Evaluation of leadership theories - Research Proposal Example

Evaluation of Leadership Theories Dissertations Introduction. Organizations can be taken on the path of success or even failure mainly by the leader. That is, in any sector organization can be made successful only if the leader exhibiting optimum leadership traits manage and lead the organization. If he/she has deficient leadership traits, the organization can malfunction, leading to failure. Thus, it is imperative on the part of the leaders to imbibe and even develop leadership traits. Leaders will have certain inbuilt leadership traits, which could have been imbibed in them based on their professional, as well as personal experiences. However, while managing an organization and facing the problems, insights will dawn on the leaders regarding how they lack certain leadership traits or how they should modify their leadership traits. This is when role of leadership theories assumes importance. There are a number of Leadership theories, formulated by experts, thinkers, which are relevant and applicable to all the organizational scenarios. These theories provide deeper perspectives, and can help the leader as well as others to analyze the organizational functioning in an in-depth manner (Avolio and Yammarino, 2002). Using these theories, the leaders can improve their leadership traits. This understanding of leadership theories is crucial to any organization and importantly its leaders and is applicable to the UK based organization Cleshar Contract Services, as well. Cleshar, part of the CCS Group with offices in London and Kent provides a kind of integrated services to meet all the requirements of the rail service. The company offers complete services such as build projects, escalator cleaning, and outstanding design. Cleshar’s potential to give out to clients services that follow an approach that is integrated fully and comprehensive gives room for a solution that is cost effective in all the rail service requirements. However, there is extremely limited research on the application of the leadership theories to Cleshar Contract Services UK (CCS group). This paper proposes a study to evaluate the leadership theories that are applicable to Cleshar Contract Services UK. In this study will hypothesize that situational leadership is the applicable leadership theory at Cleshar Contract Services UK. Aim. The prime aim of the study would be to find out how leadership theories apply to the leadership in Cleshar Contract Services UK. Objectives. By the end of this study, the researcher would be able: 1. To identify the leadership theory applied in Cleshar Contract Services. 2. To explain the characteristics of the leadership theory applied in Cleshar Contract Services. 3. To come up with recommendations to the organizations policy makers in relation to b leadership theories benefit. Literature Review. Situational theory of leadership. For an effective leadership within an organization, the situational theory points out that the leader should be in a position of adjusting the situation and circumstances at the organization (Barker, 1992). Under the Hersey and Blanchard’s situational theory of leadership, a team develops from the immaturity stage to the maturity stage during which leadership style and management tend to develop progressively (Yukl, 2009, p. 63). Contingency theory of leadership. Fiedler’s contingency model is another type of leadership style that is applicable to the CCS Group based in London. This particular theory indicates that there is no one leading style that can make leadership effective (Lorsch, 2010, p. 73). This style of leadership tends to be effective in the CCS Group since it has helped in the improvement of the performance quality of the organization. The leadership of the CCS Group is normally linked to its performance. According to the theory, there is a concern to assess the traits of the leader if the organization needs to be successful through effective leadership (Miner, 2002, p. 72). Its effectiveness in the improvement of the quality of performance of the CCS Group because it uses the least preferred co-worker scale for assessing the attitude of the leader by asking the leader about the individual they would wish to unite in their work. Trait theory of leadership. The trait theories of leadership indicate that leaders who are regarded as effective tend to share common traits and personalities. This is effective in the CCS Group of organizations because the majority of leaders at the organization is self confidence, honest, intelligent, and are self driven. Trait theory of leadership also enables different leaders to identify and emulate successful leadership traits and qualities from other successful leaders (Ken 2002, p. 79). These leadership theories can be drawn back to the nineteenth century where the history of famous men and powerful societies were linked to the traits they had. Most individuals who support the effectiveness of the trait theories argue that certain traits and characteristics in people lead to an effective leadership. The key leadership traits and characteristics that can lead to an effective leadership include leadership motivation, leadership drive, integrity, honesty, self confidence knowledge of the business, and cognitive ability (Wart 2011, p. 82). Though the trait theories are effective in leadership, there some critiques who dispute the effectiveness of these theories in the field of leadership. Leaders from various organizations in the United Kingdom tend to emulate these leadership traits from leaders in the CCS Group. They tend to challenge the tenets of the theories proving that difficulties may arise in case the theories are applied in a misappropriate manner. Some of the critiques who are opposed to the trait theories of leadership argue that leadership traits are inborn and that an individual cannot emulate some of the traits for them to be effective leaders (Chemers 1997, p. 92). Behavioral theory of leadership. Behavioral theories of leadership can also be applicable