Transformational Leadership Development - Connecting Psychological and Behavioral Change - Research Proposal Example

Transformational Leadership Development: Connecting Psychological and Behavioral Change Name Institution Transformational Leadership Development: Connecting psychological and behavioral change Introduction Transformational Leadership Development article by Mason, Griffin and Parker (2014) explores the effect of transformational training on psychological reaction of leaders. The abstract of the article starts by describing the aim of the study, which is to investigate the transformational leadership development. This is achieved by comparing the psychological reactions between leaders whose transformational leadership improve after training and the leaders who fail to improve after the training. Therefore, the researchers have succeeded in setting the pace for the rest of the article. The rest of the abstract is well arranged giving an impression of a professional article since the right information is given and the protocol associated with arrangement is followed. In summary, the researchers have succeeded in providing brief description of the main parts of the article such as the methodology, results, and conclusion. Therefore, abstract presents a clear representation of the entire article. This gives the reader an idea of what to expect in the all the sections of the article. Introduction The introduction of the article starts with a paragraph containing ideas from several researchers who have observed problems or revealed a trend worth investigating. The authors have succeeded in introducing their research question by introducing the gap in the first program of the introduction. In addition, the researchers have mentioned a huge figure that can assist readers to make sense of the study right from the beginning. The rest of the introduction presents related findings that are related to the research question. Although the introduction is well cited, most of the findings used are backdated. For instance, the idea suggested by Burke and Day in their 1986 study that leadership training achieves only modest effects may be useful in the late 1980s but irrelevant today. Since this research was conducted in 2014, it is likely that leadership training have changed drastically during the 28 years since the study was conducted. For credibility of sources, it is important to quote findings from different periods to explore the changes made. Literature review The literature review is well introduced by mentioning what to expect in the rest of the literature review. The first subtopic describes the importance of self-efficacy in transformational leadership. Here, the social cognitive theory is used to describe the relationship between self-efficacy and the performance of the manager. The first hypothesis suggested by the researchers claimed that change in the self-efficacy of leaders' from pre-training to post-training would predict the change in leaders' transformational leadership behavior from pre-training to post-training. Perspective taking is used to derive yet another hypothesis for the study. Under this subtopic, the importance of adopting other people’s viewpoint is emphasized as a means of accepting the best ideas from junior staff. The researchers were able to derive the idea of perspective taking and related it with the transformational leadership behavior. This gave rise to the second hypothesis that changes in leaders' perspective taking from pre-training to post-training will predict the change in leaders' transformational leadership behavior from pre-training to post-training. The third hypothesis is derived from the concept of positive affect, where leaders emotions Is critical in the provision of support for change and development. The theory of positive affect shows how positive emotions broaden leaders’ thoughts leading to positive action. Therefore, the third hypotheses was derived showing the change in leaders' positive affect from pre-training to post-training will predict the change in leaders' transformational leadership behavior from pre-training to post-training. The researchers have followed the basic rules of arranging the literature review using subtopic that address the issues and theories surrounding the research question. The manner in which the hypotheses were developing give an impression of a well-thought idea that validates the hypotheses picked. Specifically, the article has connected the ideas of several researchers in relation to the theories used in the study. For example, the social cognitive theory has been used in relation to the studies conducted previously to generate the first hypothesis. The ideas from different studies have been used efficiently to describe concepts. Research aims and Objectives The aim of the study is to investigate the transformational leadership development by comparing the psychological reactions of leaders whose transformational leadership improve after training and those who fail to improve after the training. The aim and objectives of a research are important part of a study that determines how the researchers arrived to the findings of the study. Since the aim of the study is mentioned in the introduction and abstract of the study. However, the specific objectives are not mention; thus, it is upon reader to identify the specific objective. Mentioning the specific objective is an important part of the study since achieving the specific objectives leads to main objectives. Research Methodology The methodology of the study is described accordingly using subtopic separating the major parts of the methodology. Under the participants’ subtopic, 56 leaders were involved in the study, where they took part in the transformational training. All the participants were derived from the public sector, where middle and senior level leaders were involved. The description of the participants is satisfactory since their characteristics