHODOLOGY
Introduction
Design of the Study
Population
Sample
Dependent Variable
Independent Variable
Test Factors
Reliability and Validity
Data Collection Procedure and Coding
Data Analysis Plan
Research Ethics and Protection of Subjects
Summary
CHAPTER FOUR. DATA COLLECTION AND ANALYSIS

Introduction
Response Rate
Descriptive Statistics
Research Questions
Hypothesis Testing
Summary
CHAPTER FIVE. DISCUSSION, IMPLICATIONS,
RECOMMENDATIONS
Introduction
Discussion and Conclusions
Limitations
Implications
Recommendations
Conclusion
References
ii

CHAPTER ONE: INTRODUCTION
Introduction to the Study
Guy, Newman & Mastracci, (2008) exposed that human service
employees go through emotive labor. They decided that the
most momentous defy in front of individuals working within the
human service field is that workers who happen to be not
wastefulin their work have less humane and considerate traits.
Leadership in the business industry is a subject which has been
extensively analysis from many points of view. Then again,
because of the nature of leadership in Human Service
organizations are a subject that has a lot more dynamics. Most
human service organizations are non-profit for the reason that
the founders of the organizations are concerned in serving
people which are restricted means.
The organizational makeup of many nonprofit human service
organizations are as follows. Group residences and halfway
residences; correctional, cerebral disability, and public mental
health centers; family, children, and youth service bureaus, and
programs worried with intoxication, substance misuse, domestic
aggression, and elderly. The area of Human Services is
generally demarcated, distinctively oncoming the objective of
encountering human wants through an interdisciplinary
knowhow sordid, concentrating on preclusion as in addition to
remediation of difficulties, and preserving a dedication to
enhancing the general quality of life of service populations. The
Human Services organization is one that furthers enhanced
service delivery techniques by addressing not just the quality of
direct services, but then again too by looking to enhance user-
friendly, answerability, and coordination amongst workers and
bureaus in service delivery.
Various human service organizations follow the pyramid
makeups which unify concluding authorityin one manager.
Characteristically, the pyramid structure identifies two well-
defined business processes, administration and supervisory. At
one end, the manager supervises administrative functions with
the assistance of exceptional assistants (Department of Human

Services, 2009). There are usually boards of directors. Below
the board of directors is the CEO (Chief Executive Officer).
They more often than most oversee the supervisors. Overseeing
the workers part of the business are middle- and lower-echelon
managers. The managers and the supervisors are the main point
of communication for the family members and custodians of the
persons getting services. They supervise a caseload and make
certain that every individual is getting suitable and high quality
services. They as well oversee the direct care providers. As a
result of the double role managers carry out, they are in the
position which this study addresses because the double roles
need different kinds of administrative, organizational, and
leadership cleverness.
Background of Study
This study seeks to establish the leadership cleverness’s that
managers in non-profit human service organizations obtain.
Persons who make a decision to work in the field of human
services as part of their vocation are characteristically caring
and unselfish individuals because the intention of their work is
to enhance the lives of others in addition to the salaries which
are grossed are significantly fewer than that of careers with
comparable echelons of responsibility and didactic requirements
in organizations for incomes. (Dias & Maynard- Moody, 2007).
Therefore, the managers of human service organizations
possesses different defies than managers of other organizations
for the reason that the culture of the companies is extremely
reliant upon interpersonal relationships flanked by workers and
consumers. The human service business is multifaceted and

entails decisions made by government, social and organizational
leaders (Gilson, 1978). Within the human service, manufactured
goods are not sold, but somewhat a service is given to persons
with disabilities, families who require extra backing,
individuals with psychological illness, and persons with drug
and alcohol dependences.
The ethos of the organizations which gives these services are
frequently different from organizations which manufacture a
product to be sold since these organizations expend a
considerable quantity of occasionwith the clients who take
delivery of these services from the organizations as said by
Shapiro & Hassinger (2007). This kind of employment is not
suited for every individual because of the culture which exists
in the field (DelCampo, 2006). An organization builds onits
organizational culture over time, as the organization develops,
the culture is less probable to be influenced by the adding or
subtraction of one worker and therefore it is significant for new
workers to fit into the existing culture since it is less probable
that the culture will adjust to them (Weinberg, 2005). Within
the human service field, the culture may be fashioned by the
mission of the company. The goal of the administrators and
managers are to carry out the mission of the organization, which
is frequently focused on helping a particular population in the
most well- organizedand effective way practicable.
Department of Human Service
Throughout numerous of organizations, the human service
subdivision makes available for the healthiness, education, and
welfare factually from cradle to grave. Human Services are a
comprehensive interdisciplinary meadow with an obligation to
enhancing the general excellence oflife in varied inhabitants
through meeting rudimentary human wants and remediating
social difficulties. Frequently referred to as social amenities,
human services involve the occupations that give service to
people, especially in occasions of susceptibility or crunch.
Human services workers abet others find a way through
frustrating state of affairs to overwhelmed obstructions, find

again their self-adequacy, and shift onward in their lives. A
human service usually includes service work in government
extensions, non-profit organizations, social service agencies,
private practices, hospitals, and mental health centers. Human
Service businesses make available housing, vocational,
conveyance and psychological healthiness backing to persons
with developmental incapacities, corporal incapacities,
psychological healthiness matters, in addition to disadvantaged
persons and families (Green & Burke, 2007). The ethos of
organizations within the human service meadow is extremely
unlike any other organization. Therefore, it is significant to be
aware of the derivation of these policies which organizations
within the human service field are compulsory to pursue. The
policies, since of their inflexibility, as well as the monetary
backing from the Department of Human Services serves a
function in making the ethos in the many organizations which
they influence.
The upbeat purpose of the Department of Human Services
happens to be that it is a wayto systematize public services
subsidized by local regimes. The organization accepts currency
assigned by means of the national or county financial plan.
Not- for -profit organizations involve organizations which
might (or might not) accept considerable community subsidy but
that remain confidentially manage and under the guidance of an
executive board with everyday management by a director. Any
profits accruing to these organizations either go back into the
agency’s budget or are returned to the funding supply. It then
handles the funds to make the most of the numeral of persons
that are able to benefit from the funds allocated. The company
too gives a suite of controls to make certain that individuals are
in receipt of the services they require in a suitable way. This
intends that the coffers are utilized to employ the most
answerable persons to give the top and most effective services
to the persons within the group of people (Department of
Human Services, 2009). They are extremely reliant on outside
contributors to put money into their organization that brings

them into rising complicated relationships with their task
surroundings (Weisbrod, 1997).
Current exist a great deal of dysfunctional facets of this
system of government (Havinghurst, Hutt, McNeil, Miller,
2001), such as, the time waiting for getting wants. Not only
does the application take time to be approved, but then one must
wait until the person’s information is tested. This may leave the
individual with no assistance for quite some time. Also, this
takes time because everything has to go through a long chain of
command, which indirectly causes people to suffer. Funding is
another dysfunctional aspect of the program. There are many
organizations within the Department of Human Services that
require funding. When times are lean and human service
budgets shrink, a conservative political climate is created or
reinforced, leading to a retrenchment in spending on human
services by governmental and private sources. The department
has a limit on the funds that can be dispersed, which does not
allow some organizations to receive funding. These are issues
that directors and managers must address as their role of
managing the budget.
The employees who work in the Human Services
organization have the privilege of being able to help others
through their job positions (Weber, 2007). Whenever a program
is developed or maintained, that program helps numerous of
people. One aspect of the department is to allocate funding to
people with developmental disabilities so that they can purchase
services from private companies. This funding allows these
people reside in group homes with assistance from support
workers. The amount of assistance that each individual needs is
determined on a case by case basis. This determination is also
the role of the director.
Directors working in the department or private companies
are also pressured because the funding available for programs is
very limited (Cosmides & Tooby, 2004). They must allocate
money based on priority, which can be difficult when many of
the programs are equally important. Also, employees may want