to the CCS Group in the UK though not documented. Leaders in various organizations either dictate the people under them on what they expect to be done or involve them in the decision making activities in order to improve the achievements of the organization in leadership. Under the behavioral theories of leadership, there are always three categories of leaders that have been classified based on their behaviors in leadership. They include democratic leaders, autocratic leaders and laissez faire leaders (Waite 2008, p. 75). To start with the autocratic style of leadership, it is appropriate in situations when a leader is set to come up with a decision that does not necessarily need the consultation of the team members for a successful outcome. Autocratic leaders tend to make decisions in organizations they lead without consulting their team members. These types of leaders are not common in the CCS Group, therefore, least applicable to the success of the organization. . As the name suggests, the democratic leadership style entails the leader making a decision after consulting with the people he/ she leads. This kind of leadership style is effective in situations when the agreement of the team matters though it can be difficult to manage the style because of different perspectives and ideas from the team members. A democratic leader tends to involve their team members in the decisions made in the organization (Barrett & Sutcliffe 1993, p. 92). The laissez faire leaders do not interfere with the decisions that their team members make in determining the decisions to be made in the organization. The laissez faire leadership style is considered effective as the employees work under minimal supervision from their leaders (Chemers 1997, p. 70). The theories of leadership give out an insight into how a leader deals the assigned responsibility of leading the other employees in an organization. The management of workers in an organization is dependent on the manager’s leadership qualities. In those organizations where employees are appropriately managed better performance would be delivered at the place of work giving out a competitive advantage. In this respect, understanding the leadership theory in the CCS group is vital in determining the success of the organization. This paper proposes a research to investigate the type of leadership in the CCS group and its influence in the success of the organization. Methodology. Research Design. This study would involve an ethnographic design. An ethnographic design is normally a qualitative method of research that is aimed towards understanding and learning certain phenomenon, which may reflect in one way, or another to the systems and knowledge that guides the life of a certain group (Yukl 2009, p. 20). This design would be employed in gathering data that are empirical on cultures and societies of humans. Data collection in ethnographic design can take a form of a questionnaire, a survey, an interview or observation. In this study, the collection of data will be done using a survey. The survey questions utilized in this study would be displayed in the booklet, and the booklet shall have a number of questions and concerns that require responses from the subjects. The subjects, on the other hand, will be divided into three groups. Participants will be allocated into the three groups first by ensuring that they are members from leadership departments. Next, the participants of this study must be individuals in the leadership position, in CCS UK. The first group would be named as 1 to 10 years in the leadership group the second would be 11 to 20 years in the leadership group, and the third would be 21 and above years in leadership. Population sample. The opportunity sample for this study will be made up of fifteen participants. The participants will be strictly obtained from CCS group. The participants will be selected using the fact that they need to have been or be in leadership positions, in CCS UK. The participants of this research should be volunteers. Three groups consisting of five participants should be selected. The three groups will be given names according to the duration in leadership. List of resources. The resources that will be used for the study are: 1. A recorded CD together with the oral and written explanations about leadership theories: The recorded CD contained explanations concerning different leadership theories. This information would help the participants to reflect on their experience in leadership positions. The recorded CD together will work together with the oral and written explanations about leadership (Yukl 2009, p. 20). 2. Survey questions: These are the questions that the interviewer would use to gather information from the participants. These questions would be presented to the participants then they would be required to give out written answers. 3. A response booklet: This is a book that would be given to the subjects. Each subject would be expected to write the answers of the interview questions in the booklet. These booklets would be submitted for analysis at the end of the study. Data collection. In this study, collection of primary data will be done using survey. Both quantitative data and qualitative data will be collected from selected leadership departments. Questionnaires will be randomly administered to the chosen sample and will be carried out one by one. Open ended questions will be preferred, in this study as they take less time and easy to the respondents. Most of the questions will concern the role played by leadership in the organization, the significance of leadership in routine activities and the role played by theories in leadership. Data analysis. By the end of the study, data will be collected, analyzed through coding first and the later through triangulation of the coded data. Descriptive techniques such as tables, charts, percentages and charts will then be used to present the analyzed data. Secondary data will also be used in the analysis of the role of leadership theories and make a comparison with