Exploring the Followers Perceptions of their Supervisor within Water Management Organizations in Australia - Research Proposal Example

Interpersonal Communication and Transformational Leadership: Exploring the Follower’s Perceptions of their Supervisor within Water Management Organizations in Australia Concept Paper Submitted to Northcentral University Graduate Faculty of the School of Business and Technology Management in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF PHILOSOPHY by William R Keeton Prescott Valley, Arizona July 2009 Table of Contents I. Introduction ……………………………………………………………….. 3 a. Problem Background ……….…………………………………… 4 b. Purpose of the Study ………………..…………………………… 5 c. Statement of the Problem ……………..………………………... 6 d. Research Questions and Hypothesis ………..………………… 6 e. Definition of Terms ………………………………….…………… 8 f. Scope and Limitations …………..……………………………….. 10 II. Literature Review ……………………………………………….………… 11 a. Transformational Leadership …………………………………… 11 a.1 Charisma or Idealized Influence ……………………… 12 a.2 Intellectual Stimulation ………………………………… 13 a.3 Inspirational Motivation ………………………………… 13 a.4 Individual Consideration ………………………………. 14 b. Significance of Interpersonal Communication in Transformational Leadership …………………………………… 14 III. Research Methodology …………………………………………………. 16 a. Proposed Research Design ……………………………………. 16 b. Site Setting, Population, and Sample Size …………………… 16 c. Proposed Method of Measurements …………………………. 17 d. Ethical Consideration of the Research Study ……………….. 18 Appendix I – Basic Concept Model for the Proposed Dependent and Independent Variables …………………………………………. 20 Appendix II – Statistical Power Sample based on G*Power Analysis Software ………………………………………………. 21 Appendix III – Annotated Bibliography ………………………………………. 22 - 25 References ……………………………………………………………………….26 - 30 Chapter I – INTRODUCTION With a total of 68,920 square kilometers (sq. km.) of water area and 25,760 kilometer (km.) along the coastline (Central Intelligence Agency, 2008), Australia is known for having the largest area of ocean jurisdiction as compared to other countries. As a common knowledge, the availability of clean water is essential in sustaining all forms of life. In order to satisfy the basic human needs, marine sanctuaries and improving the overall economic condition in Australia, the available water resources has to be well managed and consumed properly so that there will always be an adequate supply of clean water to meet the daily domestic demand. The available water resources in Australia are widely used not only for drinking purposes but also in irrigation, industrial use and promoting the travel and leisure activities throughout the country. Through proper water management, the available water resources as stipulated under the Australian water policies and regulations should be careful planned, developed, distributed and used optimally. Considering the continuously changing environmental and climate condition in Australia, scarcity of water supply has always been one of the major concerns of the Australian government. Aiming to counteract the negative consequences of inadequate water supply; the 1888 Press Release has recently published a news report which emphasizes the importance of encouraging the private and public institutions “to promote and incorporate the value of amenities especially when making important water resource management decisions” (Boey, 2008). Because of the negative impact of changing rainfall patterns, a common strategy used in water management is to advertise the importance of “water reuse and recycling” (Murdoch University, 2009). Although the continuous promotion of water reuse and recycling could somehow positively affect the supply and demand of water resources in Australia, the advantages of using this strategy alone are limited in terms of developing a critical solution to worldwide water management issues. Aiming to solve the global issues behind the water supply in Australia, several studies have been considering the importance of promoting the role of transformational leadership in water management. Problem Background Up to the present time, Australia’s water management is facing a lot of challenges not only in making sure that there is an adequate supply of clean water but also in maintaining the quality and pureness of water available for public use. Aside from the environmental and conservation campaign for water, the type of interpersonal communication and leadership approach used within the water management organization has a significant impact over the quality of services each employee is delivering to the public. Considering the effects of interpersonal communication and transformational leadership style over the attitude and work satisfaction of each employee, this study will examine the benefits of interpersonal communication and transformational leadership style by conducting a literature review followed by determining the perception of the followers within the water management organization with regards to the communication and leadership skills of their respective