programs to progress quickly because they are able to help more
people this way, but due to the structure and requirements the
government has imposed upon them, efficiency is not always
possible. The requirements people must go through are
necessary to prevent fraud by people who do not require
services.
The customers of these types of organizations are people in
the community that rely on support from the government
because they would not be able to successfully function in the
community without assistance (Department of Social Services,
2008). These groups of people include people with disabilities,
people with drug and alcohol problems, people who need social
assistance, and a variety of other groups of people. The lives of
these people are affected on a daily basis due to the decisions
that are made and guidelines the department puts in place. If
people did not receive services, they would either be on their
own or find other non- structured ways to receive support such
as homelessness and crime.
Statement of the Problem
In the manner of conduction of a widespread search of the
literature presently obtainable, it was considered that there is a
deficiency of literature with reference to the leadership qualities
of individuals in supervisory positions within nonprofit human
service organizations. Weber (2007) discovered that more
research within this expanse ought to be conducted. There is a
need for more knowledge about leadership qualities and its
implications in the human service field (Bargal & Schmid,
1989; Glisson, 1989). As well, the persons in guiding positions
within these agencies usually possess some edifying
backgrounds in the field of human services with minimum
education in management and leadership (Weber, 2007).
Therefore the problem being attend to in this study is the
complexity managers within the human service field have when
they manage both consumer care and workers. The survey which
will be utilized within this study identifies three factors which
directors ought to process to be effectual managers and

directors.
Purpose of the Study
The intention of this study is to decide that if any, necessary
leadership qualities are deficient in managers of nonprofit
human service organizations. The intention for recognizing
these factors are to make managers conscious and there
supervisors conscious of this necessity. Actions may be taken to
correct these areas and make the managers well formed
professionals. This happens to be a quantitative study which
will be conductedby surveying workers of a nonprofit human
service organizations to decide their acuities of the leadership
qualities which their managers have.
Rationale
The outcomes of this study will help existing organizations in
giving training to existing managers or steer them in employing
and promoting managers with human service backgrounds, to
upper managing positions. Therefore, both the persons getting
servicesfrom the organization as well as the subordinates of the
managers will be in a good wayoverseen. This may help in
decreasing the amount of worker staff renewal rate
organizations within the human service business go through.
Conceptual Framework
For many years, authors have beenfascinated with the notion of
stipulating foreseeable relations flanked by what an
organization’s leaders does and in what way the organization
manages, Institute for Social Research (1975), four dimensions
come into view from these investigations that appears to include
the rudimentary structure of what one might call leadership:
There happens to be a call for more education and knowhow
concerning leadership as well as its insinuations within the
human services field (Bargal & Schmid, 1989); Glisson.1989).
Glisson declared that whereas facets of management are
essential for the carry out of institutes, leadership cultivates an
organizational climate and ethos within employees may
perform. Glisson thinks it happens to be this effect that makes
leadership significant within nonprofit human service

organizations as employees are thought of their main asset. He
asserts that leadership may add to place of work self- worth,
decrease employee burnout, get the most out of individual
promise and therefore better meet the aims of the institution.
Whereas these leading experts wrote of this matter more than a
decade ago, not much have been found in current literature from
the human service viewpoint.
1. Support: Behavior which improves somebody else’semotion
of individual value and significance.
2. Interaction Easing, Behavior which gives confidence
members of the grouping to build on close, mutually fulfilling
relationships.
3. Goal emphasis. Behavior which arouses a zeal for meeting
the group’s aim or accomplishing superb performance.
4. Work facilitation. Behavior which helps accomplishes goal
achievement by such activities as scheduling, organizing,
planning, as well as making available resources for instance
tools, substance, and technological knowhow.
Research Questions/Hypotheses
The research question which this research study will
concentrate on is which three leadership activities (personal
backing, goal emphasis, and work facilitation) do human service
managers process and what essential qualities are they
deficient? Therefore, the succeeding hypothesis has been
devised based on the research inquiry.
H1A Compared to those with degrees, human service managers
with human service degrees or preceding background process
more emphasis on goals.
H10: (Null hypothesis): Compared to those with no degrees,
human service managers with degrees or preceding background
process the same emphasis on goals.
H2A Compared to those with human service degrees, human
service managers with no degrees and only human services
experience process more emphasis on personal backing.
H20: (Null hypothesis): Compared to those withhuman service
degrees, human service managers with no degrees and only

human services experience process the same emphasis on
personal backing.
H3A Compared to those with no human service degrees, human
service managers with
degrees or previous background process more emphasis on work
facilitation.
H30: (Null hypothesis): Compared to those with no human
service degrees, human service managers with human service
degrees or preceding background process the same emphasis on
work facilitation.
Nature of the Study
The intentions of this quantitative, non- experimental,
explanatory correctional study are to come across answers to the
inquiries and construct upon the presented database utilizing the
best technique (Creswell, 2000). When formative a research
technique, the inquiry asked within the study ought to say the
kind of research technique to be utilized. The quantitative
research technique has more than a few strong points counting
the capacity to examine large quantities of data, ascertain
independent and reliant variables, manufacture statistic
evaluations which gives details to the the significance of the
data, as well as the capacity to demonstrate if the results of a
study are valid and authoritative (Creswell, 2003). The
quantitative technique entails gathering data which may be
assessed with statistics. Therefore, the data ought to be numbers
or have the capacity to be allocated significant numbers which
may help in meting out the data. This will allow for factor
investigation, cluster investigation, multivariate, as well as
explanatory statistics utilizing the SPSS encode.
Surveys are functional for answering close – ended
inquiries (Fowler, 2000). This may give information which can
be graded on a Likert Scale that is helpful for gaining
quantitative data.
Significance of the Study
It is significant for non – profit human service organizations to

ascertain which leadership qualities their managers be short of
(Weber, 2007). This may help in either training present
managers to obtaining missing cleverness’s or, when upcoming
managers happen to be promoted or employed, the company
may have as a feature leadership skills as non- exchangeable
building block essential in the potential applicants.
If human service companies get managers with leadership skills
and knowhow of the human service business, the upshot will
be in particular advantageous to the staff, consumers served by
the company, and the company itself (Weber, 2007). A strong
manager may help decrease worker turnover as well as help in
training staff to give in height quality of service. It will as well
provide the staff a better scale of job fulfillment. When staff is
content with their jobs, they happen to be more probable to do
the job in a good way and to stay with the organization. Strong
leadership may aid the company. Human service companies are
characteristically nonprofit (Department of Human services,
2008). This denotes that there happens to be restricted
resources. When clients come to the organization for assistance
they have money allocated to them from their state which gives
financial support to the company. If strong leadership helps
construct the repute of the company, this means it might appeal
to more clients and add to the cash flow of the company. This in
turn may let the company to proffer more services. It will too
lend a hand for some consumer’s family member if they sense
that their family is being taken care of. If the staff is working
with the clients for a lengthy period of time, the families may
turn out to be familiar with the staff and trust them and the
work they do.
Thisresearch will also happen to be important since it might
hearten educational organizations to have as a feature
managementas well as leadership courses which narrate in a
straight line to leadership in a human service arena (Weber,
2007). Such a course can turn out to be a prerequisite for human
service learners. The courses may perhaps have as a feature how
to manage both staff and a work load at very similar time per se

a job needs superb managerial and organizational skills.
Assumptions
Assumptions are basis upon the blueprint of the study. It is
significant to make a note of the assumptions utilized when
unfolding both the study and results since these assumptions
ought to be taken into thought when a conclusion is made.
1. This study presupposes that managers within human
companies have followers which they directly oversee.
2. It too presupposes that the educational upbringings of
managers are in a human service area.
3. It presupposes that every part of rejoinders to the survey are
from staff in the human service arena.
4. The population sampled is symbolic of every staff within
human service company.
5. The data entrance procedure precisely assigning the data
from the survey to the data reading format.
Limitations
The limitations of the study are put onward as follows. Similar
to the suppositions, the
Limitations ought to be well thought-out when drawing
deductions based upon the investigation of the research.
1. The limitations of the study encompass that it will just survey
one nonprofit human service organization in Massachusetts. The
qualities which management and human resources seek for
within this company mightbe unlike than that of other
organizations in unlike areas.
2. The rejoinder rate may be a prospective constraint if a low
proportion of surveys happen to be come back.
Definition of Terms
The subsequent are definitions of terminology which will be
utilized all through the study.
Consumers. A consumer is an individual who meet the criteria
for services (Department of Human Services, 2009). This may

