Research Proposal Presentation
•Download as PPTX, PDF•
1 like•113 views
This document outlines a dissertation proposal to examine the links between misaligned leadership behaviors and organizational performance using a grounded theory methodology. The problem is that misaligned leadership behaviors across managers are negatively impacting organizational performance but have not been directly studied. The purpose is to inquire into this problem and develop a theory on how misaligned behaviors affect areas like trust, morale, and productivity. Research questions focus on how behaviors influence performance and how alignments can be identified and affected. The population will include interviews of managers from diverse companies.
Report
Share
Report
Share
Recommended
dyadic leadership
Leader-member exchange (LMX) theory proposes that leaders form separate relationships of differing quality with each subordinate. High-quality relationships are characterized by mutual trust, respect, and support. Members of the in-group who have high-quality relationships receive greater responsibilities and opportunities for success. The quality of the relationship depends on how each party evaluates the other's competence and compatibility. High LMX is linked to positive outcomes like better performance and organizational commitment.
160209 change management (engels) college tbk
The document discusses planning a cultural change initiative that may occur in week 30 if everyone is on holiday. It discusses managing the planning for the change and doing the cultural change work if the timing allows in week 30. The document also mentions discussing the planning for the change initiative.
Introduction of Organizational Behavior
The document is an introductory chapter that defines organizational behavior and discusses its importance. It covers key topics like how OB studies the impact of individuals, groups, and structure on workplace behavior. It also summarizes challenges in today's Canadian workplace at the individual, group, and organizational levels, such as diversity, motivation, and global competition. The chapter establishes OB as a field that can help improve organizational effectiveness and management.
Chpt 8 Exchange, Theory Approach
Leader-Member Exchange (LMX) theory proposes that leaders form different quality relationships with each subordinate, ranging from high-quality exchanges with an "in-group" to lower-quality exchanges with an "out-group." Early research found that in-group members receive more support and responsibilities. Later studies showed high-quality LMX relationships result in better job attitudes and performance. LMX theory describes leadership as developing through three phases - stranger, acquaintance, and mature partnership - moving from lower- to higher-quality exchanges over time. The theory focuses on the dyadic relationship between each leader and member.
HOW AESTHETIC LEADERSHIP STYLE MIGHT RELATE TO EMPLOYEE MORALE AT WORKPLACE? ...
HOW AESTHETIC LEADERSHIP STYLE MIGHT RELATE TO EMPLOYEE MORALE AT WORKPLACE? ...JIANGUANGLUNG DANGMEI
Leadership plays an important role in shaping employee morale but organizations are facing the challenges of dealing low morale of employees. Studies have shown that poor leadership and heartless management are among numerous reasons for low morale among employees in the organizations and recent trends towards organizational downsizing and restructuring have negatively impacted employee morale leading to low organizational productivity and thus organizational transformation must be accompanied with maintaining moral responsibility. In this regard, the researchers explore the emerging aesthetic leadership style on how it might help to foster positive employee morale and found that aesthetic leadership style builds positive work environment which is crucial for employee morale at the workplace. It also creates positive feelings around the organizations by emphasizing on empathy, emotions, ethics, value-based and moral behavior. This paper analyzes the aesthetic leadership style with the implications for future leadership preparation to harness positive employee morale at the workplace and concludes that by considering aesthetic leadership style can boost positive employee morale necessary for enhancing organizational performances.Lmx leader
Here are some recommendations for the leader based on LMX theory:
1. Clearly communicate expectations to all subordinates up front so roles are well-defined from the start. This prevents perceptions of unfair treatment between groups.
2. Look for opportunities to develop relationships with out-group members by giving them meaningful tasks and responsibilities. Over time, some out-group members could transition to the in-group through demonstrated competence and compatibility.
3. Be aware of potential equity issues that arise from favoring an in-group. Make efforts to acknowledge out-group contributions and avoid actions that reinforce their alienation, such as excluding them from important decisions or opportunities.
4. Select subordinates based not just on technical skills but also inter
Lmx theory
PlasticCo is facing engagement problems among its factory workforce due to a lack of communication between managers and subordinates. Implementing Leader-Member Exchange (LMX) theory could help solve this issue. LMX focuses on the quality of relationships between leaders and members. Diagnosing these relationships through appraisals could develop trust and high-quality exchanges, improving performance. The document recommends appraisals to facilitate initial social interactions and goal-setting between managers and employees, helping transform "out-groups" into more engaged "in-groups". This provides conditions for employees to work smarter without changing shift structures.
Leadership
Leadership theories can be categorized into trait, behavioral, contingency and emerging approaches. Trait theories focus on innate qualities and traits that distinguish leaders. Behavioral theories emphasize specific leader behaviors and styles. Contingency theories stress that leadership effectiveness depends on matching a leader's style to the situation. Emerging approaches include charismatic, visionary, transformational and transactional leadership. Effective leadership requires a combination of factors and depends on the interplay between leaders, followers and situations.
Recommended
dyadic leadership
Leader-member exchange (LMX) theory proposes that leaders form separate relationships of differing quality with each subordinate. High-quality relationships are characterized by mutual trust, respect, and support. Members of the in-group who have high-quality relationships receive greater responsibilities and opportunities for success. The quality of the relationship depends on how each party evaluates the other's competence and compatibility. High LMX is linked to positive outcomes like better performance and organizational commitment.
160209 change management (engels) college tbk
The document discusses planning a cultural change initiative that may occur in week 30 if everyone is on holiday. It discusses managing the planning for the change and doing the cultural change work if the timing allows in week 30. The document also mentions discussing the planning for the change initiative.
Introduction of Organizational Behavior
The document is an introductory chapter that defines organizational behavior and discusses its importance. It covers key topics like how OB studies the impact of individuals, groups, and structure on workplace behavior. It also summarizes challenges in today's Canadian workplace at the individual, group, and organizational levels, such as diversity, motivation, and global competition. The chapter establishes OB as a field that can help improve organizational effectiveness and management.
Chpt 8 Exchange, Theory Approach
Leader-Member Exchange (LMX) theory proposes that leaders form different quality relationships with each subordinate, ranging from high-quality exchanges with an "in-group" to lower-quality exchanges with an "out-group." Early research found that in-group members receive more support and responsibilities. Later studies showed high-quality LMX relationships result in better job attitudes and performance. LMX theory describes leadership as developing through three phases - stranger, acquaintance, and mature partnership - moving from lower- to higher-quality exchanges over time. The theory focuses on the dyadic relationship between each leader and member.