supervisors. Purpose of the Study The main purpose of the study is to explore the followers’ perception on the interpersonal communication and transformational leadership of their respective supervisors within the water management organization in Australia. The research findings that will be gathered in this study will enable the readers to gain a better appreciation with regards to the significance of applying transformational leadership style within the water management industry in terms of making the Australia’s water management organizations competitive within the international standards. It is assumed in the study the interpersonal communication (independent variable) of a leader could significantly affect the four major characteristics of transformational leadership (dependent variable). Ideally, conducting the proposed research study will verify the accuracy and validity of the said assumption. Aside from confirming whether or not the assumption made in this study is valid, the theoretical model presented in this study will enable the readers to evaluate their own understanding on how they could maximize the benefits of applying the interpersonal communication and transformational leadership style within the water management organizations. Statement of the Problem The connection between interpersonal communication and transformational leadership could either result to the success or failure of a transformational leader. (Jacobsen, 2008) Even though interpersonal communication takes place in different settings each day (Thompson, 2003), there is still no empirical study that has attempted to address the followers’ perception on the impact of interpersonal communication with the four major characteristics of transformational leadership particularly within the water management in Australia. In reality, the urban water management organizations in New South Wales and Victoria in Australia are different in terms of how each organization manages the implementation of water policy. Within this context, being able to identify the followers’ perception with regards to the impact of interpersonal communication over the four major characteristics of transformational leadership is essential. Research Questions and Hypothesis There are several past and recent studies suggesting that interpersonal communication could influence not only the performance and effectiveness of the transformational leaders within an organization but also the four major characteristics of transformational leaders including idealize influence, intellectual stimulation, inspirational motivation and individual consideration. (Scott-Halsell, Shumate, & Blum, 2007; Raiola, 1995) Based on the followers’ perception which will be gathered from the primary research result, the first research question in this study will seek to determine whether or not verbal and non-verbal interpersonal communication has an impact over idealized influence of transformational leaders. In line with this, the first hypothesis made in this study is that verbal interpersonal communication has a direct impact over the idealized influence of transformational leadership whereas the second hypothesis assumes that non-verbal interpersonal communication has a direct impact over the idealized influence of transformational leadership. H10: Verbal interpersonal communication has a direct impact over the idealized influence of transformational leadership; H20: Non-verbal interpersonal communication has a direct impact over the idealized influence of transformational leadership Upon examining the relationship between emotional intelligence and leadership in adolescents, Charbonneau & Nicol (2002) revealed that there is no correlation between the two variables. In line with this, the study will seek to determine whether or not verbal and non-verbal interpersonal comunication could affect the intellectual stimulation of transformational leaders as perceived by the research survey respondents. As the third and fourth hypothesis, this study assumes that verbal and non-verbal interpersonal communication will positively affect the intellectual stimulation of transformational leaders. H30: Verbal interpersonal comunication will positively affect the intellectual stimulation of transformational leaders; H40: Non-verbal interpersonal comunication will positively affect the intellectual stimulation of transformational leaders; Considering the possibility that interpersonal communication could affect the inspirational motivation of transformational leaders, whether or not verbal and non-verbal communication will affect the inspirational motivation of transformational leaders will be tested in the study. In line with this, the fifth and sixth hypothesis will be: H50: Verbal interpersonal comunication will positively affect the inspirational motivation of transformational leaders; H60: Non-verbal interpersonal comunication will positively affect the inspirational motivation of transformational leaders; The last research question will seek to determine whether or not verbal and non-verbal communication will affect the individual consideration