well be due to disability, lunacy, socio-economic status,
drug/ alcohol dependence or a mixture of these reasons. Human
Service Managers. Managers in Human Service organizations
are the staff who fills position within the human service
organizations which are accountable for the employees of
consumers and the supervision of staff which give direct
services to the consumers (Glisson, 1978).
Leadership. Leadership is a “managerially helpful activities by
one member of an organizational relation in the direction of one
more associates or associates of the identical organizational
family” (Bowers & Seashore, 1996). Leadership is too the
capability to inspire
others based upon traits and cleverness. The reasons of utilizing
leadership skills are to inspire associates of a company to work
jointly to accomplish a shared goal. These skills are also
naturally inherited or erudite.
Organization. A grouping of individuals which come together to
arrive at a shared goal
(Daft, 2005).
Nonprofit. An organization which typically has little financial
support to get to the goal, and do not propose to make a profit
(Glissen1978).
Organization of Remaining Chapters
Chapter one offered an initiation and backdrop of the analysis,
problem and
purpose statements, rationale, research question, hypotheses,
conceptual framework,
a definition, assumptions, limitations, as well as the
importance’s of the study. The second chapter gives a literature
review of leadership practices and hypothesis. It too assesses
the
literature obtainable regarding human service management. It
gives the underlying principle for
the research talked about within this dissertation. The third
chapter will give details to the methodology which will be
utilized within the research. An underlying principle for the

purpose that a quantitative study happens to be the best
technique for this research will be given. It will too describe the
population studied and the legality and soundness of the
research procedure and tool being used. The fourth chapter will
give the analysis of data that will be carry out by utilizing the
encode SPSS. The last section will give the writer’s reading of
the data analysis, advice for upcoming studies, and advice of
how the results may be translated and put into operation in
higher learning encodes. It happens to be believed that all
through the remaining sections of this dissertation, statistical
information may be utilized to establish if there happens to be
require for further preparation of human service managers both
in secondary education and company-based trainings.
Chapter II Literature Review
Introduction
The following literature review concentrates on four
particular ranges of study that relate to the background of this
study. The four sections are based on leadership overview,
nonprofit leadership management, organizational ethos, and
employee perceptions of management (University of Michigan,
1975). It is vital to evaluate organizational ethos since the
background of many human service organizations is distinctive
from that of corporate organizations (Dittrich & Carrell, 1979).
This is pertinent to the study since it will denote that the
assumptions that are made, found upon the data analysis, can
only be useful to organizations in the human service field.
Leadership is reviewed since it is imperative to the achievement
of any company. The leadership abilities of managers within the
human service industry ought to indicate the leadership
qualities that have been talk about in determining works as
these skills have confirmed useful in array of distinct types of
organizations (Weber, 2007). At last, a wide analysis of
leadership perceptions was performed since the cause of the
research is shaping how the leadership skills of managers affect

their employees. The result that subordinates understanding is
mainly based upon the opinions of their management and their
managerial skills (Meers, 2007). The majority of leadership
research has made within regular companies or public sector
organizations in the business world. However, the research on
leadership in non-profit organizations has been scarce even
though these organizations play an important part in society and
the economy as well. It is argued that leadership in nonprofit
organizations are different from that of a commercial
organization. What leadership skills do managers have? The
research question of this study is therefore how do leadership
skills impact person support, goal emphasis and work
facilitation impact among human service mangers and what
essential traits are they needing or lacking?
Leadership
Leadership has been defined in terms of individual traits,
behavior, influence over other people, interaction patterns, role
relationship, an administrative position, and perception of
others regarding legitimacy of influence (Yukl, 1989).
Whileexploring the labor force, it was obvious that there are
lots of unlike kinds of leadership styles. A number of persons
are extremely totalitarian whereas others lead by exemplar or by
compromising according to Bolman & Deal (2003). Every
unlike leadership style may be observed in different ways
through the unlike organizational frameworks. One fashion
might happen to be highly- flavor through the structural makeup
and feeble through the emblematic frame whereas one more
style might be totally opposed. Looking through the unlike
frames when assessing unlike leadership styles may lend a hand
to ascertain which style an individual ought to endeavor to
employ or which manner to look for within a leader when
looking at filling a new position (Maak, 2007). If an individual
is in a leadership position, whichever officially or unofficially,
they can inquire the subordinates to assess their leadership style

by means of the four unlike frames to ascertain if the leader
perceives their style exactly.
Authoritarian
Leaders who have an authoritarian management style must be
sure they have a high concern for task and little concern for
people (Bolman & Deal, 2003). Employees who work with
managers using the authoritarian managing approach typically
have a difficult occasion working together with this type of
manager.
After considering the four frames; structural, human
resources, political, and symbolic, a person using the
authoritarian management style will appear very strong in the
structural frame because it is associated with confidence and
sometimes can be perceived as arrogance by others (Bolman &
Deal, 2003). An individual using this approach will have a clear
understanding in being aware of who is in the chain of
authority; understand how to complete a task proficiently and
successfully and have great organizational skills. This approach
has a low concern for employees.
As seeing management via the political frame it is hard to
declare whether people who use an authoritarian approach will
seem as strong or weak. The political frame focuses on power
conflicts and alliances (Bolman & Deal, 2003). If someone
under the supervision confronts a leader’s power, the leader
may seem strong via the political structure since the power will
not be passing on to the subordinate. If groups or groupings are
being formed within the organization, an individual with the
authoritative management approach should not get them
involved because their only concern should be completing the
tasks of the organization.
Like the human resources frame, the authoritative
management style appears to be weak through the symbolic
frame; the symbolic frame looks at customs, rituals, and
symbols of an organization (Bolman & Deal, 2003). Not any of
these traits appear to be vital to a person exercising the
authoritative management approach since all the attention is on

completing the tasks.
Compromise management
Leaders who have a compromise management style have a
moderate concern for task and a moderate concern for people
(Bolman & Deal, 2003). This kind of manager attempts to
stabilize the importance of completing the task while
connecting to the subordinates and keeping them pleased since
the team is usually effective and they get along with the
manager. The manager is capable to get respect because they
listen to the subordinates and incorporates their ideas.
Through the structural frame, the compromise management
approach is relatively strong. There is an emphasis on
completing the task, however, if there is a personal issue with
an employee, this type of leader will allow for some leniency
even if it means the task is not accomplished in the most
efficient manner (Bolman & Deal, 2003). The human resource
frame also demonstrates that the compromise management style
is moderately strong (Bolman & Deal, 2003). This kind of
manager will adapt his or her needs for the employees provided
that it does not cause the task to be neglected. If the task is put
aside by the employees for a period of time; the manager will
not get distressed. The political frame shows this approach to be
impartial. This type of leader will try to avoid power struggles
because they will try to keep employees happy (Bolman & Deal,
2003). On the other hand, the manager will not let subordinates
take advantage of them because they may discourage the
workers from completing the tasks. It is possible that this kind
of manager will discover a way to work together with the
employees to reduce a power struggle without becoming
defensive.
The compromise management style appears to be the
weakest through the symbolic frame
(Bolman & Deal, 2003). A great deal of consideration is given
to the workers in keeping them happy so that they can complete
the task. Therefore, it is hard to give a major amount of
importance to symbols and rituals. The leader might recognize

them, but will not automatically be extremely concerned with
them. A subordinate would almost certainly want to work with a
leader that uses the compromise management approach rather
than the authoritative management approach since more
emphasis will be given to the workers. Out of all the
management styles, the integrative style appears to be the
greatest for the reason that it shows a high concern for both
subordinates and for conclusion of the task.
Transformational leadership
Leaders who have atransformational management style are
involved with feelings, morals, values, and long –term aims.
Northouse (2007) inferred that transformational leadership
entails an outstanding form of impact which moves supporters
to achieve morethanwhathappens to be typically anticipated of
them. Frequently, theleadership style includes charismatic and
prophetic leadership. With transformational leadership
supporters feel entrust, admiration and allegiance. They happen
to be inspired to do your best for higher order aims rather
somewhat pursue their instantaneous welfares. A prospective
effect of transformational leadership is the self- actualization of
managers and supporters. Transformational leadershiptakes
excesses measures which attain further than the average to
inspire supporters to accomplish more (Arnold, Turner, Barling,
Kelloway, & McKee, 2007; Bass, 1998; Bass & Riggio, 2006).
Arnold et al. (2007) abstracted the four sizes of
transformational management as idealized impact, inspiring
impact, intellectual stimulation, and personalized
thoughtfulness.
Transformational managers are more probable to be
established in organizations wherein aims and structures are
indistinct but affection and trust are in height (Conger, 1999).
Jones (2006) demarcated transformational managers as persons
who inculcate in their workers a meaning of function somewhat
than task- focus. Jones alleged that because of this style of
leadership, people are changed into better individuals, therefore
making worth for their organizations.