already conducted studies on the same topic (Yukl 2009, p. 20). Discussion. The obtained results will be compared with given theories in the literature. This will give the researcher an insight concerning the type of leadership in CCS UK. The key features in the CCS leadership structure would be highlighted (Yukl 2009, p. 37). Different applicable theories in the CCS group would be examined and discussed. Some similarities and differences in the discussed theories of leadership and the leadership practice in the CCS group would also be mentioned. Possible recommendations and interventions of change would be given out for the CCS group. Possible Research Problems. One common problem that can be faced during the research study is time limitation considering the size and number of questionnaires. In addition, the interviewers are expected to collect data from several departments in a different location, and this may take long. There are also possibilities of the interviewers getting a negative response from the respondents as some may be reluctant to react to the questionnaires due to their busy schedules or unwillingness. This may result to the number of samples targeted not being met. Anticipated Research Outcomes. In leadership world, the behavioral theories seek to identify what the leader can do to improve leadership skills and not seek the inborn capabilities and traits of the leader in leading a team, and this essentially what happens in the CCS Group (Chemers 1997, p. 84). It is argued that the best leaders are individuals with an ability of incorporating various behavioral styles in leadership and selecting the best style for the situation at hand. Unlike the other discussed theories of leadership, power and influence theories of leadership mainly focus on leaders use their powers and influence to make things done in the organizations they lead. This form of leadership style is not so common in the CCS Group because the majority of the leaders there tend to be democratic. The French and Raven’s Five Forms of Power are an example of an effective power and influence theory of leadership. This model outlines positional power types as well as personal power sources. It is argued that the use of personal power is a better alternative to leadership as compared to use of positional power. Thus, its is evident from the above study that theories offer a deeper perspectives, and assist the leader and other employees to analyze the organizational functioning in an in-depth manner. Democratic leaders are the most common to found in find in the CCS Group, thus the success experienced by the group in the past years. Basing on these theories, the leaders will be able to improve their leadership traits. This understanding of leadership theories has proved to be principal to any organization and are applicable to Cleshar Contract Services. Research ethics to be applied. Researchers are made to go through an array of ethical requirements. There is the need to meet professional, institutional, as well as standards for conducting any research related to human participants (Bolman & Deal 2003, p. 32). In helping steer clear any ethical quandaries, this research would consider a number of research ethics. First, the researcher would frankly discuss with subjects the intellectual property. More often than not, academic competitive leads to trouble depending on who should be credited for authorship. The best way the researcher would consider in order to avoiding disagreements about whom to be credited, and using which order, the researcher would talk about the issues at the start of the working relationship with the subjects and ensure they are put in writing (Yukl 2009, p. 34). This will act as a tool of discussing and evaluating the contributions during the research process. Secondly, the researchers would be conscious of multiple roles of the participants. This could be achieved by avoiding relationships that might tend to impair the researchers’ professional performances or could cause harm to others (Bolman & Deal 2003, p. 50). However, they will have to take note that many multiple relationships are not ethical especially if they are not to have adverse effects. When recruiting the participants in this study, the researchers would have to think carefully before joining the multiple relationships with the leadership personnel. In this case, the researcher would act as lab supervisor, as well as a mentor and make sure that he respects the power to differentiate him or herself with students. The researcher would make sure he/ she outlines the nature and structure of mentoring before mentoring begins. The third code of ethics to be upheld during the study would be to make sure the informed-consent rules are strictly followed (Bolman & Deal 2003, p. 38). Doing this properly, the consent process would ensure that the participants voluntarily participate in the research when fully informed of the relevant benefits and risks. Lastly, the researcher would have to consider respecting the confidentiality and privacy of the participants (Yukl 2009, p. 30). Respecting individual rights to confidentiality, as well as privacy is a key tenet for every researcher. The researcher will, therefore, have to discus confidentiality limits giving the participants information concerning how their data will be put into use and also know the law of the state, as well as taking practical security measures. References. Avolio, BJ and Yammarino, FJ., 2002. Transformational and Charismatic leadership: The Road Ahead. Elsevier Science. Barker, AM., 1992. Transformational Nursing Leadership: A Vision for the Future, Jones & Bartlett Learning. Barrett, M., & Sutcliffe, P., 1993. Leadership Theories, Oxford University Press, London Bolman, L., & Deal, T., 2003. The Refram Organization, Jossey Bass, New Jersey Bryman, A., 1986. Leadership and organizations, Routledge & Kegan, New York Chemers, M., 1997, An Integrative Theory of Leadership. Routledge, New York Cleshar. The CCS Group. 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