of transformational leaders. In line with this, the seventh and eighth hypothesis will be: H70: Verbal interpersonal comunication will positively affect the individual consideration of transformational leaders; H80: Non-verbal interpersonal comunication will positively affect the individual consideration of transformational leaders; Note: See Appendix I – Basic Concept Model for the Proposed Dependent and Independent Variables on page 20. Definition of Words Followers – referring to employees who are currently working within a water management organization. Idealized Influence – the ability of the leader to instill pride, self-sacrifice, respect, power, and confidence among the leaders’ subordinates; “leadership behavior in which the leader behaves so that followers seek to emulate with their own actions” (Tooling U, 2009). Individualized Consideration – “the ability of a leader to pay special attention to the needs and problems of employees” (Tooling U, 2009). Inspirational Motivation – refers to the ability of the leaders to inspire the leaders’ followers. Intellectual Stimulation – refers to the ability of the leaders to provide their subordinates with mental challenges by seeking new perspectives, asking questions, problem solving, or accept employees’ inputs and suggestions. (Tooling U, 2009) Interpersonal Communication – the face-to-face interaction between two people which “involves the creation and exchange of meaning” (Hartley, 1999, p. 24). Leadership – “a process whereby intentional influence is exerted by one person over other people to guide, structure, and facilitate activities and relationships in a group or organization” (Yukl, 2002, p. 2). Transformational Leadership – a type of leadership style that empowers the leaders to effectively lead a group of employees within a larger organization. (Bass & Riggio, 2006, p. 3) Water Management – the study behind a continuous activity which requires careful planning, development, distribution and the optimum use of the available water resources as stated in the water policies and regulations. Chapter II – Literature Review Transformational Leadership Researchers and supervisors from all types of organization struggle to answer the question “what makes a leader?” (Bambacas & Patrickson, 2008) In line with this question, Barling, Slater & Kelloway (2000) noted that there is much empirical scrutiny of leadership and management theory that focuses on the question of influencing the follower’s motivation in an efficient and effective manner. Leaders that are classified as transformational leaders are the ones that do not practice positional authority. Instead, these people are committed to train the subordinates to become a leader in their own way by being able to work under less supervision and express themselves freely within the business organization (Bass & Riggio, 2006). Transformational leaders and followers are all equal in the sense that they work towards one organizational goal as a team. The only difference between a transformational leader and his/her subordinate is the fact that each of them has a different set of activities played within the organizational group. (Kelley, 1995) Upon examining the transformational leadership model using a set of variables, Tracey & Hinkin (1996) revealed that transformational leadership style has a direct impact over the followers’ employment satisfaction. Given that the transformational leaders are able to make the work experience of each employee enjoyable, the followers tend to willingly participate more in achieving the organizational goals. As a result, the research study of Jandaghi, Matin, & Farjami (2009) concludes that the application of transformational leadership style within an organization could contribute to the organization’s success. Transformational leadership style is composed of four major components or characteristics known as: (1) charisma or idealized influence; (2) intellectual stimulation; (3) inspirational motivation; and (4) individual consideration. (Bass & Riggio, 2006) By empowering them and aligning the objectives and goals of the followers with the objectives and goals of the leaders within a large organization, these four major characteristics enable the followers to grow and develop themselves as the future leaders (Bass & Riggio, 2006, p. 3). Charisma or Idealized Influence As a form of a referent power, personal charisma is an important characteristic of a good leader since it could attract the followers to cooperate well with the leader Related to emotional intelligence, charisma is highly correlated to a person’s ability to monitor their own emotions around other people (Palmer et al., 2001). As a result, transformational leaders are capable of effectively managing the followers without having employees lose their self-confidence (Sidani, 2007). Basically, the connection between charismatic leadership and transformational leadership is well established in the past research studies (Fairhurst, 2007). This is due to the fact that transformational leaders possess the ability to create vision for future