Situational Leadership
Leaders who have asituational leadership management style are
rooted in the communication amongst the sizesof relationship
activities and task activities, in addition to employees’
willingness or maturity in favor ofperforming a particular task
(Hersey and Blanchard, 1996). Within their sight, employees are
the most essential thing in management events. Therefore, as
employees vary, therefore the appropriate technique of
management. Northouse (2001) recorded that the situational
leadership looks at how managers may turn out to be efficient in
a lot of unlike kinds of organizational surroundings relating a
broad diversity of organizationaleveryday jobs. Further, a
command activity includes obviously informing individuals
what to carry out, how to carry it out, where to carry it out, and
when to carry it out, and subsequently loosely oversee their
accomplishment. Though, supportive activities include paying
attention to individuals, giving backing and back-up for their
labors, and subsequently making easy their participation in
problem-solving as well as verdict creating (Blanchard, 1991).
Northouse (2001) demonstrated that the efficient of leadership
happens when the manager may precisely make a diagnosis of
the progress echelon of employees in a task state of affairs and
then display the recommended leadership style which goes with
that state of affairs.
Leader Member Exchange
Leaders who have a LMX management style concentrate on a
dyad, which is, the rapport flanked by a manager as well as
every subordinatethought about for their selves, somewhat than
on the rapport flanked by the manager as well as the grouping.
Every connection, or rapport, is probable to be different in
quality. Therefore, the same manager might process inadequate
interpersonal relationships with a number of subordinatesandnot
closed and entrusting relationships among others. The relations
surrounded by these combinations, or dyads, might exist of a

primarily in-grouping or out-grouping character. A manager
begins either an in-grouping or else an out-grouping exchange
among a member of the organization near the beginning of the
existence of the dyadic affiliation. Affiliates of the in-grouping
are asked to partake in verdict creating as well as are given
additional task. The manager lets these affiliates have certain
leeway within their roles; in fact, the manager and the main
subordinatesbargain the latter’s tasks in a non-contractual
barterassociation. Basically, an in-grouping member is raised to
the unsanctioned function of “entrusted lieutenant.” In-grouping
affiliates, in a lot of respects, like the advantages of job leeway
(control in verdict creating, not closed infrastructure and self-
assurance in as well as thought in favor of the member). The
subordinate usually gives in return with superior than needed
expenditures of time and exertion, the supposition of more
accountability, plus dedication to the success of the
establishment. On the contrary, members of the out-grouping
happen to be supervised inside the fine restrictions of their
official employment agreement. Authority is legitimated via the
understood agreement flanked affiliate as well as the
organization. The manager will give backing, thought, and help
mandated by way of obligation but will not go further than such
restrictions. In fact, the manager is workinga
contractualexchange among such affiliates (Graen and Cashmen,
1975).
Kotter (1990) discussed the need for leaders to be motivational
and confident. In order for one individual to do what is asked of
another, the person who is asking must have authority of some
type. The power either comes from having a position of power,
or gaining respect from being well - informed, understanding,
and self-assured (Bolman & Deal, 2003). In a number of cases,
leaders have a mixture of these kinds of power. Within the
human service field, new subordinates are quite often fearful of
making errors, whether if it is a medication occurrence or
giving the incorrect support or advice to a consumer. In these
states of affairs, they often call a manager or someone who has

been at the company for a longer period of time to make sure
they are doing the task correctly or to get a second opinion
(Maak, 2007),
In most residential settings, workers often work on their own
without seeing a manager or other employees for days or on
occasion weeks at a time. The majority of the communication
takes place
on the phone, so the managers need to communicate their needs
excellently to ensure workers understand what they need to do,
and then follow- up with the consumers to check if the
employee is doing the job correctly (Department of Human
Services, 2008).
Wren (1995) also disputed that leadership for the most part
is learned by many people. This is a questionable dispute that
begins to examine the nature versus nurture argument. Real
leaders are most apt to learn some of their skills all through
their lives whether it is from choosing how to initiate a game on
a playground or from seeing another manager use methods to
encourage others. But, it should also be noticed that some
individuals are born with traits that will help them in growing
into a leader (Bolman & Deal, 2003). Individuals who are
innately outgoing with outstanding communication skills and
who are sympathetic may well be more able to motivate
employees than other supervisors who work to expand these
skills. It appears that the greatest leaders will have a
combination of positive personality traits and knowledge of life
that have taught them how to successfully inspire and support
others to achieve certain actions. This lets the leaders have
subordinates physically be drawn to them for guidance; however
at the same time the leaders are eager to learn new skills too
constantly develop their leadership abilities. Leaders are not all
the time managers; however an organization hopefully is able to
determined which workers have the leadership skills that would
remain valuable to the organization if promoted.
Wren (1995) examined various type of leadership and how
people are investigating what leadership is also should

distinguish between these types to discover a true understanding
of what leadership is. A leader can be thought of as someone
who has made remarkable changes for example,
some Presidents of the United States. Lincoln begin running the
country out of slavery. This was an extremely disliked concept;
therefore it took a great deal to persuade the states that slaves
should be
accepted to better lives. There are other leaders that were not
chosen, and then decided by people imitating them and looking
to them as a leader based upon in what way they have led their
lives.
For example, a female at church started creating quilts to give
to the homeless shelter. She did not broadcast what she was
undertaking, and then once others found out, they were
motivated to similar actions. Leaders can try to generate a
change before they can bring about a change on a smaller level.
This is one of the problems in explaining leadership. A person’s
achievement can cause effects in others whether meant to or
not.
The study of leadership is every so often disputed. Then it
is hard for someone to describe precisely what leadership is,
some institutions have to make a decision not to include the
topic into their course load (Wren, 1995). There are many other
people who feel that workplace should be moving towards using
teams and equality. A leader can be negatively viewed as a
manager who works contrary to the goal of equality (Bolman &
Deal, 2003). But, still in a team setting, there is more often a
person or group of people who help design project plan and help
assign which team members will play a role in completing the
project. This person does not have to have a title of leader;
however that person is carry out the role of a leader.
One perception that all manager shares is the skill to
inspire whether by means of actions or words. The ability to
inspirer can come by way of respect for expertise and dealings.
No matter what actions a manager uses, the action inspires
others to take following actions.

Robert House Leadership Theorist
Robert House developed a remarkable leadership concept that
has renowned importance of modifying to the needs of the
subordinates. By means of focusing on what inspires each
employee, managers can seek out those who needs and wants
and make a direction that will influence every subordinate to
their desirer individual purpose and then at the same time help
they turn out to be more productive, as well as work more
successfully towards the goal of the organization. There are
some drawbacks particularly for a manager with little or no
experience, but depending on the conditions, these challenges
can also be conquered or else the theory can be attuned to fix
the situation. House has developed a hypothesis that is
completely about modification.
Robert House developed the path – goal hypothesis. This
theory explains what a manager has to do in order to attain high
production and morale (Durbin, 2004). The manager
accomplishes this by reviewing each member or employee of the
team so that they can help make a course for them so the
individual’s goals are reached. This theory gives emphasis on
adapting ones leadership style to each one in order to inspirer
each on to their best ability.
The path –goal theory goes on to show the various
leadership styles that can be used with various people. The first
is the directive approach this is when the leader gives
importance on organization, planning, and controlling
particularly when the final goal is uncertain.
Next is the supported approach in which is to say that a leader
is supposed to show interest for the employees and offer
emotionally supportive surroundings. The participative
approach is when the leader asks the other employees or group
for their ideas previous to making decisions. Lastly, the
accomplishment- oriented style is when the manager places
several goals and high expectations for the team.
Strength of Theory. This theory has a number of strong points.
The most vital one is that House took into account the fact that

everyone is not the same, therefore everyone is inspired by
various things, and when approach by management everyone has
different comfort levels. There are other excellent theories
obtainable; however they do not always work for each person.
An employee
for example, who needs emotional support most likely would
not benefit from the accomplishment-oriented approach or the
directive approach of management because these approaches
focus more on getting the job completed and the inherent
inspiration of doing well at the job, instead of filling everyone’s
sense of worth.
Another strong point of this approach is that it suggests names
and descriptions of various leadership styles which may be
utilized to inspirer other employees that are different. It can be
easier to agree on how to treat a subordinate after assessing the
various styles and then making a formal decision on which style
might best fir this person.
Weakness of theory. Although this approach does a fine job
covering how to be a good manager to various types of
employees and group members, it can cause a small amount of
problems between the groups themselves. By dealing with
employees in a different way based on their needs, the
employees may as well have the same outcome of reaching the
personal and professional goal, but they may become envious or
offended with each other if they see a leader behaving
differently toward them. They may possibly believe that the
leaders have special treatment over others.
In addition, it could become extremely hard and emotionally
demanding for a manager to attempt to get to get to know each
employee or team member in a good way enough to choose what
inspirer each of them. With some employees it is easy to decide
the kind of support they need, but with other employees it may
be harder to find out what actually inspires each of them.
If the manager needs to talk to a group of people on some
occasion for example, in a staff meeting, it will not be possible
to deal with each employee in a different way. This makes

