Answer:
Problem Statement
Every business organization aims towards the achievement of success and fulfilment of the organizational goals. However, the fulfilment of the organizational goals depends much on the employees, and the higher level employees, who lead the others (Noruzy et al. 2013). The attributes of the employees, such as diligence of work, employee performance, employee motivation, commitment of the employees, all contribute positively towards the fulfilment of the organizational goals (Birasnav, 2014). In order to ensure that the employees are aligned towards the fulfilment of the organizational goals, leadership has a key role to play. Two of the most commonly used leadership styles used in business organization is the transformational and the transactional leadership styles (Choudhary, Akhtar & Zaheer, 2013). However, each of these styles have their own benefits and drawbacks, and each have to be used in specific situation, in a specific organization structure (Gordon, 2017). The transactional leadership also known as the managerial leadership focuses on achievement of the organizational goals, using the policy of rewards and punishments. However, the transformational leadership focuses on changing the values and bringing in positive changes, such that the outlook of an individual is changed, thus achieving the desired goal at the end. This research proposal attempts to find the impact of leadership on the organizational performances (Wang et al., 2013). Along with this, this research also highlights the extent of the impact of leadership, on the organizational performances.
Aims and objectives
The aim of the research is to highlight the impact of leadership on the organizational performances.
The research objectives are:
- To highlight the impact of leadership on the organizational performances
- To analyse the various factors of leadership that have significant impact on the organizational performances
- To recommend various ways of enhancing leadership, in order to enhance the organizational performances
- Methodology
A suitable research methodology will be chosen, along with collection of primary and secondary data.
Literature Synopsis
A secondary research will be carried out, in order to understand the impact of leadership on the performance of any business organization. Various books and peer-reviewed journals have been used in order to understand the trends of leadership and its impact on the organizational performances (Yang, Huang & Hsu, 2014). The books and journals that will be used are chosen from authentic sources. Books and online journals available at the CQU library (online as well as campus) will be used, along with Google scholar. Only relevant and recent literature will be used for the collection of secondary data.
Data collection
In order to collect primary data, involvement of human participants is essential. Both qualitative and quantitative approach will be adopted by the researcher.
Qualitative approach: 5 managers of business organizations will be interviewed in order to analyse their views regarding the impact of leadership on the organizational performances.
The responses of the interviewees will be then analysed.
Quantitative approach: 100 employees of various business organizations will be surveyed. A survey questionnaire will be circulated among the participants, to capture their views regarding the impact of leadership on the performance of the organization. The responses will be plotted using graphs and charts, thus converting the responses into graphical data.
Finally, after the analysis, the main findings are summarized and a suitable conclusion and recommendation is provided. The major findings will be linked with the objectives, and analysed to see if the objectives have been met, through the literature review and the data analysis. The recommendations mainly highlight various ways in which leadership could be enhanced, such that it has a positive impact on the organizational performances.
References
Birasnav, M. (2014). Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership. Journal of Business Research, 67(8), 1622-1629.
Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2013). Impact of transformational and servant leadership on organizational performance: A comparative analysis. Journal of Business Ethics, 116(2), 433-440.
Gordon, G. (2017). Leadership as It Relates to Organizational Behavior and Performance. In Leadership through Trust (pp. 17-22). Springer International Publishing.
Noruzy, A., Dalfard, V. M., Azhdari, B., Nazari-Shirkouhi, S., & Rezazadeh, A. (2013). Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: an empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 1-13.
Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21.
Yang, L. R., Huang, C. F., & Hsu, T. J. (2014). Knowledge leadership to improve project and organizational performance. International Journal of Project Management, 32(1), 40-53.