such as age are mention. The participants took a one-year training program commenced with a two-day workshop. At the end of the program, the participants received 360-feedback aimed at assessing their transformational leadership behaviors. Later, the leaders were involved in coaching activity followed by three follow-up workshop held in the same year. However, the researchers misplaced the results of the findings by placing it under the design. In academic setting, the research methodology part is supposed to be brief and straight to the point. Therefore, the detailed procedure given is unnecessary since the literature review and the discussion are the most important parts of the study; they deserve more attention and detailed explanations. Unless the measurement for the pre and post training are transferred to the results subtopic, then the design is incorrect. Additionally, the researchers failed to take into account the important gender aspect of the respondents. The study would have given a good prospection f of gender leadership and how differ in terms of critical thinking. Research Analysis The researchers succeeded in using scientific analysis tools such as t-test. The t test was employed to test whether there was a consistent pattern of change for the leaders involved in the study. Since the study was comparing between two groups of participants, the use of a t test was appropriate. In addition, a hierarchical regression analysis was used to investigate the change in the behaviors of leaders, especially their psychological attributes. The use of a figure in presenting the results is also commendable although more diagrams were necessary. Visual impression is an important aspect of result presentation that assists the readers to understand the findings better. Discussion The discussion of the study connects the findings with the social cognitive framework presented earlier in the literature review. The uniqueness of the study is supported by the fact that that it illustrates the interplay of personal, behavioral, and environmental factors in a leadership development context. Additionally, the researchers discovered that changer in positive affect was associated with the change in behavior. This observation supported the first hypothesis that change in leader leaders' self-efficacy from pre-training to post-training will predict the change in leaders' transformational leadership behavior from pre-training to post-training. A discussion is an important section of a research article that connects the findings and the literature review. Although several studies are presented, the numbers of ideas connected to the findings are too low to qualify the entire paper as a professional article. Perhaps the expansion of this section would have assisted this section to accommodate more researches used in the literature review. Paper critique The article presents insightful information on leadership and the manner in which leaders respond different to critics. By working with three different hypotheses, the researchers may have been able to achieve their goal. As mentioned in the title, the study has succeeded in connecting psychological and behavioral changes with the improvement f managerial skills. Evidently, the researchers have been objective in the study by connecting the ideas from literature review with the findings of the study. The fact that the article was investigating the behaviors of leaders before and after training is apparent in all the sections of study. For example, the social cognitive theory and perspective taking mentioned in the literature review are important aspect of leadership. Conclusion The conclusion of the study is well structured, as it summarizes the entire paper by mentioning the important parts of the article. For instance, the conclusion the relationship between the cognitive theory and the psychological changes experienced by leaders during training is revisited. Additionally, the uniqueness of the study is revisited by mentioning how the personal behavioral and environmental factors influence some leaders to initiate change while others resist the same change. Although the information contained in the conclusion is correct, the conclusion is too shallow provide all the required information in such a study. While the study has merits, the conclusion part needs to be revisited to ensure that all the required details are sufficiently provided. References The study has recognized 74 different sources; therefore, most of the ideas used are academic. Additionally, most of the sources used are journal articles. Such sources tend to provide primary information on studies conducted compared to books, which give theories and secondary information. However, most of the articles used are backdated. More than 50 of the 74 sources used are older than ten years. On the other hand, less than ten articles used were done within the last five years. This observation questions the accuracy and credibility of the study management training is changing with time to accommodate the emerging needs of workplaces. In summary, the researchers of the study are objective. The researchers have remained focused from the beginning of the article up to the end. Evidently, all the sources used are relevant to the areas covered. However, the researchers should have used more updated researches. While the study has merit, some parts are not proportional to their purposes and importance; therefore, the different sections need to be re-structured. For example, the conclusion of the study is lacking crucial information on the findings. For example, the conclusion would be more presentable if the outcome of the three hypotheses were mentioned. References Mason, C., Griffin, M., & Parker, S. (2014). Transformational leadership development: Connecting psychological and behavioral change. Leadership & Organization Development Journal, 35(3), 174-194. 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