applying this theory difficult, however not impossible. A skilled
manager desires to find several ways to integrate all styles of
leadership and management ability into a meeting or speech.
Application of theory. This concept appears as though it can be
applied in many types of organizations. Mainly in
organizations where there is repetitive work, this theory would
perhaps work very well since there are many different people
with various backgrounds and therefore various needs and
motivators. One person may stay employed at the job to pay the
bills and have no particular interest in the work. If the manager
is conscious of this, they could use the achievement- oriented
approach to help make the work more stimulating by
establishing small goals. Another person might have low self –
assurance, so the manager could help that person by using the
supportive approach and give them jobs that they thrive in to
help develop their confidence.
New concepts. There are two new ideas learned from this
model. The first is the idea a manager performing in various
ways with various people. It may be hard for certain people to
alter their styles so rapidly, however it may come more easily
depending on what type of person they are connecting with.
House appears to be one the greatest ingenious and
groundbreaking leadership theorists because he took portions of
other theories and turned them into a set of approaches that
could be utilized by one leader and make best use of the
productivity of all employees. It ought to have taken quite some
consideration to form such a complex theory since it involves so
many parts. Many times challenging ideas do not work out in
the end because there too complicated to follow.
Mangers and Leaders in a Non Profit Organization
The expression manager is overly a lot of people closely allied
to a leader. Managers are frequently within a position inside an
organization wherever they have the power to decree others as
well as make a decision on the guiding principle. Although a
manager in nonprofit organizations may happen to be seen as a
leader, it does not of necessity signify that they have virtuous

leadership cleverness’s. Kotter (1990) made a difference
flanked by a manager in addition to a leader by avowing that
contemporary administration deals largely with planning and
financial planning, systematizing and recruitment, controlling
and keeping an eye on the organization. A leader, then again,
dealstogether with creating a feeling of direction by emergent a
vision of the future. A leader too has to communicate among the
workers, backing cooperation, inspire and encourage the
workers in turn to make obligation to the aims (Kotter, 1990).
This signifies that a particularized person may well be a
manager devoid of being a leader or a leader devoid of being a
manager.
Bennis & Nanus and Zaleznik carry it to the utmost and make a
case in Yukl (2006) that leadership and management happen to
be jointly exclusive, significance that management as well as
leadership cannot live within the same individual. A few are
managers and a few are leaders. The differences flanked by the
two are made known within the definition which they create. A
manager esteems stability, sequence plus effectiveness at the
same time leaders esteem suppleness, novelty and version
(Yukl, 2006). When carrying it to the excessive it is obvious so
as to the two terminologies may not co-exist within the same
individual. The majority of researchers have the same opinion
though that although they view being in the lead and managing
in the role of unlike procedures, a leader as well as a manager
may perhaps be the same individual (Yukl, 2006, p. 6). Hughes
et al (2006), formulates an obvious instance.
It is agreed upon with Hughes et al (2006) in their outlook so as
to guidance and management are two partly covering roles.
There point of view is that management happens to be linked by
an individual’s bureaucrat everyday jobs and responsibilities
which come with possessing a particular position inside an
establishment. Leadership are hence linked to the manager via
that they have sway and inspire the workers in turn to
accomplish the aims of the establishment. Toorand Ofori (2008)
suggest that managers have to enhance their leadership

cleverness’s. To achieve this, organizations have to add in
methods that aid to grow their managers into persons who know
how to lead. Capowski (1994) also haves the same opinion that
improved leadership and management are compulsory, as well
as that more leadership are required.
The Role of the Manager in a Non-Profit Organization
Managers are summoned upon to demonstrate the quality of
leadership and a leader the cleverness’s of managing in tricky
state of affairs, within all organization. Manager are time and
again depicted as a methodologicalbureaucrat or manager a
person withinan establishment with documented power, who
tactics, puts in order as well as puts into operation the presented
directions of the establishment (Koontz et al, 1986).
Thefunctionof the supervisor necessitates suppleness, vigor,
management cleverness’s and leadership attribute. A
manager’s workings are multifaceted and multidimensional.
There are specific cleverness’s needed to manage an
organization. Basically the key rolesof a manager involve
planning, putting in order, foremost as well ascontrolling, and
in turn to efficientlyaccomplish the functions, specific
cleverness are obtain alongwith a division of duties among
employees. Katz (1974) defined a skill as “an ability which can
be developed, not necessary inborn, and which are manifested in
performance, not merely in potential”. Thus, the principal
criterions of skillfulness are effective action under varying
conditions.
Non-profit organizations are a wide conception that may
be understood in a different way by unlike persons and hence
may be difficult to identify. Present are a number of kinds, both
within the public and private segment that are talked about in
the literature concerning Non- Profit organizations. Although,
the universal meaning of a non-profit organization is that works
with no profitable function, significance that the potential profit
will be reinvested within the organization that will do good to
the employees of the organization .
Morris et al. (2008) describes a Non – profit organization as a

kind of establishment that can be of all magnitudes and
characteristically serve a societal intention or civic benefit and
do not deal out proceeds to shareholders. The non-profit
segment consists of a broad scope of organizations helping
unlike intention. The diverse kinds of Non – Profit
organizations may be classified into three all - purpose
groupings (Morris et al., 2008). The task of nonprofit
organizations are to make communal value somewhat than
spawn profit and their aims are frequently not as transparent
and well -defined as in commercial organizations. Further, their
administration may not be as practiced and accomplished as in
organizations with a for profit intention (Morris et al., 2008).
Nonprofit organizations are organized in another way than for
profit organizations. The reason being is not to for these
organizations to make profit, but rather to work inside
donations, government funding, and private pay to help aid
people who may not receive the services that they should need.
Therefore, the focus of organizations is not by what methods
they make money, however finding ways to do the fund raising
so that the excellence of services offered on a limited budget is
high and
aids as many people as possible. Donations are every so often
given to nonprofit companies; then again, the sums given do not
lead to the purchasing of extra services for the clients.
Normally, the donations help cover administrative costs, and
also the amount contributed needs to be given an account for .
Administrative costs are required to organize services and
safeguard successful operation of the company, then how do
contributors see that the money they are giving is well spent?
Nonprofit organizations are exposed to more rules in respects to
how their funding is spent than for – profit companies (Carney,
2001). One such rule is that an organization cannot exploit
greater than fourteen percent of funds given by the government
for administrative costs (Department of Human Services, 2009).
This means that if a person needed ten thousand dollars by the
government in order to purchase services for a human service

organization, no extra funds other than one thousand four
hundred dollars may be able to be spent on case management,
office rentals, and office supplies. It appears suitable and
ethical for this sort of rule to exist in non- for profit
organizations since it helps to safeguard that managers are not
overpaid and that clients are getting the services they need.
Making available funding to organizations that assist people in
the community benefits a vast number of people. To begin with,
it benefits the actual individuals receiving services because they
are able to live on their own and have more autonomy and
influence over what happens in their daily
lives. It will also help the community and tax payers since the
funding that the government gives comes from tax payers.
In 2007, Tim Truitt made available a dissertation entitle
“Exploring Effects of Innovation Management: A Selective
Study of Nonprofit Manager’ Perceptions.” The dissertation was
completed at North central University- Graduate School of
Business and Technology Management.
Truitt conducted a qualitative manifold- unit case study on the
observations of managers at eight nonprofit organizations
situated in the United States, New Zealand and Europe
regarding management techniques as tools for fostering
innovation (Truitt, 2007). Information was collected using in-
depth interviews. Significant findings demonstrated that
resources used by managers to promote modernism were the use
of technology and incentive programs.
The difficulty is that the information of the best practices was
apparent for making it easy for innovation in nonprofit
organization does not have major research to demonstrate that
they are the best methods. The reason for this study is to
summarize and explained how managers at nonprofit
organizations can generate situations that promote innovation.
These depictions can offer important information for nonprofit
organizations hoping to benefit from innovation for upcoming
researchers who are studying the leaders of organizations to
comprehend what they need to know to create an atmosphere