HOW AESTHETIC LEADERSHIP STYLE MIGHT RELATE TO EMPLOYEE MORALE AT WORKPLACE? ...
HOW AESTHETIC LEADERSHIP STYLE MIGHT RELATE TO EMPLOYEE MORALE AT WORKPLACE? ...JIANGUANGLUNG DANGMEI
Leadership plays an important role in shaping employee morale but organizations are facing the challenges of dealing low morale of employees. Studies have shown that poor leadership and heartless management are among numerous reasons for low morale among employees in the organizations and recent trends towards organizational downsizing and restructuring have negatively impacted employee morale leading to low organizational productivity and thus organizational transformation must be accompanied with maintaining moral responsibility. In this regard, the researchers explore the emerging aesthetic leadership style on how it might help to foster positive employee morale and found that aesthetic leadership style builds positive work environment which is crucial for employee morale at the workplace. It also creates positive feelings around the organizations by emphasizing on empathy, emotions, ethics, value-based and moral behavior. This paper analyzes the aesthetic leadership style with the implications for future leadership preparation to harness positive employee morale at the workplace and concludes that by considering aesthetic leadership style can boost positive employee morale necessary for enhancing organizational performances.Lmx leader
Here are some recommendations for the leader based on LMX theory:
1. Clearly communicate expectations to all subordinates up front so roles are well-defined from the start. This prevents perceptions of unfair treatment between groups.
2. Look for opportunities to develop relationships with out-group members by giving them meaningful tasks and responsibilities. Over time, some out-group members could transition to the in-group through demonstrated competence and compatibility.
3. Be aware of potential equity issues that arise from favoring an in-group. Make efforts to acknowledge out-group contributions and avoid actions that reinforce their alienation, such as excluding them from important decisions or opportunities.
4. Select subordinates based not just on technical skills but also inter
Lmx theory
PlasticCo is facing engagement problems among its factory workforce due to a lack of communication between managers and subordinates. Implementing Leader-Member Exchange (LMX) theory could help solve this issue. LMX focuses on the quality of relationships between leaders and members. Diagnosing these relationships through appraisals could develop trust and high-quality exchanges, improving performance. The document recommends appraisals to facilitate initial social interactions and goal-setting between managers and employees, helping transform "out-groups" into more engaged "in-groups". This provides conditions for employees to work smarter without changing shift structures.
Leadership
Leadership theories can be categorized into trait, behavioral, contingency and emerging approaches. Trait theories focus on innate qualities and traits that distinguish leaders. Behavioral theories emphasize specific leader behaviors and styles. Contingency theories stress that leadership effectiveness depends on matching a leader's style to the situation. Emerging approaches include charismatic, visionary, transformational and transactional leadership. Effective leadership requires a combination of factors and depends on the interplay between leaders, followers and situations.
Shauna martin edl 601 lmx_initial response
LMX theory addresses leadership as a process of interactions between leaders and followers. Early studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers, with in-groups having high-quality exchanges like trust and influence. Later studies showed high-quality LMX leads to less turnover and better performance. Critics argue LMX can seem unfair and lacks standardized measures. Further research examined how perceptions of LMX quality can differ between leaders and followers.
Leadership thought and theory dad
This document provides an overview of several leadership theories:
- Trait theory, which initially focused on identifying personality traits of great leaders. Research was unable to identify a consistent set of traits.
- Behavioral theory shifted the focus to what leaders do and how they act, identifying two types of behaviors: task-oriented and relationship-oriented.
- Leader-member exchange theory examines how relationships between leaders and followers develop over time and influence outcomes. It finds leaders form in-groups and out-groups.
- Contingency theory matches leaders to situations based on leadership style and situational factors. Task-motivated leaders are most effective in very favorable/unfavorable situations while relationship-motivated leaders thrive
8.4 lmx theory full
https://www.linkedin.com/in/mohammed-hayder-38a660144/
https://twitter.com/mhn_91s
https://www.facebook.com/moalbasrawi
Ch19 Oc & Change Mgt
The document outlines learning objectives and content for a chapter on organizational behavior and change management. It discusses forces driving organizational change, sources of individual and organizational resistance to change, and Lewin's three-step change model of unfreezing, changing, and refreezing. It also covers organizational development techniques, creating learning organizations, knowledge management, and managing work stress.
Nhrd session od ppt
This document discusses organizational development and change management. It covers:
1. The levels of organizational change including individual, team, and organization levels.
2. Common OD interventions like strategic interventions, people/HR interventions, and techno-structural interventions.
3. Factors that determine the success of OD interventions like readiness for change, capability to change, and cultural context.
Conflict Management
Conflict Management Definition and Meaning, Types of Conflict, Causes and Conflict Resolution Process.
Personal Leadership Model
Development of my personal leadership model in the context of the current healthcare environment. Part of the requirements of the Doctor of Leadership (DEL) Program at the University of Charleston School of Business.
Oxytocin and Trust - Neuro Human Resource Management (NHRM) - Manu Melwin Joy
Neuro human resource management is a new field of human resource management which uses medical technologies such as functional Magnetic Resonance Imaging (fMRI) to study the brain's responses to enhance employee experience. The term Neuro Human Resource Management (NHRM) was coined by noted HR expert Dr. Manu Melwin Joy in April 2017.
Prosocial leadership timothy ewest
Prosocial Leaders are motivated by and respond to empathy, and without regard to punishment, or reward, act to bring about the welfare of followers and those they are committed to serve.
Leadership and social influence processes
The document discusses several topics related to leadership and social influence processes including:
1. Status and power in groups, and the different types of each.
2. Theories of leadership including trait, contingency, and function theories.
3. Followership styles and the importance of followers in group success.
4. Group norms, conformity, and the stages of group development.
Chapter 11 050213 124840
Here is an analysis of a principal I worked with using the factors of transformational leadership:
The principal displayed idealized influence through being a role model who built trust. She was honest, ethical and led by example with integrity. Followers respected her principles and values.
She provided inspirational motivation by communicating high expectations and using symbols to focus efforts on student achievement. She helped staff believe in their ability to succeed and meet challenging goals.
