The Act of Following

Introduction

Leadership is an important factor in organization progress and profitability; leadership should aspire employees to even perform better by leading as an example and setting the right direction for the employees. Employees emulate the best characters and traits from their leaders and also can pick up the negative behavior that results to poor organization performance. It is therefore imperative to identify the employee’s attitude towards their leaders in the bid of understanding their needs and abilities (Schriesheim, 2013). This submission will therefore provide detailed results as well as discussion of data collected from open-ended questionnaires from an organizational research, with a view of conducting analysis and enhancing problem solving abilities in organizations. It is hoped the research will have far-reaching ramification to the understanding of effective organizational leadership.

Qualitative Method

Population and Sample

The main purpose of study was to identify attitudes of employees and the impact of the same on organizational performance. The study targeted employees (Followers) from Multi-cultural organizations whose definite number (N) was not available at the time of study and therefore, the conservative approach in estimating desired sample size-(in this case referring to the number of items of interest selected from the universe for a study) that would guarantee 95% confidence in the results with a margin of error of 43.83% was employed.

Where:

n=desired sample size

Z_α/2=z-score from Normal distribution Tables which In this case was set at 1.96

_α=Type I error (probability of rejecting null hypothesis when its true) which in this study would be 5%.

p= this is prevalence rate (Estimate of size of proportion with desired characteristic) which was set at 0.5 using conservative approach.

q=1-p=0.5

The final sample size;

n=z ²_α/2*p*q/d²₌(1.96) ^ᴧ2_*0.5*0.5/(0.4383)^2=4.993 5

Measures

            For the purposes of this data analysis exercise and nominal scale was employed. The choice of this measurement scale was informed by the fact that this is the lowest measurement of the four distinct measurement scale employed in social research vi-sa-vi variables/themes underlined by a collective array of characteristics (ordinal, interval, and ratio scales). In this regard, the nominal scale allowed the researcher to classify groups or else themes/value labels from the identified sample (Anderson, 2007). Themes identified by the analysis shared a common array of characteristic-leadership.

Data Collection Procedures

The data collection technique employed the use of unstructured questions containing ten distinct question as well as the act of following. The unstructured/open-ended question was chosen due to the latitude it allows subjects in providing responses to different questions.

Data Analysis

The data analysis procedure began by identifying the themes or value labels from the responses collated by questionnaires as demonstrated by the table for below. Each value label was coded using Statistical Program for Social Science (SPSS.20.0). Upon analysis by the computer package frequency tables were generated with corresponding bar graphs as well as pie charts. The results of the analysis are provided below together with accompanying discussion sections.

Identified Themes

Results and Discussion

Figure 1: Leadership motivational aspect

Table 1: Leadership Motivational Aspect

Discussion

From the research study, the aspect -motivational to employees -was investigated and almost an equal number of employees that is 20 % (1/5) were equally motivated by Fair reward programs. Communication as well as interaction which were key in the organization’s programs, Team work and Employee satisfaction surveys carried out by the Management time after time. Respondents also identified other leadership motivational aspects such as: management Positive attitude towards work, goal orientedness as motivational aspects of their leaderships. Motivation is strong indicator of transformational leadership where the leader aspires to lead followers through inspiration and as such enhance adherence to a share organizational vision as demonstrated effective leadership. Such a leader will improve outcomes in regards to better performance and therefore improved profitability by offering followers a chance to demonstrate their aptitudes in relation to assuming responsibilities for novice ideas (Bass & Avolio, 2003)

Leadership Interpersonal Relation with Employee

Figure 2: Leadership Relation with Employee

Table 2: Leadership Relation with Employee

Discussion

From the research study, the interpersonal relationship between leadership and employee in terms of decision-making, mentorship and guidance in day to day organizational activities was investigated. The findings suggested that about 80 % (4/5) of the study participants never had close contact with their leaders in terms of decision-making in addition to guidance or consultation on matters pertaining to the organization. However, 20% (1/5) had cordial interpersonal relation with their leadership in regards to seeking guidance vi-sa-vi organizational activities. The foremost organizing concept in regards to creating beneficial leader-follower relationships should be predicated upon a concise understanding of the important conceptualization that it is indeed easier to accomplish enhanced results when followers are cognizant and appreciative of their respective roles from the conduct of  their leader and consequently acquire cherished leadership skills (Burns, 2003). However, this can only be realized organizational leaders possess the aptitude to demonstrate reliable leadership capabilities through the creation of organizational visions hinged on common in addition to reciprocally agreed goals synergetic associations with followers (Bass & Avolio, 2003).