conductive to innovation. (Truitt, 2007). The research questions
are (a) what approaches do managers of nonprofit organizations
put into practice to promote innovation? (b) What supplies do
managers of nonprofit organizations give to advance
innovation? The writer also listed two copied research
proposal: (a) Quality management and empowerment methods
are apparent by managers of nonprofit organizations as being
helpful tools for endorsing modernism; plus (b) Organizational
procedures (mainly teambuilding and planned organization) are
apparent by managers of nonprofit organizations are useful
tools for advocating innovation (Truitt, 2007).
It appears that the problem statement, purpose statement, and
research questions are altogether in position. Their reason is to
decide if perceptions of making innovation are correct and the
research queries look to the plan and resources that managers
are utilizing to make this innovation.
The approach apply in this study was a case study. The person
at the back of this study became known with eight unique
organizations with intensity (Truitt, 2007). He interview one
delegate from every one of these organization in depth to obtain
background information on the organizations and to become
familiar with the perceptions of an important figure within each
individual company.
He discovers that the major confines of this study were with the
case study method; his results are completely simplifyable to
other organizations (Truitt, 2007). He utilizes eight distinct
organizations; therefore this is not a big enough model to make
universal statements about nonprofit organizations. In addition,
the model was not random sufficient. Truitt meet with one
spokesperson from each one in the company and wrote down
that there may be respondent prejudices: also his study did not
produce quantitative data which could be used to strengthen and
observed associations.
The inferences of his study were that the outcome may well give
helpful direction for other organizations in the nonprofit area.
He did not believe that all information obtained from the

interviews could be pertinent to other companies, but the
outcomes could present suggestions or new plan ideas for other
organizations. The recommendations for study are to do more
quantitative work to validate answers of the case studies and to
do more qualitative work to help make outcomes more
simplifyable (Truitt, 2007).
The recognized limitations, inferences and suggestions are
reliable with a case study research since the number of
contributor is much more incomplete. When there are few
contributors, the capacity to simplify diminish the outcome does
not indicate the majority.
Organizational Culture
Organization culture is a discipline of study that looks at how
employees work together within an organization. The culture of
an organization frequently describes how the organization will
do business and make its item for consumption or service.
Culture could be identified as an organization’s basic beliefs
and assumptions about what the company is about, how the
members should behave and how it is identified in relation to
the external environment (Morris, 2008). Morris et al. (2008)
argue that it is important for organizations to have a clear
identified culture in order to create a sustainable entrepreneurial
spirit within the organization. Within the human service field,
manufactured goods are not sold, but to a certain extent a
service are made available to people with disabilities, families
who need extra support, persons with mental illness, and person
with drug and alcohol dependence. The background of the
organizations that offer these services is frequently distinct
from a company that creates a product to be sold since these
companies use up a major quantity of time with client that get
services from the organization.
Perceptions of Leadership and Management
The success of leaders depends upon how their employees
identify them. A key player in the employee – organization
relationship is the manager. Management represents the

organization in the eyes of the employees. Trevino and Nelson
(2011) noted the representative nature of management stating,
“managers are the lens through which employees view the
organizationtoo many employees, managers are the
organization. Serving as credible agents of the organization
(Eisenberger et al., 2010; Neves, 2012), managers personify or
embody the organization (Sluss, Polyhart, Cobb, & Ashforth,
2012). When looking at most aspects of the organizational-
employees’ relationships, managers play a unique and distinct
role in spanning the boundary. As a consequence, employees’
perceptions of their direct managers and indirect managers
within the organization become increasingly important to the
success and sustainability of the organization. The following
pieces of writings will review various authors’ studies and
understandings of how subordinates identify their managers.
Holloway (2012) performed an experiential study structure by
the hypothesis that task –oriented and relations – oriented
leadership behaviors are certainly allied to the workers’
perceptions of organizational climate. The vital significance of
the study lied in the notion that workers are potentially the
uppermost importance within the organizations. The study
realms of leadership as well as organizational climate are
unreservedly matted. The analysis inspected the subsequent
research question: Are tasked –oriented and associations –
oriented leadership behaviors allied to unlike sizes of
organizational climate within a non-profit organization? The
methodology for gathering the facts was through the mixture of
two quantitative catalysts a web – based survey consisting of 79
inquiries aimed at formative the comparative input to task –
oriented and relations – oriented leadership behaviors. The
outcomes of the study demonstrated that particular leadership
activities do have an effect on a small amount of dimensions of
organizational climate. The investigation as well discovered
that task- oriented leadership activities possess a constructive
and important relationship with the warmness of the
organizational climate dimension.

Mohamed and Nguyen (2011) conducted an empirical study to
examine the connection between leadership behaviors and
information of management. The authors plan was to look at the
influence of transformational and transactional leadership
behaviors on Knowledge management in organizations
screening effect of organizational culture on this correlation, in
the context of small – to medium sized venture operating in
Australia. Four hypotheses were planned for testing. It
provided a concise evaluation of Knowledge management
fundamentals pertinent to the study, the association between
management and Knowledge management, and management and
organizational culture. This was a great study because the
outcome showed convincing evidence in support of the
moderating role of managerial culture on the association
between transactional leadership and Knowledge Management.
Gibson (1978) performed a study that was done with path
psychoanalysis of data from thirty human service organizations.
The outcome supports the requirement of technological
standardization in dependent associations with four variables
put together. This was supported on the basis it paid attention
on one method. This analysis showed both management and
subordinates view in the human service field which is
significant for contrast purposes to studies done in other types
of organization.
Brotheridge and Long (2007) argued the everyday problems that
supervisors deal with and the means and answers available to
supervisors. The authors appear to have assumed that
supervisors were conscious of their means and capability to find
answers to problems. This piece of writing says that the reasons
of the study is “to examine the day- to –day problems that
managers face in trying to be effective and the resources and
solutions that they access as means of dealing with these
challenges” (Brotheridge & Long, 2007). The authors did
achieve their objective and establish that the solution to the
research question was that useful information happen to from
the people around them instead of from point sources, and the

supervisors were not likely to view expert as sources of help.
Harel and Conen (1982) talked about the expectation theory in
regards to professional obsolescence in the work place because
it is becoming a growing concern for supervisors and
organizations. This matter influences not only the value of work
that workers do, but in addition the
way they are viewed by management. The person behind this
study performed this by using the expectancy theory to study
professional obsolescence.
Abel- Halim (1979) performed a study to assess the experience
of power between the managers and their employees.’ Facts
were acquired from a model of 222 supervisory and non-
supervisory employees in five hierarchical rankings. The person
behind the study wrote with importance on the straight and raw
paradigms because it includes studying various levels. This is a
fascinating study because it involved employees and managers
from different positions and levels, which show if perceptions
are comparable across all areas or if they vary.
Bloom, Parlette, and O’Reilly made a disputed that nurses are
looking for nurse independence and dominate within their
workplace. On the other hand, managers believe nurses ought to
eagerly do what they are instructed. This difference in
perception is an interesting feature of how this topic is
examined and it offers some insight in bringing employee
perceptions and organization perceptions
close together. This is written based on grounds of the paradigm
view since the author is approaching the subject with the
statement that there is one right answer. Investigating the
perceptions of nurses and their managers is useful for
understanding the broader topic of management perceptions;
however it ought to be well- known that perceptions may vary
in other types of organizations.
Conclusion
In summary, a subordinate most likely would want to work
with a manager that utilizes the situational management method
instead of the authoritative management style since more

importance is given to the employees .Out of all the
management methods , the transformational management
method is the greatest since it demonstrates a important concern
for both employees and for finishing the task.
In an attempt to advance organizational culture and behavior,
particularly managers and subordinates perceptions and their
effects, a literature review has been performed. The subjects
and
results of these articles were evaluated. Restrictions,
inferences, and suggestions were evaluated, demonstrated that
even though there are a number of articles that have been
written which touches on
the things of managers, insights, and the subject can be
improved and that there is a need for more research in the
subject (Lindberg, 1999) particularly in this region of
examination.
The information obtained in this literature review demonstrates
that many organizations are undergoing various perceptions
among managers and workers. This significant to record since
the dissimilarity may give details as to why some organizations
have difficulty with motivation and leadership.
This literature review provides an analysis of information
source of leadership in the human service field. This is a
multifaceted study since it includes the dynamics of human
service organizations which are distinctive from corporate
industries since they concentrate on the value of services offer
and welfare of the people who get services. It is not centered on
creating profit, but instead on the bettering of persons and the
populations in which they live. It also includes leadership
abilities of supervisors which have double roles within an
organization and the perceptions of their employees.