The principal stimulated intellectual curiosity by encouraging innovation and creativity. She supported new ideas and questioned assumptions to address problems from different perspectives.
She paid attention to individual needs through mentoring and coaching. The principal knew staff members personally and supported their development, growth and desires for advancement.
Ob 9
The document discusses various concepts related to groups and group behavior including:
- Types of groups including formal, informal, command, task, interest, and friendship groups.
- Stages of group development including forming, storming, norming, performing, and adjourning.
- Basic group concepts such as roles, norms, status, cohesiveness, size, and composition.
- Studies on group behavior including the Hawthorne Studies and Asch conformity experiments.
- Factors that influence group decision making and performance such as cohesiveness, social loafing, diversity, and symptoms of groupthink.
Power and Politics, Chapter-14- Organizational Behavior
This document provides an overview of power and politics in organizational management. It defines power as one's ability to influence another's behavior, and discusses different bases of power including formal power from one's position, personal power from skills/knowledge, and dependency as key to power. It also covers political behaviors in organizations, tactics for gaining influence, and employee responses to organizational politics such as defensive or impression management behaviors.
Social loafing
This paper examined a psychological concept called social loafing as a great debility in achieving good and effective teamwork. Social loafing describes the tendency of individuals to put forth less effort when they are part of a group. Because all members of the group are pooling their effort to achieve a common goal, each member of the group contributes less than they would if they were individually responsible.
Managing leadership and influence processes
This PowerPoint presentation discusses leadership and influence processes. It begins by describing the nature of leadership and distinguishing between leadership and management. It then evaluates two generic approaches to leadership - the traits approach and leadership behaviors approach. Several situational approaches to leadership are identified and described, including the leadership continuum, least preferred coworker theory, path-goal theory, and leader-member exchange approach. Related approaches like charismatic leadership and transformational leadership are also covered. The presentation concludes by discussing political behavior in organizations and how it can be managed.
Leader and followers
The document discusses leader-follower theory from multiple perspectives:
1) It summarizes Ira Chaleff's view that courageous followers who can stand up to leaders when needed are important for effective leadership and organizational success.
2) It proposes questions followers can ask themselves to better understand how to influence leaders and drive organizational change, such as how they can utilize their skills and build trust with leaders.
3) It argues that transforming one's own mindset and developing courage are important for followers to effectively engage with leaders and address issues that impact organizational performance. Building understanding and respect between leaders and followers is key to driving positive change.
Foundations of organizational behaviour
The document discusses organizational behavior and its key aspects. It defines organizational behavior as the study and application of knowledge about how individuals and groups act within organizations. It discusses the levels of analysis including individuals, groups, and the whole organization. The main factors that influence organizational behavior are described as individual characteristics, group dynamics, organizational structure and systems, and the external environment. Finally, it explores how personal and organizational factors interact and influence work-related behaviors and performance.
Behavioural Theories in Management
The document summarizes several major behavioral theories of leadership from research studies conducted in the mid-20th century. The University of Iowa studies explored autocratic, democratic, and laissez-faire leadership styles and found democratic leaders tended to achieve higher performance and satisfaction. The Ohio State studies identified two leader behaviors: initiating structure and consideration. The University of Michigan studies also identified two dimensions: employee-oriented and production-oriented styles. Finally, the Managerial Grid model placed leaders in categories based on concern for production and people. However, the theories provided mixed or incomplete results about the most effective leadership styles.
Origins of organisational behaviour theories
This document discusses concepts, models, theories, and research in organizational behavior. It explains that concepts help organize knowledge, models provide an intermediate step to theories, and theories systematically explain outcomes. Valid theories must be replicated in different situations and withstand challenges. Research in OB designates dependent and independent variables and uses quantitative methods like surveys or qualitative methods like case studies.
Group behavior by Rahul Das- EIILM,KOLKATA
Group Behavior in Organization Behavior, including types of groups and their behavior, five stage model,group decision making, group think, group shift and group decision making technique
Research Proposal Presentation
The document outlines a research proposal to investigate the impact of computer education workshops at the Ottawa Public Library on senior citizens' awareness of personal information disclosure on Facebook. It discusses prior literature on seniors and social media which found benefits but also barriers. The study aims to address gaps and provide information on how library programs can help increase seniors' digital literacy and reduce concerns regarding privacy and lack of skills. Interviews and content analysis of transcripts will be used as the methodology.
My research proposal.ppt
This document outlines a research proposal that investigates teachers' perceptions of assessing students' oral reading skills in rural primary schools. The study aims to understand teachers' views on reading aloud assessments, and whether their perceptions differ based on years of teaching experience or education level. A mixed methods approach is proposed, using questionnaires to collect quantitative data on 80-120 teachers, and interviews of 12 teachers to obtain qualitative views. The research questions focus on teachers' perceptions of reading assessments, any differences related to experience or qualifications, and factors influencing perceptions. The significance, limitations, and methodology are described in the proposal.
More Related Content
What's hot
Shauna martin edl 601 lmx_initial response
LMX theory addresses leadership as a process of interactions between leaders and followers. Early studies found leaders form different quality relationships ("in-groups" and "out-groups") with followers, with in-groups having high-quality exchanges like trust and influence. Later studies showed high-quality LMX leads to less turnover and better performance. Critics argue LMX can seem unfair and lacks standardized measures. Further research examined how perceptions of LMX quality can differ between leaders and followers.
Leadership thought and theory dad
This document provides an overview of several leadership theories:
- Trait theory, which initially focused on identifying personality traits of great leaders. Research was unable to identify a consistent set of traits.
- Behavioral theory shifted the focus to what leaders do and how they act, identifying two types of behaviors: task-oriented and relationship-oriented.
- Leader-member exchange theory examines how relationships between leaders and followers develop over time and influence outcomes. It finds leaders form in-groups and out-groups.
- Contingency theory matches leaders to situations based on leadership style and situational factors. Task-motivated leaders are most effective in very favorable/unfavorable situations while relationship-motivated leaders thrive
8.4 lmx theory full
https://www.linkedin.com/in/mohammed-hayder-38a660144/
https://twitter.com/mhn_91s
https://www.facebook.com/moalbasrawi
Ch19 Oc & Change Mgt
The document outlines learning objectives and content for a chapter on organizational behavior and change management. It discusses forces driving organizational change, sources of individual and organizational resistance to change, and Lewin's three-step change model of unfreezing, changing, and refreezing. It also covers organizational development techniques, creating learning organizations, knowledge management, and managing work stress.