development, insinuate intellectual stimulation, and be an inspiration to his/her subordinates. Based on the research study of Barbuto (2005), the leadership behaviour of a leader which includes charisma is correlated to the leaders’ work motivation. It means that the combination of transformational and charismatic leadership style could effectively motivate employees to have fun at work without sacrificing the quality of their work performance. Intellectual Stimulation According to Bass & Riggio (2006), “new ideas and creative problem solutions are solicited from the followers who are included in the process of… finding solutions. Followers are encouraged to try new approaches and their ideas are not criticized because they differ from the leaders’ ideas” (p. 7). In other words, publicly criticising the followers’ mistakes is not accepted in transformational leadership .Instead, transformational leaders stimulate the followers’ creativity and innovation by questioning their assumptions, reframing the existing problems, and approaching old ideas in new ways. Inspirational Motivation Transformational leaders behave in a manner that is inspirationally motivating and inspiring to the followers. In general, a transformational leader arouses a sense of team spirit and provides meaning and challenges to the followers’ work. In line with this, Bass & Riggio (2006) stated that “leaders get followers involved in envisioning attractive future states by clearly communicating their expectations to followers who are committed in meeting the organization’s goals and the shared vision” (p. 6). Similar to the past research study of Barbuto, Fritz, & Marx (2000), the research study of Barbuto (2005) revealed that “instrumental motivation is correlated with transactional behaviours, contingent rewards, management by exception – active and laissez-faire leadership... whereas inspirational motivation is correlated with the leaders’ charismatic behaviour... but not transformational behavior” (p. 37). Individual Consideration As explained by Simic (1998), individual consideration is about having the leader respond to the specific needs of the followers to make sure that each follower is following the organizational goal (p. 52). Since each individual has their own specific needs, followers are normally treated differently based on their acquired talents and knowledge (Shin & Zhou, 2003, p. 704). For instance: Regardless of the followers educational background or ranking within the organization, using simple words like ‘thank you’ is necessary each time a transformational leader would express their gratitude in words. Significance of Interpersonal Communication in Transformational Leadership It is discerning that so many leadership studies and texts have marginalized the importance of interpersonal communication in the formation of transformational leadership. In line with this, Mayfield & Mayfield (2006) revealed that research studies show that effective communication could positively improve the followers’ attitudes and behavior. Howell & Costley (2006) highlighted that “[c]ommunication skills are needed to carry out all the leadership behaviors descried in this book… communication skills are essential to show followers that the leader cares…” (p. 356). Shifting the focus from this mindset of communication skills, Fairhurst (2007) articulated the idea that communication or discourse is essential in the “social construction of meaning” (p. 167). Wood & Kroger (2000) argued that it is not sufficient to view communication as a tool for description but “a medium for interaction” (p. 4). In fact, several authors including Cohen (2004), Barge (1994) and Northouse (2004) acknowledged that “Leadership…is something that emerges in the process of communicative interaction” (Macik-Frey, 2007, p. 4). According to Morand (2001) the implications of refining interpersonal communicative competencies through transformational leadership establishes the necessity for supervisors to create warm, empathic, and trusting relations with subordinates. It is through the creation of interpersonal communication wherein transformational leaders could extend charisma or idealized influence, intellectual stimulation, inspirational motivation and individual consideration to the leaders’ subordinate. Chapter III – RESEARCH METHODOLOGY Proposed Research Design Valid and reliable research survey instruments will be used in collecting research survey data. Using the multifactor leadership questionnaire (MLQ-5x) in measuring the characteristics of a transformational leadership and the interpersonal communication competence scale (ICCS) in making the final decision with regards to the most appropriate communication instrument, the proposed research design will make use of quantitative method which will employ a correlational design using factor analysis and structural equation model (Creswell, 2003; Zikmund, 2003). Based on the research study of Creswell (2003) and Zikmund (2003), this study will make use of communication as the independent variable whereas the transformational leadership will be considered as the