Critique To The Article - Assignment Example

Number Introduction Recognizing the connections and resulting organizational behavior between transformational leadership, empowerment, and organizational commitment was the purpose for the article by Azman, Hasan, Ahmad, Mohid, and Munirah. Their research design, methodology, and results from statistical data were correlated to affirm their objective that organizational commitment can influence organizational behavior. Therefore by substantiating their primary objectives for undertaking the study they could potentially the relational links. By using a foundational definition of organizational behavior, “as the study of human behavior in organizations; a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics” (Schermerhorn, Hunt, and Osborn 3) Azman et al underscore the value and merit of studying the influence of relationships in organizations. This essay will critique how the writers developed their methodology, approach, and some of the results of the study. The critique will weigh whether the results presented in the article substantiated their claims adding worth to the continuous growing body of work on human relationships and their affect on organizational behavior. In addition to the article’s composition, grammatical and organizational structure, it readability and comprehensibility will be examined as well. Finally by reviewing the article determining if the information documented was presented in such a way as to increase the understanding of the complexity of human relationships in organizations. Literature Review Azman et al started by stating their purpose in writing the article, outlining the objectives of the paper, and discussed their method of approach for the study. They identify three main objectives 1) examine the relationship between transformational leadership and empowerment; 2) examine the relationship between transformational leadership and organizational commitment; and 3) examine the mediating effect of empowerment in the relationship between transformational leadership and organizational commitment (92) . The objective of demonstrating the connection between healthy relationships within an organizational culture and performance remained the focal point throughout the article. The article was written in a way that each section of information built upon the previous with each section returning to the initial purpose. The traditional and non-traditional views of leadership provided the foundation for their initial premise(s). Azman et al describe the traditional view of leadership as one in which the workers attempt to accomplish the organizational objectives based on targets developed by leaders. Conversely, their non-traditional picture of leadership placed significant emphasis on the influence that relationships between leaders and employees have on performance (Azman et al 90). Subsequently their initial objective of showing how performance increases as a direct result of the influence of relationships within organizations was validated. The structure of the article was logical and flowed seamlessly with the exception of certain passages that created confusion during reading. The confusion in the passages occurred basically because of inappropriate words selected to convey a thought or describe an event, consequently the intended message(s) were marred. Previous research and theories of Bass, Avolio, and Shamir that asserted, “By empowering employees a higher level of commitment develops on the part of the employees,” (qtd. In Azman et al 91). Their assertions substantiated the objectives of study. As a means to establish and further validate their point of view Azman et al presented Avolio’s and Burns’ theories that were of the opinion that by using transformational leadership techniques to develop, encourage, motivate, and stimulate the organizational commitment of employees increased because of empowerment (Azman 90; qtd. in Wren 100-103). Therefore, by design the results of the research gave additional validity to the importance of the study of human relationships in the organizational culture. The evidence from the research presented in the article contributed vital information to the increasing body of knowledge about organizational behavior. Methodology The methodology used to investigate how the interactions between people in organizations can directly influence performance was a quantitative correlational research design (Aznan et al 94). The design allowed the researchers to integration leadership and management training material with information collected from interviews and surveys. The data from the interviews and surveys provided statistical evidence validating the purpose of the study (Azman, et al 94). A correlational study examines how one characteristic or variable relates to another; the correlation is determined when one variable increases or decreases in response to the other variable (Leedy and Ormrod 182). The subjects in the study provided the data to establish the connection between transforming leaders using empowering techniques in relationship to employees and the possible results of the exchanges. The research demonstrated how leaders using techniques of the style of transformational leadership could directly increase organizational commitment by empowering employees within the culture. Burns said, “Transforming Leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents. Transformational leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation (qtd. in Wren 103). Therefore the correlational study and the definitions given by Burns both share the belief that the influence of transformational leadership on workers has the potential for increasing internal synergy resulting in “significant change” (qtd. Wren 103). The increase in performance documented in one of the studies indicated the correlational connection between the objectives (Azman, et al 90). In studying how transformational leadership transforms, the researchers isolated four specific techniques of the leadership style to verify the correlational relationships: 1) intellectual stimulation; 2) individualized consideration; 3) individualized influenced attributed; and 4) individualized influence behavior. The employees’ response in relation to the four techniques enabled researchers with confidence to predict possible outcomes based on the interactions between leader and employee (Azman et al 93-97). Limitations to the scope of design and study were noted however in their omissions Azman et al opened the door of opportunities for future investigations (102). As noted, transformational leadership is an evolving science and the implications shown in this particular study are not all-inclusive. The analysis and interpretation of the data simply support the claims that distinct connections exists between the transforming style of leadership and its effects on people and performance. Likewise however the study’s omissions and the design flaws do not nullify the conclusions observed in the results reported. The