Nhrd session od ppt
This document discusses organizational development and change management. It covers:
1. The levels of organizational change including individual, team, and organization levels.
2. Common OD interventions like strategic interventions, people/HR interventions, and techno-structural interventions.
3. Factors that determine the success of OD interventions like readiness for change, capability to change, and cultural context.
Conflict Management
Conflict Management Definition and Meaning, Types of Conflict, Causes and Conflict Resolution Process.
Personal Leadership Model
Development of my personal leadership model in the context of the current healthcare environment. Part of the requirements of the Doctor of Leadership (DEL) Program at the University of Charleston School of Business.
Oxytocin and Trust - Neuro Human Resource Management (NHRM) - Manu Melwin Joy
Neuro human resource management is a new field of human resource management which uses medical technologies such as functional Magnetic Resonance Imaging (fMRI) to study the brain's responses to enhance employee experience. The term Neuro Human Resource Management (NHRM) was coined by noted HR expert Dr. Manu Melwin Joy in April 2017.
Prosocial leadership timothy ewest
Prosocial Leaders are motivated by and respond to empathy, and without regard to punishment, or reward, act to bring about the welfare of followers and those they are committed to serve.
Leadership and social influence processes
The document discusses several topics related to leadership and social influence processes including:
1. Status and power in groups, and the different types of each.
2. Theories of leadership including trait, contingency, and function theories.
3. Followership styles and the importance of followers in group success.
4. Group norms, conformity, and the stages of group development.
Chapter 11 050213 124840
Here is an analysis of a principal I worked with using the factors of transformational leadership:
The principal displayed idealized influence through being a role model who built trust. She was honest, ethical and led by example with integrity. Followers respected her principles and values.
She provided inspirational motivation by communicating high expectations and using symbols to focus efforts on student achievement. She helped staff believe in their ability to succeed and meet challenging goals.
The principal stimulated intellectual curiosity by encouraging innovation and creativity. She supported new ideas and questioned assumptions to address problems from different perspectives.
She paid attention to individual needs through mentoring and coaching. The principal knew staff members personally and supported their development, growth and desires for advancement.
Ob 9
The document discusses various concepts related to groups and group behavior including:
- Types of groups including formal, informal, command, task, interest, and friendship groups.
- Stages of group development including forming, storming, norming, performing, and adjourning.
- Basic group concepts such as roles, norms, status, cohesiveness, size, and composition.
- Studies on group behavior including the Hawthorne Studies and Asch conformity experiments.
- Factors that influence group decision making and performance such as cohesiveness, social loafing, diversity, and symptoms of groupthink.
Power and Politics, Chapter-14- Organizational Behavior
This document provides an overview of power and politics in organizational management. It defines power as one's ability to influence another's behavior, and discusses different bases of power including formal power from one's position, personal power from skills/knowledge, and dependency as key to power. It also covers political behaviors in organizations, tactics for gaining influence, and employee responses to organizational politics such as defensive or impression management behaviors.
Social loafing
This paper examined a psychological concept called social loafing as a great debility in achieving good and effective teamwork. Social loafing describes the tendency of individuals to put forth less effort when they are part of a group. Because all members of the group are pooling their effort to achieve a common goal, each member of the group contributes less than they would if they were individually responsible.
Managing leadership and influence processes
This PowerPoint presentation discusses leadership and influence processes. It begins by describing the nature of leadership and distinguishing between leadership and management. It then evaluates two generic approaches to leadership - the traits approach and leadership behaviors approach. Several situational approaches to leadership are identified and described, including the leadership continuum, least preferred coworker theory, path-goal theory, and leader-member exchange approach. Related approaches like charismatic leadership and transformational leadership are also covered. The presentation concludes by discussing political behavior in organizations and how it can be managed.
Leader and followers
The document discusses leader-follower theory from multiple perspectives:
1) It summarizes Ira Chaleff's view that courageous followers who can stand up to leaders when needed are important for effective leadership and organizational success.
2) It proposes questions followers can ask themselves to better understand how to influence leaders and drive organizational change, such as how they can utilize their skills and build trust with leaders.
3) It argues that transforming one's own mindset and developing courage are important for followers to effectively engage with leaders and address issues that impact organizational performance. Building understanding and respect between leaders and followers is key to driving positive change.
Foundations of organizational behaviour
The document discusses organizational behavior and its key aspects. It defines organizational behavior as the study and application of knowledge about how individuals and groups act within organizations. It discusses the levels of analysis including individuals, groups, and the whole organization. The main factors that influence organizational behavior are described as individual characteristics, group dynamics, organizational structure and systems, and the external environment. Finally, it explores how personal and organizational factors interact and influence work-related behaviors and performance.
Behavioural Theories in Management
The document summarizes several major behavioral theories of leadership from research studies conducted in the mid-20th century. The University of Iowa studies explored autocratic, democratic, and laissez-faire leadership styles and found democratic leaders tended to achieve higher performance and satisfaction. The Ohio State studies identified two leader behaviors: initiating structure and consideration. The University of Michigan studies also identified two dimensions: employee-oriented and production-oriented styles. Finally, the Managerial Grid model placed leaders in categories based on concern for production and people. However, the theories provided mixed or incomplete results about the most effective leadership styles.
Origins of organisational behaviour theories
This document discusses concepts, models, theories, and research in organizational behavior. It explains that concepts help organize knowledge, models provide an intermediate step to theories, and theories systematically explain outcomes. Valid theories must be replicated in different situations and withstand challenges. Research in OB designates dependent and independent variables and uses quantitative methods like surveys or qualitative methods like case studies.
Group behavior by Rahul Das- EIILM,KOLKATA
Group Behavior in Organization Behavior, including types of groups and their behavior, five stage model,group decision making, group think, group shift and group decision making technique
What's hot (20)
Oxytocin and Trust - Neuro Human Resource Management (NHRM) - Manu Melwin Joy
Oxytocin and Trust - Neuro Human Resource Management (NHRM) - Manu Melwin Joy
Power and Politics, Chapter-14- Organizational Behavior
Power and Politics, Chapter-14- Organizational Behavior
Viewers also liked
Research Proposal Presentation
The document outlines a research proposal to investigate the impact of computer education workshops at the Ottawa Public Library on senior citizens' awareness of personal information disclosure on Facebook. It discusses prior literature on seniors and social media which found benefits but also barriers. The study aims to address gaps and provide information on how library programs can help increase seniors' digital literacy and reduce concerns regarding privacy and lack of skills. Interviews and content analysis of transcripts will be used as the methodology.