dependent variable which is dependent on the followers’ perception of their respective supervisors within the water management organizations based in New South Wales, Australia. (See Appendix I – Basic Concept Model for the Proposed Dependent and Independent Variables on page 20) Site Setting, Population and Sample Size According Heir et al. (1998) “increasing the sample size always produces greater power….” (p. 11). Therefore, a total of 146 research participants will be gathered from different water management organizations within the state of New South Wales. Given that the proposed research study will focus on how a supervisor is managing his/her subordinates, randomly selected individuals who are in a supervisor position but are being managed by a superior will be qualified to participate as a research survey respondent. Only those individuals who do not have a supervisor will automatically be disqualified from participating in the research study. Basically, the unit of analysis will comprise of the followers who would be requested to assess how their respective supervisor in terms of effectively managing them as a leader. As part of the assessment process, the research respondents’ perception on communication and transformational leadership will be collected and measured. Proposed Method of Measurements Statistical power is vital to the accuracy of determining the inference of the study. Upon setting the α-level at 0.05 and power of 0.95 on G*Power analysis software (Faul et al., 2007), it was measured that a minimum sample size of 146 research survey respondents is required in the proposed research study. (See Appendix II – Statistical Power Sample based on G*Power Analysis Software on page 21) Basically, the three factors that could significantly affect the statistical power includes: (1) the sample size; (2) the α-level coefficient for determining significance; and (3) the effect size or the degree wherein the phenomena being studied exists in the population of the research study (Field, 2009). In order to avoid unreliable research findings, the sample size used in this study is a minimum of 146 research repondents. The proposed research study will apply the concept of statistical hypothesis testing. Based on the assessment results, a type I error is committed given that the actual behavior of the identified data contradicts the assumption made in the study. Therefore, the null hypothesis will be rejected. On the contrary, a null hypothesis will be accepted under a type II error in case the actual behavior of identified data does not contradict the assumption of the hypothesis (Field, 2009; Cashen & Geiger, 2004; Nakagawa & Foster, 2004; Zikmund, 2003). Eventually, the statistical software package SPSS version 17 will be used to evaluate the gathered data. Ethical Consideration of the Research Study Prior to requesting the selected research survey respondents to participate in the study, it is ethical on the part of the researcher to personally seek the research survey respondents’ approval followed by explaining to them the main purpose of the research study. The result of the survey study will be based only from the gathered research survey result. With regards to the measuring statistics power using the G*Power analysis software and SPSS version 17, the research survey results will be measured with the best of the researcher’s ability and understanding concerning the research topic as mentioned in this study. In line with the data gathering, it is ethical on the part of the researcher not to include misrepresented data gathered in the measuring of data results. For example: In case a bias answer occurs, it is best not to include the data entry on the official statistical measurements. Instead, the researcher should take note or mention it on the research and data analysis section that such error has occurred in the research process. Appendix I – Basic Concept Model for the Proposed Dependent and Independent Variables Appendix II – Statistical Power Sample based on G*Power Analysis Software F tests - Linear multiple regression: Fixed model, R² deviation from zero Analysis: A priori: Compute required sample size Input: Effect size f² = 0.15 α err prob = 0.05 Power (1-β err prob) = 0.95 Number of predictors = 6 Output: Noncentrality parameter λ = 21.9000000 Critical F = 2.1644088 Numerator df = 6 Denominator df = 139 Total sample size = 146 Actual power = 0.9507965 Appendix III – Annotated Bibliography Bambacas, M., & Patrickson, M. (2008). Interpersonal communication skills that enhance organisational commitment. Journal of Communication Management , 12(1):51 - 72. Using a total of 32 in-depth interviews with the HR managers, the study investigated the leaders’ interpersonal communication skills, identified the leaders’ interpersonal skills that can engender the followers’ commitment to the organization and determine the interpersonal communication skills that can enhance the followers’ commitment to the organization. The study concludes that senior HR managers are expecting managers to focus on clarity and frequency of messages, improve