Figure 3: Leadership Positive Traits

Table 3: Leadership Positive Traits

Discussion

From the study conducted, positive traits regarding the management/leadership were investigated in length. Traits such as management ability to take charge (responsible), leadership confidence as well as courage, ethical among others were investigated.

The findings suggested that about 40 % (2/5) of the study identified their leadership as skilful or technically sound. Nevertheless, 20 % (1/5) equally identified their leadership traits as responsible, good character and courage.

Figure 4: Organization Leadership Structure

Table 4: Organization Leadership Structure

Discussion

The research investigated the leadership structures available to the organizations selected for the study and interestingly, a close scrutiny of  all the organizations revealed that 100% (5/5)  exhibited the same  leadership structure where there was a director at the top of command  chain followed by Middle level managers (Line 1 supervisors) and finally,  Low cadre (Low level) supervisors. Most directors in this respect were however reported to be military officers or else government appointees

Figure 5: Preferred Age of Leadership

Table 5: Preferred Age of Leadership

Discussion

The research study sought to investigate from the employee in the various multi-cultural organizations the issue of age on leadership and it was evident that a majority of respondents 60% (3/5) preferred old leadership (>=50 years), while the remaining 20% (1/5) were comfortable with a medium age leadership (<=40 years). On the other hand, the remaining 20% (1/5) sought experience as well as technical competences from their leader while attaching less attention to age.

Figure 6: Organization Leadership Approach

Table 6: Organization Leadership Style

Discussion

The research investigated the leadership style exhibited by the different surveyed multi-cultural set-ups and interestingly, a majority of organization leadership 60 % (3/5) employed dictatorship as primary leadership style. The remaining 20% (1/5) employed and aristocracy in regards to leadership style; Democracy as well as Aristocracy were evident as some of the leaders adopted inclusivity of employees in decision-making while other leadership styles favored members known to them from at an individual level. This finding confirms the argument advanced by Burns (2003) in regards to distinctive personality traits among leaders which in turn shapes their aptitude to lead and inspire following. Different personalities will thus sway the manner through which a leader inspires as well conveys to an organizations vision and associated goals to followers within a globalized and multicultural setting.

Table 7: Leadership Appreciation of Diversity in Race, Gender and Ethics

Discussion

The research investigated the level of appreciation that the leadership in the multi-cultural organization had towards race, gender as well as ethics. Gender, Racial and Ethics were not tolerated in this multi-cultural set up as pointed by the 40% (2/5) distribution of the surveyed employees. As reported by majority of the employees, the overriding majority of the staff members within in the  different multi-cultural set ups were majorly populated by males in addition to Caucasians which underscores the issue of discrimination in terms of gender as well as race. In addition, ethical consideration were  not key in day to day running of the organization as the leadership  sough to realize pre-determined objectives regardless of costs incurred by staff members. Towards this end, acquiring a concrete comprehension coupled with the application of pertinent leadership theories; appreciating gender as well as cultural influences in addition to diversities; enunciating a leader’s subjective leadership methodology; and advancing individual management abilities through operative communication; and time management is vital to improving performance as well as productivity within a multi-cultural organizational setting (Bass & Avolio, 2003).

Figure 7: Popularity of leadership Amongst Employees

Table 8: Popularity of Leadership amongst Employees

Discussion

The research investigated the popularity of leadership and it was evident that majority of leaders in the organization were not popular as evidenced by 60% (3/5) of surveyed staff. However, about 20% considered their leaders as less popular while the remaining 20% were conservatives and as such had no idea regarding whether their leaders were popular or else not. Effective interface with dissimilar individuals; establishing respect as well as empathy for others; assimilating different experiences besides assorted perspectives; incessantly involving different individuals and assemblages in decision-making in addition shared activities is key determinant of followers’ attitudes towards leadership (Burns, 2003).