My research proposal.ppt
This document outlines a research proposal that investigates teachers' perceptions of assessing students' oral reading skills in rural primary schools. The study aims to understand teachers' views on reading aloud assessments, and whether their perceptions differ based on years of teaching experience or education level. A mixed methods approach is proposed, using questionnaires to collect quantitative data on 80-120 teachers, and interviews of 12 teachers to obtain qualitative views. The research questions focus on teachers' perceptions of reading assessments, any differences related to experience or qualifications, and factors influencing perceptions. The significance, limitations, and methodology are described in the proposal.
Effective Report Writing
The document discusses the importance of effective communication skills, particularly written communication. It states that communication skills are key to success in both personal and professional life. It emphasizes that the ability to write effective reports is an essential skill for career success.
02 proposal report_preparation_2nd_sem
The document discusses key aspects of preparing a research proposal, including defining thesis and dissertation, using clear English for publications, and common parts of a research proposal such as the title, introduction, problem statement, objectives, and references. It provides examples and guidelines for writing each part effectively. The introduction should describe the research topic and context, while the problem statement defines the specific problem being addressed. Objectives must be clear, specific, measurable, attainable, relevant and time-bound.
6. proposal report presentation
This document provides guidance for students presenting a proposal presentation. It discusses dividing up the presentation between partners, with each speaking roughly the same amount of time. It suggests rehearsing as a team, being prepared to revise parts of the presentation, and making the transitions between topics and speakers clear. The document also provides questions for students to consider about the organization, slide design, and delivery of their presentation, such as whether the talk fits together coherently and whether the slides have a good balance of text and figures. The goal is to persuade evaluators to support the proposed research project within the 7 minute time limit.
Organizational commitment
Organizational commitment is defined as a strong desire to remain a member of an organization. Meyer and Allen proposed a three component model of organizational commitment that includes affective commitment, continuance commitment, and normative commitment. High organizational commitment leads to outcomes like high performance, low turnover, low absenteeism, and a supportive organizational climate. Commitment can be enhanced by committing to values, communicating mission, ensuring justice, developing community, and supporting employment development.
Organizational commitment presntn arjun
Organizational commitment refers to an employee's identification with and involvement in an organization. There are three main types of organizational commitment: affective, continuance, and normative. A survey of IT employees found moderate levels of organizational commitment, with higher variability in affective commitment. Job satisfaction was also moderate, with the lowest satisfaction regarding working hours, supervision, appreciation, and salary. Higher job satisfaction correlated with increased affective and normative commitment.
organizational commitment
Organizational commitment refers to an employee's psychological attachment to an organization. There are three types of organizational commitment: affective commitment which involves an emotional attachment to the organization; continuance commitment which is based on the costs associated with leaving the organization; and normative commitment which involves a feeling of obligation to the organization. Factors like job characteristics, leadership, relationships, and work environment can influence an employee's level of organizational commitment. Higher organizational commitment is generally associated with positive outcomes for both employees and organizations.
8 Elements In A Research Proposal
The document outlines the 8 key elements that should be included in a research proposal:
1) Background of the study which establishes the context and area of research.
2) Statement of the problem which describes the research question or problem being addressed.
3) Objectives which state what the research aims to accomplish.
4) Significance which explains why the research is important.
5) Limitations which specify the boundaries and scope of the research.
6) Definition of terms which explains key concepts.
7) Literature review which shows awareness of previous related work.
8) Methodology which describes the data, procedures, and justification of methods.
The Research Proposal
The document provides an overview of the key elements that should be included in a research proposal. It discusses the purpose of a research proposal is to convince others that the proposed research project is worthwhile and that the investigator has the competence and work plan to complete it. The main elements that should be included in a research proposal are an introduction section outlining the background, problem statement, objectives, literature review, methodology, ethical considerations, time schedule and references.
Job satisfaction in Organizational behaviour
The document discusses different theories of job satisfaction including content theories proposed by Maslow that link satisfaction of lower level needs to higher level needs, process theories that examine expectancies and values, and situational theories focusing on job characteristics and occurrences. Popular questionnaires for measuring job satisfaction are also described, such as the Minnesota Satisfaction Questionnaire and Job Descriptive Index, which assess facets like work conditions, supervision, and pay. High job satisfaction is important for employee retention and performance, while low satisfaction can increase absenteeism and turnover.
Viewers also liked (12)
Similar to Research Proposal Presentation
Leadership theories and studies
This document outlines several historical theories of leadership:
1. Traits theories from the 1930s focused on innate qualities but were found lacking.
2. Behavioral theories of the 1940-50s examined how effective leaders differ in their actions. Ohio State University's model looked at task-oriented and relations-oriented behaviors.
3. Contingency theories from the 1960s-70s proposed that leadership effectiveness depends on matching style to situational factors. Fiedler's contingency theory and path-goal theory examined how leader style fits the context.
Trust in Leadership : An Evidence Based Approach slideshare.pptx
What are the underlying reasons that leaders are able to lead their people during times of uncertainty and change?
This session explores the evidence behind how leaders were able to garner a sense of trust from their people.
11.leadership style and emotional intelligence -a gender comparison
This document summarizes a study that examined the relationship between gender, leadership style (transactional vs transformational), and emotional intelligence. The study found no significant gender differences in leadership style. Women scored higher than men on the emotional intelligence factors of relating well and emotional mentoring. Transactional leadership style had a higher interaction with some emotional intelligence components than transformational leadership. The document provides background on leadership styles, emotional intelligence, and discusses some gender differences in traits relevant to leadership.
3. [27 52]leadership style and emotional intelligence --a gender comparison
The International Institute for Science, Technology and Education (IISTE) , International Journals Call for papaers: http://www.iiste.org/Journals
11.leadership style and emotional intelligence -a gender comparison
This document summarizes a study that examined the relationship between gender, leadership style (transactional vs transformational), and emotional intelligence. The study found no significant gender differences in leadership style. Women scored higher than men on the emotional intelligence factors of relating well and emotional mentoring. Transactional leadership style had a higher interaction with some emotional intelligence components than transformational leadership. The document provides background on leadership styles, emotional intelligence, and discusses some gender differences in traits relevant to leadership.
