In pursuit of postgraduate studies, it is important for the learner to develop their skills in research. It is in the quest to sharpen the skills that the requirement to complete a mock study ought to be met satisfactorily. In the subsequent sections of this paper, the selection of a topic and research design will be developed and justified accordingly based on the Multifactor Leadership Questionnaire as the quantitative assessment instrument.
Research Topic and Purpose of the Study
The research instrument measures the level of efficiency of leadership styles with the back-up of feedback rating. The main leadership styles assessed by the instrument include Passive-Avoidant leadership, Transformational leadership, and transactional leaders. In this mock study, the researcher will seek to examine whether transformational leadership has a significant impact on employee engagement. Various studies have been conducted over time with regard to this topic and found that there exist a significant relationship (Soieb, Othman, and D’Silva, 2013). A study conducted by Jauhari, Sehgal, and Sehgal (2013) showed that the output and attitudes of the employees improve if they are actively engaged in the operations of the organization including sensitive matters that touch on finances and health risks. Apparently, when the employees are engaged at various levels of decision-making within the organization, their performance tends to increase, thereby boosting the overall productivity and success of the organization (Jha and Kumar, 2016).
Employee engagement is the aspect of an organization that ensures the working environment is suitable for most of the employees if not all of them. This enhances their performance towards achieving the organization’s goals and objectives (Mozammel and Haan, 2016). Employee engagement is, therefore, based upon values of integrity as well as mutual trust among the members of the organization. Notably, in engaging the employees in the affairs of the organization, the business leaders and managers should not put unnecessary pressure and undue influence to induce commitment or foster performance. Rather, it should come through motivation and a conducive working environment that encourages creativity and expression of the employees (Ilsever and Ilsever, 2016).
For effective employee engagement to be realized in the organization, transformational leadership is essential. This is because, under this leadership style, the leader seeks the input of the other employees in identifying issues that need to be changed (Pongpearchan, 2016). The leader then uses his position as the head to create a common goal for solving the issues identified usually through inspiration and being actively involved in achieving the goal set alongside other employees. Consequently, the employees draw motivation from the leader and them, thereby, increase their performance and productivity to ensure that the goals set are met within deadlines and with minimal negative implications if any.
Apparently, transformational leadership is characterized by four main behaviors exhibited by those who adopt it (Zahari and Shurbagi, 2012). These include idealised influence where the leaders lead by example and emphasize on values through symbolic actions. Secondly, the leaders exhibit inspirational motivation since they articulate the future appealingly through developing functional ideologies that the employees can easily relate to. Thirdly, they exhibit intellectual stimulation through encouraging the employees to be creative and be sensitive to changes and trends in the work environment. Finally, transformational leaders show individualized consideration through listening to each employee and ensuring that the workload is fairly distributed in the workplace(Zahari and Shurbagi, 2012). Therefore, it is imperative to study whether transformational leadership is indeed a motivator of employee engagement.
Research design can be considered as the overall strategy that is applicable in organizing the research mechanism in a rational way to guarantee that the research problem is addressed adequately. Since the purpose of this mock study is to find out whether transformational leadership has an effect on employee commitment, the most appropriate research design to utilize is correlational. The design would adequately answer the question of whether there is a connection between transformational leadership and employee engagement. Additionally, the research design will show the direction of the relationship as being either positive or negative and whether the relationship is significant (Goodwin, 2009). Notably, the nature and measurement of the variables that will be used in this study, that is, transformation leadership and employee engagement, should be in such a way that the design the design will support their analysis.
Apparently, the correlational research design is a quantitative and non-experimental approach of establishing the relationship that exists between variables(Christens, Johnson, & Turner, 2011). Nevertheless, it is significant to note that the research design, being non-experimental, does not show or proof causation even of a relationship between variables is found to be significant. Additionally, the researcher has no control over any of the observed variables as measurements are taken under their natural settings in most cases. As such, the researcher analyzes the data obtained without having to replicate the situation in a controlled environment such as a laboratory.
One of the main requirements of a research project is that the results obtained should be valid and reliable such that should the research be repeated again under similar conditions, similar results would be obtained. This holds true for the correlational research design by ensuring that the participants on whom the dependent and independent variables will be measured are randomly selected into the study sample (Vogt, Gardner, and Haeffel, 2012). Random sampling ensures that every subject in the population stands an equal chance of being selected, thereby eliminating subjective bias. This ensures that the correlational design gives reliable and valid results.
The purpose of the mock study is to establish whether there is an association between transformational leadership and employee engagement. Employee engagement entails incorporating the input of employees in crucial decisions with the aim of attaining efficiency and boosting their performance for the overall success of the organization. Transformational leadership is hypothesized to positively related to the employee engagement based on existing literature. To achieve this objective, the correlational research design, which is non-experimental,will be the most appropriate since the researcher will not be interested in manipulating any of the variables and the direction of the relationship will be adequately expressed.
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Jauhari, V., Sehgal, R., &Sehgal, P. (2013). Talent management and employee engagement: Insights from Infotech Enterprises LTD. Journal of Services Research, 13(1), 161-186. Retrieved from ProQuest.
Jha, B. & Kumar, A. (2016).Employee Engagement: A Strategic Tool to Enhance Performance. DAWN: Journal of Contemporary Research in Management, 3 (2), 21-29.
Mozammel, S. &Haan, P. (2016).Transformational Leadership and Employee Engagement in the Banking Sector in Bangladesh.Journal of Developing Areas. 50, 43-55.
Pongpearchan, P. (2016).Effect of Transformational Leadership and High-Performance Work System on Job Motivation and Task Performance: Empirical Evidence from Business Schools of Thailand Universities. Journal of Business & Retail Management Research, 10 (3), 93-105
Soieb, A. Z. M., Othman, J., &D’Silva, J. L. (2013). The effects of perceived leadership styles and organizational citizenship behavior on employee engagement: The mediating role of conflict management. International Journal of Business and Management, 8(8), 91-99.
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Zahari, I.B., &Shurbagi, A. M. A. (2012). The effect of organizational culture and the relationship between transformational leadership and job satisfaction in petroleum sector of Libya. International Business Research, 5(9), 89-97.
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