CHAPTER THREE: METHODOLOGY
Introduction
The research question wherein this study will concentrate on is
three leadership behaviors (personal backing, aim emphasis, and
work easing) do human services managers possess and
whatessential merits are they deficient? The quantitative, non-
experimental, explanatory correctional study happens to find the
degree of relationship amongst human service focus (a) aims,
(b) work easing, and (c) personal backing basedon their
edifying background.
H1A: Compared to those with degrees, human service managers
with human service degrees or preceding background process
more emphasis on goals.
H10 :( Null hypothesis): Compared to those with no degrees,
human service managers with degrees or preceding background
process the same emphasis on goals.
H2A: Compared to those with human service degrees, human
service managers with no degrees and only human services
experience process more emphasis on personal backing.
H20 :( Null hypothesis): Compared to those with human service
degrees, human service managers with no degrees and only
human services experience process the same emphasis on
personal backing.
H3A: Compared to those with no human service degrees, human
service managers with degrees or previous background process
more emphasis on work facilitation.
H30 :( Null hypothesis): Compared to those with non- human
service degrees, human service managers with human service
degrees or preceding background process the same emphasis on
work facilitation.

The Chapter defines the method wherein the data will be
grouped. A closed ended survey will be circulated by way of
electronic mail and electronic mail to workers which work in
the field of human services that give direct care to consumers.
Too, an enlightenment will be described for utilizing a closed-
end survey to response to the research inquiry, ‘which
leadership merits do human services managers possess and
whatessential merits are they deficient?” is described.
A survey will be utilize to conduct a quantitative study to
decide the leadership merits which workers within not- for
profit human service organizations perceive their managers to
have or dearth; particularly, their reading of personal backing,
aim emphasis and work easing. The managers of these workers
should usually possessdegrees in human serviceor social work.
But, many possess no degrees in this area. The job requirements
of these managers encompass case management of consumers
within the human service scheme and supervision of workers
giving direct care to the consumers getting services. The
participants of the survey will be current workers which give
direct care within the human service business as these
inhabitants will be capable to weigh up the perceptions which
they have of their managers.
Design of the Study
The study will use a closed end survey. Surveys are functional
for answering close-ended questions (Fowler, 2002). They are
able to give information which may be gradeon a Likert scale.
They are useful for getting hold of quantitative data. It
isfeasible to ask open ended queries on surveys, but then again
this will provide a diversity ofresults. Besides, it will not be
feasible to inquire follow up questions if somebody gives an
answer to an open ended enquiry which would necessitate extra
information or explanation. Therefore, the survey utilized
within this study asks just close-ended questions.
One concern around giving out a sizeable number of surveys is
that several participants will decide to not take part or send

back an unfinished survey. There are several reasons which
somebody might not answer to a survey. Several of these whys
and wherefores are that they are uninformed if
orhowtheirinformationwillstay confidential, they might
nothavetime, the questions might be tedious or the survey too
lengthy, or they might simply not desire tocomplete the survey
(Fowler, 2002). Therefore, as long as a clarification of how the
information will be utilized and stored will be integrated in the
preliminary lettersentalong withthe surveyto the participant.
Participants might haveother causes in favor of completing a
survey. People might have personal goals which may be met by
the upshot of research; therefore they might provide answers
which they sense will lead the resultsof the research to upshots
they happen to be longing for (Airman-Smith & Markham,
2004). Within this study, participants can be more leaning to
partake if they sense strongly that whichever the leadership in
their institute is extremelygood or if it is deficient
essentialelements. The participants may desire to give
information which they think the researcher is looking for. This
effect ought to be diminished by making certain the partakers
do not know the researcher in person. Participants also may not
want to share personal information about themselves, because
they may well give false information. Otherparticipants could
profit from the time it takes to complete the survey since it
inhabits their mind or happens to be a diversion from normal
activities.
If individuals possess a strong feeling of ethics as well as
morals, they will be more possible to provide precise
information (Beauchamp, 2003). Furthermore, if they are
interested in the outcomes of the survey, they will make an
effort to be accurate. If individuals do not enjoy taking surveys
or if the field of study of the survey is something which they
are not keen on, the participants may well begrudge the survey
since it takes time that the participant’ sense can be better spent
on other tasks. If this is the case, the participants ought to not
take the survey. It will be explicated that the survey is

discretionary within the supplementary letter.
Survey Instrument
The tool which will be utilized to collect data in this study is
the Leadership-Michigan Organizational Assessment
(University of Michigan, Survey Research Center, 1975). This
is a closed endself-valuation which inquires participants to rank
how they would react to different states of affairs on a
magnitudeas ofstronglydisagree, disagree, slightly disagree,
neither agree nor disagree, slightly, agree, agree, and strongly
agree. The instrument asks partakers how they would do
somethingas managers. This information may be utilized to
infer what expanses are significant to them since they do not
sense their present managers are doing extremely well in every
expanse.
When designing a survey to be utilized in a research study,
canvassers ought to be careful around the questions printed for
the survey. It is potential to motif a survey whichever
consciouslyorsubconsciously which will bring about to answers
which the surveyor is looking for. This can be completed by
posing foremost questions (Airman-Smith & Markham, 2004).
Different cultures may interpret the questions on surveys
differently. Also, based upon what is happening in current
events or what is currently most important to the participants,
results may vary. The survey used in this study has been tested
and used in a variety of studies.
The survey have been authenticated and reviewed in lots of
steps previous to it is distributed to participants. The University
of Michigan formed and authenticated the survey in 1975. It has
been utilized in several studies since its making. An internal
field test was done, which involved two or threepeers
reconsidering the survey and giving feedback. The survey may
then be utilized in a pre-test. This is a chance for partakers to
take the survey and give feedback concerning the makeup and
inquiries on the survey. The informationgiven by the
participants through the survey will stay confidential. Nobody
will haveaccess to the initial returned surveys if not subpoenaed

by a court.
Distribution
Sending surveys by means of electronic mail is a well -
organized and cost effective approach for distributingsurveys to
a sizeable number of participants (Boneva, Kraut, Froehlich,
2001). The survey can be created and kept by electronic means.
The footstep of this method which would take the most quantity
of time would be collecting the electronic mail addresses. When
the electronic mail addresses happen to be in place, the survey
can be dispersed thru Survey Money at no cost to all
participants within a few minutes. Too, when participants finish
the survey, they may response to the electronic mail that will
forward the outcomes immediately to the canvasser, or a
technique possibly well be set for the data to mechanically be
sent to a spreadsheet and input mechanically. This would save
the canvasser timeby not having to put in the data. One
downfall tosending surveys by means of electronic mail is that
partakers can believe it unsolicited mail, and therefore delete
the survey or not finishing it. If this were to occur, the
canvasser may well send reminders and send the survey to
another grouping of persons to obtain more responding
partakers (Leslie, 1972).
Population
The population that will be surveyed will be employees in the
human service field that provide residential direct care to
individuals with physical or psychological and acquired or
developmental disabilities. An organization within
Massachusetts has acquiesced to let the survey to be
disseminated to each and every one of their employees. These
workers will have managers and some happen to be in the dual
role of director and employee manager.
Sample
A survey will be disseminated to all workers within the
nonprofit organization in Massachusetts. There will be over
500 partakers. The sample will include all employees within the

nonprofit Massachusetts organization. The organization
provides residential, work - related, and transportation services
to individuals with acquired brain injuries and developmental
services. The population that will be sample will be all workers
in the human service field which provides residential care to
individuals with psychological or bodily and acquired or
developmental disabilities. The organization has direct
supervisors and managers.
Dependent Variable
A dependent variable transforms when one more factor happens
(Creswell, 2003). Within this study, the reliant variable is the
perceptions that workers in nonprofit human service companies
have concerning their supervisors who are as well serving a
managers for the persons to which services are given. Their
perceptions of their managers only change when one more
factor has an effect on their opinions.
Independent Variable
An independent variable is a factor which happensseparately
plusdoes notdepend on other factors (Creswell, 2003). At what
timeanautonomousvariable isbeing influenced it is more often
than not to try out the hypothesis. Within this case, the
independent variable is the leadership cleverness’s which
subordinates of human service managers are professed to
possess by their subordinates. They are the three factors:
personal backing, goal emphasis, and work facilitation.
Test Factors
Demographic data will be gathered with the Leadership-
Michigan Organizational Assessment. This data will include
age, gender, ethnic group, and conjugal status to ascertain if
there are secondary factors which influence the participants’
perceptionsof their managers. This information will be
significant to get and document with the intention that if these
demographics are accurate factors of perception, they may be
known, or if theydonot have an influence on the variables, they
may be lined out as potential factors.