Leadership 1
This document discusses various theories of organizational leadership. It defines leadership as influencing others to achieve shared objectives. It distinguishes leadership from management, noting that leaders inspire followers towards a vision while managers focus on tasks. The document then summarizes several leadership theories: trait theories focus on leaders' qualities; behavioral theories examine consideration and initiating structure; and contingency theories emphasize that leadership style depends on follower readiness and the situation. It provides examples of various behavioral and contingency theories and their predictions on effective leadership approaches.
Practice & Leadership theories_lectures.pptx
This document provides an overview of leadership theories for a university course. It discusses:
1) Different perspectives on leadership such as trait, behavioural, contingency and transformational theories. It explains theorists like Fiedler, Hersey and Blanchard.
2) The differences between leadership and management, and how leadership involves vision and change while management focuses on efficiency.
3) Contemporary theories like charismatic, distributed and shared leadership. It also discusses issues of power, gender and cross-cultural leadership.
4) Whether leadership is important and the challenges of linking it directly to organizational performance given cultural and stakeholder influences.
Write a response in 300 words. To my peers’ topic below.RESPOND .docx
Write a response in 300 words. To my peers’ topic below.
RESPOND TO THESE QUESTIONS
1. Though many leadership theories have been proposed and implemented in the last twenty years, have these theories really reshaped organizational behavior (OB) in such a way that employees are excited and ready to help the organization achieve its goals and objectives?
2. Are there newer theories beyond servant leadership, stewardship, or transformational leadership that might reframe employees and even OB? Were theories proposed more than twenty years ago perhaps too futuristic at the time?
3. Power and politics have often been touted as influencing, even shaping, organizational behavior. Discuss how leadership might be used (the style, approach, and essentials) so that power and coercion do not shape employee behavior negatively.
4. How can you reframe employees’ feelings about offshoring jobs to restore trust in leader/managers?
· Respond to feedback on your posting and provide feedback to other students on their ideas.
· Make sure your writing is clear, concise, and organized; demonstrates ethical scholarship in accurate representation and attribution of sources; and displays accurate spelling, grammar, and punctuation.
Collins, L_M4_A1Twenty-First-Century Change Challenges
Implications and Servant Leadership and Transformational Leadership: Power/Coercion employees (followers). The word follower will be used intermittently throughout this discussion because it is a familiar term in the religious circles. It means the same as employee. The title Servant Leadership and Transformational Leadership has been promoted as the optimal paradigm for employees especially in various work environments. Those leaders or managers who are given this title have in some ways utilized the power of the position to influence and reshape organizational behavior to maintain productivity. Sometimes this reshaping has reframed employee feelings about the organization and affects the level of trust in that organization. The title “transformational leader” or “servant leader” has been ascribed to some of the world’s best (worst) leaders: Jesus Christ, Gandhi, Genghis Khan, Mao, and even Hitler. Interesting enough, the embattled social network guru Mark Zuckerberg has been called a transformational leader. What seems to bind the mentioned formidable and familiar individuals I mentioned above is their ability to inspire and mobilize followers (employees) by motivating them to transcend self-interest and achieve higher-order needs. The global impact of the leadership theory and how it impacts employee or a follower’s response to organizational behavior is increasingly hard to escape. Individuals can benefit from cross-cultural research on the topic for example, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program studied implicit leadership theories in 62 cultures across the world. Their findings discovered that attributes of tran.
PIO kelompok 12-leadership [english version]
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
Leadership theories
This document discusses various leadership theories and styles. It covers the following theories:
1. Great Man Theory - Proposes that great leaders are born, not made. Lacks scientific validity.
2. Trait Theory - Focuses on identifying traits of effective leaders. However, research found little consistency in traits.
3. Behavioral Theories - Focus on identifying specific leadership behaviors that differentiate effective vs ineffective leaders. Studies identified consideration and initiating structure as important behaviors.
4. Contingency Theories - Propose that leadership style should depend on situational factors like the task or the followers. Path-Goal Theory links leader behavior to follower satisfaction and performance.
Leadership Gaps in the Nonprofit Sector
This document provides an overview of a research presentation on leadership gaps in the nonprofit sector. It begins with definitions of key terms like leader, follower, leadership, and management. It then discusses differences between leadership and management. Interviews were conducted and found gaps like a lack of business mindset among nonprofit leaders. Recommendations include collecting more data through case studies and staff interviews to assess leadership training programs, and determining best practices to strengthen the sector. The call to action encourages nonprofits to prioritize leadership development and rely on data in addition to passion.
1. Traditional Approaches to Leaders’ Impact on OrganizationsS
1. Traditional Approaches to Leaders’ Impact on Organizations
Scores of research studies are built on the assumption that effective leadership is a key component essential for organizational success. From the battlefield to the boardroom, we are told, wins and losses are determined by decisions and behaviors of those who lead. The plethora of leadership-training programs may be an indicator that many perceive (or even assume) that there is a direct relationship between leaders and organization performance. In The Leadership Gap: Building Capacity for Competitive Advantage, Weiss and Molinaro (2005) established their premise by stating “leadership has become the primary source of competitive advantage in organizations around the world” (p. 4). These authors used case-study methods to reinforce the ideas that organizations’ lack of leadership capacity can be addressed through leadership development.
But both in research and organizations, there are those who challenge the “effective leadership = enhanced performance” supposition (Dihn, Lord, Gardner, Meuser, Liden, & Hu, 2014; Storey, 2010).
LePine, Zhang, Crawford, and Rich (2016) conducted a three-part study to test relationships among charismatic leadership, stress, and performance. Subjects were members of the United States Marine Corps. Findings suggested that charismatic leader behavior negated the negative effects of stressors on performance according to assessments by the leaders or their supervisors. And these authors found that high-level stressors were more positively viewed when charismatic leader behaviors were exhibited. However, the researchers discovered that charismatic leader behavior did not influence how Marines perceived stressors. An underlying assumption in LePine, Zhang, Crawford, and Rich’s (2016) research was that leaders do affect performance. The results, while not conclusive enough to reject the assumption, did open avenues for new dialogue and recommendations for further testing.