Moreover, this findings appear to propose a leadership model developed around positive attributes of domineering, egalitarian and Laissez-faire leadership theoretical leadership structures as presented provided for by the “Progression of Western” leadership stratagems in regards to creating an organization-specific formation of effective leadership as the most operational exemplar of realizing superior leadership-follower outcomes (Northouse, 2010).

Figure 8: Major Achievement of Current Leadership

Table 9: Major Achievements of Current Leadership

Discussion

The study investigated whether the current leadership was delivering according to the mission as this was Necessary issue in growth of any organization. Nevertheless, the study established that a majority of the current leadership had not achieved any achievement 60 % (3/5). Conversely, about 20% (1/5) were affirmative.

Figure 9: Leadership strategy in Addressing Poor Performance

Table 10: Leadership Strategy in Addressing Poor Performance among Employees

Discussion

The study investigated the strategy that leadership had put in place in respect to addressing the issue of poor performance among its human resource assemblage and as such, 40% (2/5) had improvement plans instituted in their organizations purposely to address the issue of poor performance while on the other hand an equal number of organization had no strategy to address this subject. Effective leadership in this respect is therefore important it affords the leader the chance engage wholly with diverse individuals in addition to unremittingly striving to mollify their corresponding needs (Bass & Avolio, 2003). By doing so, leadership introduces innovative resourcefulness to followers which in turn improves employee performance and overall organizational outcomes (Northouse, 2010). Further, Burns (2003) asserts that an appropriate model for achieving seamless organizational leadership should be hinged on motivating followers to observe to a shared vision as epitomized by a leader’s character, attitude as well as actions.

CONCLUSION

In a nutshell, the inquiry reveals that the surveyed Multi-cultural organizational performance was dismal as hinted by majority of surveyed respondents who reported no substantial achievement attained by current leadership. This was however obvious and the direct consequence of disjoint communication between top leadership and top level management in decision-making Process coupled with poor or otherwise crude management styles (dictatorial leadership). Further, did not demonstrate any regard whatsoever for diversity within the organizational configuration which is crucial in realizing creativity, innovation, transparency as well as integrity. Therefore the results confirm the aim of the exercise as enumerated in the introductory section in that leadership is an essential aspect in organizational progress as well as profitability. Further, followers emulate the best traits from their leaders. It is thus vital to recognize employee’s attitude towards their leaders with a view of understanding different needs as well as abilities

References

Anderson, D. R. (2007). Fundamentals of Business Statistics. New York, NY: Cengage Learning.

Bass, B. M., & Avolio, B. (2003). Transformational Leadership and Organizational Culture. Public Administration Quarterly, 17(1), 112-121.

Burns, J. (2003). Transforming Leadership: A New Pursuit of Happiness. Grove Press.

Northouse, P. (2010). Leadership: Theory and Practice. New York: Sage.

Schriesheim, J. G.-M. (2013). leaders and Managers: International Perspectives on Managerial Behavior. Elsevier.

Appendices

Appendix 1: Introduction Attachment

This is Professor Emilyn Cabana and I personally endorse the data collection efforts of Kimberly Lewis as part of a course project for Organizational Research, Analysis and Problem Solving (LMOL 603). I have reviewed and approved the interview questions. If you wish to contact me please do so at ecabanda@regent.edu.

Appendix 2: Interview Questions

1. How motivating is your organization leadership?
2. How do you relate with the leadership of the organization?
3. What are the positive traits about your organization leadership?
4. How is the organization organized in terms of its leadership structure?
5. What age would you prefer your leader to be?
6. What approaches of leadership does your organization leader use?
7. What is the racial, gender and ethical understanding of your leadership?
8. How popular is your organization leader amongst organization employees?
9. What are the major achievements of the current leaders in the organization?
10. How does the current leadership rebuke poor performance?