study was designed to show the effects of the internal human relationships within an organization potentially increasing organizational performance. Likewise in using correlational research principles the focus was on specific aspects of behavior and by using a quantitative research approach the assessment of the data collected in the study by Azman et al verified the objectives (Leedy and Ormrod 183). The use of previous research investigations cited in the article provided evidence of the intrinsic value of the observable results gathered from the various research activities that were incorporated into the study. The overlapping and cyclical processes of the research re-affirmed the initial belief that the affects from developing and maintaining healthy relationships within the organizational culture can positively influence organizational commitment and performance (Leedy and Ormrod 7). The statistical data collected provided supporting evidence and validation for the initial premise made by the writers. Additionally, the results of the research added to the existing body of work regarding the connections between transformational leadership, empowerment, and performance in organizations. Analysis From a reader’s perspective the article made a complex subject understandable and easy to read. The formatting was in logical sequence with the writers identifying the methodology and clearly stating the objectives at the beginning of the article. Even though certain passages in the article were confusing with some requiring multiple readings, in general the article’s format was in sequential order. The confusion was created primarily because of the choice of words and the inclusion of sentence fragments in which the thought in the passage was incomplete. However, despite the infrequent use of an inappropriate word or underdevelopment of idea or thought the article was written in a way in which a transfer of knowledge occurred. The arrangement of the material in the article generally was lucid flowing seamlessly making the complex subject of human relationships in organizations comprehensible. By using various disciplines and bodies of knowledge such as psychology, sociology, organizational behavior, and mathematics to substantiate and corroborate their claims, Azman et al accomplished their objectives for writing the article. By applying the principles of a formula developed by Leedy and Ormrod (3), Azman et al were able to design a research approach for a complicated subject that authenticated their initial objectives. The humorous discussion by Leedy and Ormrod that research is not merely the collection of secondary information or the rearrangement of facts highlighted the intentions of the findings presented in the article (3). To understand what research is Leedy and Ormrod stated, “Research is a systematic process of collecting, analyzing, and interpreting information (data) in order to increase our understanding of a phenomenon about which we are interested or concerned” (3). The writers’ systematic method of researching the possible consequences from the relationships between transformational leaders and employees demonstrated an in-depth understanding of the application suggested by Leedy and Ormrod. The results provided a better understanding of relationships within organizations with the research verifying the correlation between leadership practices and the results of empowering employees. However one glaring observation in reading the article was that a random sampling was not taken. The research study did not include a random sampling of employees from a variety of industries, but one in which the participants in the study basically shared the same profile, worked at the same company, and performed similar duties. The criteria of age, educational background, job title, duties, and function within the organizations surveyed or interviewed were basically shared characteristics. The integrity of the results therefore, theoretically could be suspect because of the existing relationship between the leaders and employees in the companies used in the study. One concern is the possibility of some of the workers believing their positions were in jeopardy if the answers given did not reflect favorably on the interactions with the leaders. This particular element did call into question whether the results of the research study would be reproducible across industry lines and whether if a random sample of the general population was used. Notably as a show of integrity the writers made a notation of the non-inclusion in the article noting the flaw in the design of the study (Azman et al 98). Conclusion The collaboration of Azman et al by using a quantitative correlational research approach demonstrated how the effective management of relationships between transformational leadership, empowerment, and organizational commitment can increase performance. Because of fierce competition and the increasingly rapid changing pace of technology in the global arena transformational thinking leaders should develop innovative strategies that proactively develop, nurture, and manage human relations within organizations. As the results of the study postulate organizations can increase their internal effectiveness and efficiency by maximizing the benefits of healthy relationships between leaders and employees. In relation to the internal rewards organizational commitment can be enhanced effecting their position in the external environment as well. In the final analysis the article’s detailed systematic approach consistently reaffirmed the study’s purpose. Throughout the evolution of the article each section enabled the reader to understand how the research was done and why the results of the research could logically support the initial objectives. Whereas the subject is complex and the potential for distraction from unrelated tangents could have interrupted the continuity and become an issue with readability that was not the case. The focus on the announced objectives and the manner in which verifying the data would be accomplished remained consistent throughout the article. Naturally flaws exists with the design of the study and in the mechanics of writing the article, however in light of the delivery of the detailed summaries, rationale, charts, and tables included in the article the overall project was a success in fulfilling its objectives. Work Cited Azman, Ismail, et al. An Empirical Study of the Relationship Between Transformational Leadership, Empowerment and Organizational Commitment. Business & Economics Research Journal 2.1 (2011): 89-106. Business Source Complete. EBSCO. Web. 25 Mar. 2011. Leedy, Paul D. and Ormrod, Jeanne Ellis. Practical Research: Planning and Design 9th Ed. New York, NY: Merrill/Pearson Education, Inc., 2010. Schermerhorn, John R., Hunt, James G., and Osborn, Richard H. Organizational Behavior 9th Ed. Hoboken, NJ: John Wiley & Sons, Inc., 2005. Wren, J. Thomas. The Leader’s Companion: Insights on Leadership Through the Ages. New York, NY: Free Press, 1995. Read More