Dihn, Lord, Gardner, Meuser, Liden, and Hu (2014) suggested that the preponderance of research on leadership behaviors and traits may have led to assumptions about an overstated influence of the individual. In Module 1 we examined the evolution of leadership approaches from the early modern era to the postmodern era. We know that context—such as environment, capital, and goals—influences organizational design, structure, and management/leadership practices. We learned that a stable organization relies on controls to gain efficiency. Leader-centric thinking was readily accepted in the modern organization. And, research studies were designed around those assumptions, perhaps even reinforcing those assumptions.
More recently, organizations shifted structures, philosophies, and operating procedures to adapt to social, economic, political, and technological pressures. Even so, leadership researchers continued to outpace other scholars who investigated additional variables that might impact org ...
The research and practice of leadership focuses on the leader while .docx
The research and practice of leadership focuses on the leader while the role of the follower is often neglected.
1. Using the overview provided in this week’s lecture and readings, how do follower perceptions affect a leader’s style?
2. How might you best assess follower perceptions of your leadership style?
3. What can/should a leader do when the perceptions of the followers are not aligned with the leader’s self-perceptions?
4. Why do you believe this assessment method to be the best option?
Week Four Lecture
Leadership Pipeline
According to Bennis (1989), leaders are made, not born, and "made more by themselves than by any external means" (p. 5). By following leaders at the top of their organizations, Bennis found that "such people have no interest in proving themselves, but an abiding interest in expressing themselves. The difference is crucial, for it's the difference between being driven and leading" (p. 5). With Bennis's work, the age of interviewing top leaders to gain access to how they do their work came into its own.
Charan, Drotter, and Noel's (2001) work supports the idea that a leadership base among its employees will help the organization make its selections to critical executive leadership positions, even in a large, decentralized organization. Their hierarchy is pictured by a pipeline bent in six places, each being a rise in leadership function. At the bottom, the leaders begin with managing self, then managing others, managing managers, managing functions, managing a business, a business group, and ending at managing an enterprise.
The model recognizes several potential leader failures: failing to seek or listen to feedback, identification of failures, leaving the wrong person in the job too long, poor job definition, and selecting the wrong person for the job. Organizations that do not grow their own managers tend not to know their people well enough to understand what risks they are taking when they hire or promote someone, so using a pipeline model would reduce risk in an already volatile environment. One of Northouse's (2007) criticisms of trait theory is that it fails the utility test for leadership training and development. Growing leaders from inside the organization makes sense because it reduces risk for the organization and still allows for application of trait theory in selection of leaders and skill theory in leader development programs.
Followership
Traditional trait and behavior theories assume that a leader adopts a general leadership style that is used with all group members. A more recent approach to leadership behavior research, known as individualized leadership, looks at a specific relationship between leader and each individual member (Yammarino & Dansereau, 2002). Individualized leadership is based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves for the member and how the member res ...
Research Proposal
This document discusses leadership styles, perceived organizational politics, and job satisfaction. It proposes that transformational leadership reduces perceptions of politics and increases job satisfaction, while transactional leadership increases perceptions of politics and decreases job satisfaction. The study aims to examine the mediating role of politics on the relationships between leadership styles and job satisfaction among employees in Pakistan. Understanding these links can help manage changing organizations and reduce the negative effects of politics.
The Impact of Personality Traits of subordinates in their assessment of the F...
ABSTRACT: This study aimed to investigate the Impact of Big Five personality traits of subordinates in their assessment of the Leadership Style Followed by their managers in the public and private universities in Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of subordinates and (Bass & Avolio, 1995) scale to measure the Followed Leadership Style. The study found significant impact of subordinates' personality (Openness to Experience and Extraversion) in transformational leadership style and there is a significant impact of subordinates' personality (Agreeableness and Conscientiousness) in Transactional leadership style.
Effects of leadership style on organizational performance in small and medium...
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
Leadership Behavior and Contingency Path Theory
The document discusses various theories of leadership behavior and its impact on leadership effectiveness. It covers the four-factor theory of leadership, contingency theory, path-goal theory, and how leader behaviors like self-sacrifice and consideration influence outcomes like employee satisfaction, grievances, and performance. Theories indicate that different leadership styles and behaviors are effective depending on the context and needs of followers.
SOCW 6070-week 3 discussion 1 responses Respond to at least .docx
SOCW 6070-week 3 discussion 1 responses
Respond to at least two colleagues separately by addressing an example in each colleague’s post in at least one of the following ways:
Suggest a strategy for addressing a situation that your colleague described in one of his or her examples.
Offer additional thoughts regarding the impact of the interaction described in the example.
Peer 1 Discussion to respond to
Jasmine Dixon
RE: Discussion 1 - Week 3
Top of Form
Personal Leadership Philosophy and Style
Individual attributes that have an impact on leadership skills and knowledge: general cognitive ability, crystallized cognitive ability, motivation, and personality. These attributes play important roles in the skills model. Complex problem solving is a very difficult process and becomes more difficult as people move up in the organization. These attributes support people as they apply their leadership competencies. A social worker administrator personal leadership and style may influence the environment of the organization, well as how efficient the organization will operate. With an administrator who has positive leadership philosophy and style the organization can benefit in a positive way to achieve their goals. However, an administrator with a negative style and philosophy might have a negative influence and therefore experience internal issues within the organization amongst staff, therefore making it difficult to achieve their goals (Northouse, 2021).
Influence of Organization’s Culture
Internal environmental influences affecting leadership performance can include such factors as technology, facilities, expertise of subordinates, and communication. For example, an aging factory or one lacking in high-speed technology could have a major impact on the nature of problem-solving activities. Another example might be the skill levels of followers: If a leader’s followers are highly competent, they will definitely improve the group’s problem solving and performance. Similarly, if a task is particularly complex or a group’s communication poor, the leader’s performance will be affected (Northouse, 2021). All of the factors listed could be potential factors that are needed for the administrator to function properly in their roles.
Interactions with Stakeholders
A stakeholder model of organizational leadership presumes that leadership emerges from and influences those stakeholders in an organization’s environment on which it is dependent (e.g., donors) or with which it is significantly interdependent (like those it collaborates with in service delivery) Such authority is used to encourage, facilitate, and guide process, rather than to direct action that is aimed at specific outcomes (Lauffer, 2011).