Reliability and Validity
It is significant to try out for legality and dependability to
check the research is accurate. It is significant that the
outcomes are valid since they know how to bring about a change
in a scheme when the research is completed. Validity
demonstrates if the research enquiry has been answered
precisely (Humbley & Zumbo, 1996). It is significant that
theresults are dependable so that the tryout may be done again
to demonstrate the same results. Reliability as well as validity
ought to bothbe pondered since having one minus the other
stains the effects and other specialist will have difficulty
quoting the research as well as believing that upcoming research
as of that canvasser is valid and reliable. An investigation may
be reliable, except of no value if it is not valid. A study can be
valid, except if the results happen to be not reliable, it could be
problematic to demonstrate that the investigation ought to be
entrusted.
Validity ascertains if the outcomes acquired are accurateand
precise (Humbley & Zumbo, 1996). Thisis significant since a
tryout can give consistent results, except if those results are not
accurate; the info acquired ought to not be utilized. Two kinds
of validity would be investigated throughout the research
procedure; in-house validity and exterior validity. In -house
validity makes certain that the rudimentary necessities for an
experiment have been met to create the results construable.
Exterior validity questionsif the resultsof the investigation
would be oversimplified to other fieldsor groupings of persons
(Campbell & Stanley, 1963). This happens to be a significant
note since thepurpose of research is not merely to resolve
questions in a known field, but then again also to discover
techniques which would be pertinent in the business world.
Threats to interior validity involve potential eventsoccurring
withinthe timeflanked by collecting unlike setsofmeasurements,
testing environs dissimilarities, instrument panel, statistical
retrogress, selection, and selection-maturing contact. Threats to
exterior validity include responsive or contact influence of

testing, contact influences of selection partialities, trail
variable, responsive influences of experimentalplanning’s, and
compound-handling hindrance (Campbell & Stanley, 1963).
The hypothesis of reliability is described as displaying that a
measure is at all times the same or alike. This isunlike as of
validity which proposes that a construing is accurate. At what
time testing for reliability, it ought to be potential to reiterate
the same test and come up with the same results. Analogues
outcomes have to be produced wherever the test happens to be
continual. One more significant observation is that the measure
of dependability is the connection or covariance connecting
unlike measures of similar authentic score that cannot be
measured. A flawlessly reliable gauge will possess a score of 1.
A flawlessly untrustworthy gauge will process a score of 0.50%
dependability, which signify that 50% of the variance within the
experiential value is credited to the discrepancy in the authentic
score, whereas the other 50% is accredited to the variance of the
inaccuracy.
Kinds of reliability comprise inter-rater reliability,
examination-retest reliability, parallel modes reliability, and
inner uniformity reliability (Jackson & Trochim, 2002). Present
are four kinds of reliability approximations. Inter-rater
reliability demonstrates if unlike observers measure the score.
The manner to approximation it is by having the various raters
grade very similar measure, and link their unlike scores. Try
out-Retry reliability is the uniformity of giving out identical
test to very similar subject. This takes for granted that the
authentic score is not pretentious by twofold-testing. Parallel
Forms reliability is the uniformity of unlike forms assessing the
same construct. To finish, inner uniformity reliability is the
uniformity of the score of unlike measures which operationalize
the same form.
There are unlike measures of inner uniformity reliability.
Average inter-itemcorrelationmeasures the average correlation
Flanked by every pair of pairs of items assessing the same
construct(Jackson & Trochim, 2002). Average item whole

correlation is very similar, but too encompasses an item that
happens to be the entirely of all persons items. Split-semi
reliability is the connection flanked by two haphazard groupings
of the items. Cronbach’s Alpha (α) is the average of every part
of split-semi correlation mixtures.
The techniques employed to assess the validity and reliability of
research may help decide if potential threats have made an
influence on the result of the study. If there is worry a propos
validity and reliability, the try out may whichever be
accomplish once more subsequent to creating revisions to
decrease the influence of possible threats, or the canvasser can
give an account of the findings of the research counting the
concerns along with validity and reliability as confines with the
study.
Data Collection Procedure and Coding
The data will be collected by utilizing the on- line platform
known as Survey Monkey. When participants finish the survey,
they can response to the electronic mail that will forward the
outcomes immediately to the canvasser, or a technique possibly
well be set for the data to mechanically be sent to a spreadsheet
and input mechanically The survey has a Likert scale. Every one
of the questions will contain a unlike cipher reflecting the
concentrating of that inquiry. This will be allocated in SPSS.
Every participant will happen to be allotted a cipher utilizing
numbers and letters. The canvasser will subsequently key in the
rejoinders of every participant into the SPSS scheme.
Data Analysis Plan
Quantitative research allows in favor of the data to be examine
by utilizing a diversity of statistic techniques. These tools on
behalf of analysis add to the simplicity and effectiveness of
scrutinizing sizable quantities of data from more than a few
participants. Several of these techniques comprise explanatory
statistics, factor analysis, multivariate analysis, as well as
cluster analysis. The SPSS encode will be utilized to guide the

subsequent data analysis procedures.
Descriptive statistics
Descriptivestatistics may be employed to demonstrate how
individuals grade their occupation contentment or how
consumers feel concerning the excellence of service they get
(Norusis, 2006). Explanatorystatistics provides a précis of a
collection of data sooner than assessing every rejoinder one by
one. The mean is the best measure of pivotal propensity at what
time the data is quite symmetrical and in attendance are few
distant numbers. The median happens to be the best measure at
what time there are distant numbers because they do not
influence the median.
Factor Analysis
Factor analysiswill be lead to decide the factors which every
survey inquiry is testing. This info may subsequently be utilized
to make simpler the outcomes to the three factors which the
study is centering on. Factor analysis was built-up by Spearman
(Norusis, 2006). He theorizes that the assortment of tests of
mental capacity may well all be accounted by one causal factor.
This notion leads to taking whichever research inquiry and
registering every part of factors which are tested inside the
inquiry. These factors may well subsequently be scrutinized to
decide which may be grouped collectively and proven to be
caused by one factor. Factor analysis is a technique utilized to
decide meaningful clusters of variations. It employs a big
number of variables and subsequently decreases the amount of
variables with least amount loss of information. There are two
kinds of factor analysis; principal module analysis as well as
communal factor analysis. The study will employ communal
factor analysis. Utilizing quantitative data would aid in
conducting this type of analysis that would lead to simplified
covering of outcomes.
Multivariate Analysis
Multivariate analysis will be utilized to try out the two theories
to decide how every one of the factors influences the
dependvariables. Multivariate analysis thinks about and assesses

the results of factors on a number of reliant variables at the
same time (Campbell & Fiske, 1959). The data within the study
are alienated into groupings center upon which variables could
be cluster collectively. In that case, the hypotheses tested
employ a vector of means which supplantsthe person intends.
This is alike to one-way ANOVAs plus two-way ANOVAs.
Withinthe dataanalysis eventssimilar ideas happens, except it
just thinks about a few factors in that order (Norusis, 2006).
Contingent on the numeral of factors or variables tested within
the study, the canvasser may ascertain which kind of analysis of
variation is most suitable to conduct.
Research Ethics and Protection of Subject
The main ethical matter of a conducting study with a survey is
to make certain that the information collected as of every one
participant stays confidential (Beauchamp, 2003). If the
rejoinders were negative responses, it can cause the member of
staff being behaved towards in the negative by the employer.
The organization include within this research have agreed of
consent to point out that they know every part of rejoinders will
be confidential. Their rejoinders will be looked at just by the
canvasser, and therefore, will not contain an effect on their
employ. The organization which consents to let the employees
to partake in the survey will gain access to the finishing
dissertation, except not individual workers rejoinders. The
Internal Review Board defends participants, canvassers, and the
institute byreviewing research devices and evaluating the
chances allied with the study. The role of the Internal Review
Board is to make certain that canvassers who happen to be
conducting research are adhering to ethical guiding principles in
order that participants are not cause detriment. It ascertains that
if a risk is obtainable to participants, the prospective benefits
prevail over any negligible risk. If there happens to be more
than a negligible risk, the Internal Review Board the majority
likely proposes other alternatives or will refute the research
project. It as well assesses the canvassers plan to defend the
confidentiality of the participants.

Summary
The dilutions of quantitative research demonstrate that it could
be a functional technique for gathering information. The data
which it gives takes into account for statistical data analysis
that could give statistical proof of the results of the analysis.
When data are presented and construed properly, it is hard to
argument the results. This technique takes into account for the
numeral of participants employed within a study to be a great
deal larger because the data could effectively be collected,
inputted, and examined. Statistic tools take into account the
data to be examining formative the validity and reliability of the
sample that is of the essence for simplifying the outcomes of the
study for the organization to put into operation the results.
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