their listening skills and effectively lead the followers. Barling, J., Slater, F., & Kelloway, E. (2000). Transformational leadership and emotional intelligence: an exploratory study. Leadership & Organizational Development Journal , 21(3):157 - 161. Using research survey questionnaires for a total of 187 research respondents, the researchers conducted an exploratory study to investigate whether emotional intelligence is associated with the use of transformational leadership (i.e. idealized influence, inspirational motivation, and individualized consideration). The study concludes that the use of transformational leadership style does not result to multivariate effects. Barbuto, J. (2005). Motivation and transactional, charismatic, and transformational leadership: a test of antecedents. Journal of Leadership & Organizational Studies , 11(4):26 - 40. Using the multifactor leadership questionnaire (MLQ-rater version) on 186 leaders and 759 direct reports, the researcher seek to determine the correlation between leaders’ self-report on inspirational motivation, idealized influence and individualized consideration with the raters’ perception on the three variables. Jandaghi, G., Matin, H., & Farjami, A. (2009). Comparing transformational leadership in successful and unsuccessful companies. African Journal of Business Management , 3(7):272 - 280. Using hypotheses, population, and statistical samples, the researchers examined the successful and unsuccessful companies in relation to the use of transformational leadership style. Mayfield, J., & Mayfield, M. (2006). The benefits of leader communication on part-time worker outcomes: A comparison between part-time and full-time employees using motivating language. Journal of Business Strategies , 23(2):131 - 153. Based on the motivating language used by the leaders; the study focused on determining the relationship between the leader’s communication skills on employees’ performance and job satisfaction among the part-time and full-time employees. The study concludes that motivating language has impact on positive job satisfaction and output of full-time employees. Morand, D. (2001). The Emotional Intelligence of Managers: Assessing the Construct Validity of a Nonverbal Measure of "People Skills". Journal of Business and Psychology , 16(1):21. The researcher conducted literature review on emotional intelligence and the cross-culture of facial expression of emotions combined with non-verbal cues including its application to leadership, human relations, and communication within an organization. Palmer, B., Walls, M., Burgess, Z., & Stough, C. (2001). Emotional Intelligence and Effective Leadership. Leadership & Organizational Development Journal , Vol. 22, pp. 5 - 10. Upon modifying the Trait Meta Mood Scale version among 43 research participants, the study focused on exploring the relationship between emotional intelligence and effective leadership. The study concludes that effective leaders are those who uses transformational leadership style as compared to transactional leadership style. Sidani, Y. (2007). Perceptions of leader transformational ability - The role of leader speech and follower self-esteem. Journal of Management Development , 26(8):710 - 722. Using research survey questionairres, the researcher assessed the role of speech on transformational leadership and the role of followers’ self-esteem in establishing a relationship between the leaders and followers. The study concludes that there is a significant relationship between transformational leadership and followers’ self-esteem in the sense that the use of this leadership style could inspire the followers to work better. Shin, S., & Zhou, J. (2003). Transformational leadership, conservation, and creativity: evidence from Korea. Academy of Management Journal , 46(6):703 - 714. After examining whether or not the use of transformational leadership style could affect the conservation and creativity of the followers, the authors concluded that transformational leadership style positively affects the followers’ creativity. Simic, L. (1998). Transformational leadership - the key to successful management of transformational organizational changes. Facta Universitas , 1(6):49 - 55. Conducted a literature review on transformational leadership particularly the qualities of such transformational leader. The author concludes that transformational leaders are capable of influencing the behavior of other people. Tracey, J., & Hinkin, T. (1996). How transformational leaders lead in the hospitality industry. International Journal of Hospitality Management , 15(2):165 - 176. The researchers tested the process of transformational leadership model by examining the relationship between transformational leadership and a set of dependent variables. The study results revealed that transformational leadership has a direct impact over the followers’ perception of subordinate satisfaction, effectiveness of the leaders, and indirect effect on variables through openness of communication, clarity of mission and role. 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