Positive interaction with stakeholders is needed in order for the organization to properly serve their clients. This can include effectively communicating in order to address the needs and the concerns of their clients. These interactions can de.
Leadership
This document discusses various theories and concepts related to leadership. It begins by defining a leader and leadership, and distinguishing between leaders and managers. It then covers historically important early studies on leadership from Ohio State, Michigan, and Iowa. The document outlines several traditional theories of leadership including great man theory, trait theory, and contingency theory. It also summarizes modern theories like transformational, transactional, and authentic leadership. Finally, it discusses different leadership styles, substitutes for leadership, and approaches to developing effective leaders.
A Contemporary View Of Leadership
This document discusses theories of contemporary leadership. It examines leadership qualities necessary for success today, the impact of leadership on organizations, and the importance of moral leadership. The document outlines several modern leadership theories, including trait theory, situational approach, and path-goal theory. It emphasizes that leadership results from interaction between leaders and followers, and that different situations influence a leader's behavior.
Similar to Research Proposal Presentation (20)
Trust in Leadership : An Evidence Based Approach slideshare.pptx
Trust in Leadership : An Evidence Based Approach slideshare.pptx
11.leadership style and emotional intelligence -a gender comparison
11.leadership style and emotional intelligence -a gender comparison
3. [27 52]leadership style and emotional intelligence --a gender comparison
3. [27 52]leadership style and emotional intelligence --a gender comparison
11.leadership style and emotional intelligence -a gender comparison
11.leadership style and emotional intelligence -a gender comparison
Write a response in 300 words. To my peers’ topic below.RESPOND .docx
Write a response in 300 words. To my peers’ topic below.RESPOND .docx
1. Traditional Approaches to Leaders’ Impact on OrganizationsS
1. Traditional Approaches to Leaders’ Impact on OrganizationsS
The research and practice of leadership focuses on the leader while .docx
The research and practice of leadership focuses on the leader while .docx
The Impact of Personality Traits of subordinates in their assessment of the F...
The Impact of Personality Traits of subordinates in their assessment of the F...
Effects of leadership style on organizational performance in small and medium...
Effects of leadership style on organizational performance in small and medium...
SOCW 6070-week 3 discussion 1 responses Respond to at least .docx
SOCW 6070-week 3 discussion 1 responses Respond to at least .docx
Research Proposal Presentation
- 1. Ph.D. in Organizational Leadership Dissertation Proposal Outline February 2013
- 2. Have you ever experienced this? One manager displays leadership behaviors one way…… Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary But another one differently….
- 3. There is a problem with misaligned leadership behaviors that is impacting organizational performance. Currently misaligned leadership behaviors are not generally recognized as direct causal links to organizational performance. (Semler 1997) Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 4. Many Studies that address leadership behaviors. Few that address how leadership behavior misalignment negatively impacts organizational performance. “It is almost as though leadership scholars...have believed that leader-follower relationships exist in a vacuum” (HOUSE 1997) Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 5. Research has been done on alignment in terms of Culture, Values, Commitment, Change Management, Shared Understanding and Org. Linkage. Culture (Bennet 1994, Tosti 1994, Weber 2008, Jones 2000, Schein 2004) Values (Branson 2007, Scott 2009) Commitment (Meyer 1993) Change Management (Werther 2003, O’reilly 2009) Shared Understanding (Sathe 1985, Schein 1999, Kotter 1990) Organizational Linkage (Robinson 1995, Rummler 1990, Swanson 1994, Pearce 1994) There is a gap in the research that addresses leadership behavior alignment.. Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 6. Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary Manager 1 Misaligned Manager 3 Misaligned Manager 2 Misaligned Manager 1 Misaligned Manager 3 Misaligned Manager 2 Misaligned Aligned Aligned Effects of Leadership Behavior Alignment Trust Morale Stress Flexibility Communication Creativity Productivity Reaction Leadership Behavior 1 Leadership Behavior 2 Organizational Performance
- 7. Examples of Leadership Behaviors that may be identified during the study 1. Being a Role Model for Integrity & Ethics 2. Demonstrating Optimism & Positive Energy 3. Learning the Business 4. Establishing a Vision & Mission 5. Setting Strategy & Priorities 6. Hiring Great Talent 7. Creating a Culture of Customer Focus 8. Building High Performance Teams 9. Motivating & Inspiring Others 10. Delegating & Empowering 11. Listening 12. Communicating 13. Driving for Results 14. Managing & Evaluating Performance 15. Coaching & Developing Talent 16. Managing Complexity & Ambiguity 17. Managing Your Time 18. Evaluating Risk 19. Resolving Conflict 20. Driving Innovation 21. Influencing Others 22. Collaborating Across the Organization 23. Demonstrating Passion for Your Work 24. Being a Champion for Work/Life Balance 25. Keeping Things in Perspective (Humility & Gratitude) Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 8. I noticed a common theme in the struggle for organizations to create success. Noticed underperformance with what was considered good leadership behaviors and just the opposite in other areas. Interactions among managers, departments, stores was often stressed, unfocused, and reactionary. Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 9. What I believe I was observing was divergent interpretations of leadership behaviors in practice. This misalignment of leadership behaviors was causing stress, mistrust, communication gaps, and a reduction in flexibility and creativity. Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 10. The purpose of this grounded theory study is to inquire into the links and impacts between misaligned leadership behaviors and organizational performance. Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 11. How do misaligned leadership behaviors affect organizational performance? What aspects of a particular leadership behavior are most important to alignment? How influential is a particular leadership behavior? How and to what extent does a particular leadership behavior when aligned or misaligned affect organization performance? How can managers identify misaligned leadership behaviors? How can an organization affect the alignment of leadership behaviors? Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 12. Grounded theory approach using the methodology of Glaser “The discovery of what is there and emerges” (Glaser 2008) Finding out “what is going on” Emphasis on emergence, constant comparisons, theoretical sampling, and theoretical coding. Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 13. 10-15 companies 1-2 senior and mid level managers at each level Stratified Sampling One - One Interviews Cross section of organizations Member checking Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary
- 14. There is a problem with misaligned leadership behaviors within organizations that is impacting organizational performance. Methodology – Grounded Theory – Glaser (Glaser 2008) Purpose – to inquire into this problem with the hope of creating a theory to help organizations perform better. Introduction Problem Statement Background Purpose Statement Research Questions Research Design Population Summary