DOC 660 TUI Styles in Government Organizations Discussion The topic is “Leadership Styles in Small Business” This is a qualitative study. I have attached t

DOC 660 TUI Styles in Government Organizations Discussion The topic is “Leadership Styles in Small Business” This is a qualitative study. I have attached the last paper we did on this topic that the instructions mentions.

Module 1 – SLP
Technology, Innovation, and Creativity

The overall aim of the Session Long Project assignments in this course is to facilitate the further development of your DBA project, by developing the core of the literature review for your draft project. This will entail developing a structure for the material to be reviewed, identifying and accessing different kinds of source material, and organizing the material to support the aims of the project. At the end of this course, you are expected to have a working draft of chapter 2 of your DBA project that you can take into the next course, in which you develop a research methodology for the project.

It is important to stress that what you are developing here is only a draft. You are not bound by what you develop in this series of assignments; everything is subject to modification and improvement as you move toward the project itself. But it is important to take these assignments seriously, since they build toward a usable chapter. The more work you are able to put into your project during this course, the less you will be playing catch-up later on in the program, and the easier it will be to complete your project and obtain your degree.

During Module 1, you are expected to take the introduction to your project that you developed in your previous course, and annotate it to identify key areas in which literature will need to be searched and the other kinds of background information that you will need to develop in order to support your project.

Specifically, you are to:

Review your draft introduction that you developed previously. Using a copy of this introduction, develop an annotation for each paragraph in your introduction in which you identify various kinds of source material that might back up and justify the points made in the paragraph. Try to be as complete as you can. At this point, you do not need to describe specific sources; just the general kind of material you would like to search out in order to support your arguments.

It is possible that some paragraphs may not actually call for sources, if they are merely bridging text or are filler. In this case, you may simply note that this is a filler paragraph. There should not be very many of these if your draft is well prepared.

You may choose to use the “review” function in Microsoft Word to present your annotations, or you may choose some other form. In any event, be sure that your annotations are clearly set off from your draft introduction by making them in a different color from the original text. Here is an example taken from a proposal, showing the kinds of annotations that this assignment seeks from you:

When you have completed annotating each paragraph in your introduction, submit the annotated draft as your project assignment for this module.

SLP Assignment Expectations

Length: The written component of this assignment should be a copy of your draft introduction, however long that might be, with the required annotations either in the margin or in the text.

You may take the opportunity to revise and improve your introduction as you proceed.

Grammar and Spelling: While no points are deducted for minor errors, assignments are expected to adhere to standard guidelines of grammar, spelling, punctuation, and sentence syntax. Points may be deducted if grammar and spelling impact clarity. We encourage you to use tools such as grammarly.com and proofread your paper before submission.
As you complete your assignment, make sure you do the following:

Answer the assignment questions directly.
Stay focused on the precise assignment questions. Do not go off on tangents or devote a lot of space to summarizing general background materials.

Your assignment will be graded using the following criteria:

Assignment-driven Criteria: Student demonstrates mastery covering all key elements of the assignment.
Critical Thinking/Application to Professional Practice: Student demonstrates mastery conceptualizing the problem, and analyzing information. Conclusions are logically presented and applied to professional practice in an exceptional manner.
Business Writing and Quality of References: Student demonstrates mastery and proficiency in written communication and use of appropriate and relevant literature at the doctoral level.
Citing Sources: Student demonstrates mastery applying APA formatting standards to both in text citations and the reference list.
Professionalism and Timeliness: Assignments are submitted on time.

Module 1 – Background
Technology, Innovation, and Creativity
Video material

Required Reading

Camison, C. & Villar-Lopez, A. (2014) Organizational innovation as an enabler of technological innovation capabilities and firm performance. Journal of Business Research. 67. 2891-2902. Available in the Trident Online Library.

Tidd, J. (2006). A review of innovation models. London, UK: Imperial College London. Retrieved from http://www.emotools.com/static/upload/files/innovation_models.pdf

Van Woensel, L. et al. (2015) Ten technologies which could change our lives: Potential impacts and policy implications. Eurpoean Partiamentary Research Service. Retrieved October 21, 2017, from http://www.europarl.europa.eu/EPRS/EPRS_IDAN_527417_ten_trends_to_change_your_life.pdf

Optional Reading

Cajaiba-Santana, G. (2014) Social innovation: Moving the field forward. A conceptual framework. Technological Forecasting & Social Change. 82:42–51. Retrieved November 15, 2017, from http://www.prpg.ufla.br/admpublica/wp-content/uploads/2014/02/artigo_6.pdf

Collinge, C. (2006) The impossibility of innovation: towards a knowledge-based approach. Paper for EURODITE meeting 30-31 March 2006. DG Research, European Commission, Brussels. Retrieved November 15, 2017, from https://www.birmingham.ac.uk/Documents/college-social-sciences/business/management/collinge/impossibility-of-innovation.pdf

Nacu, C.M & Avasilcai, S. (2015). A model of technological innovation process. Joint International Conference. Retrieved from http://www.toknowpress.net/ISBN/978-961-6914-13-0/papers/ML15-360.pdf

The Young Foundation (2012) Social Innovation Overview: A deliverable of the project: “The theoretical, empirical and policy foundations for building social innovation in Europe” (TEPSIE), European Commission –7th Framework Programme, Brussels: European Commission, DG Research. Retrived November 15, 2017, from https://youngfoundation.org/wp-content/uploads/2012/12/TEPSIE.D1.1.Report.DefiningSocialInnovation.Part-1-defining-social-innovation.pdf IT Systems Theories –Draft DBA Project SLP
Trident University
Michael Patrick
Module 5 SLP
DOC 650
1
IT Systems Theories –Draft DBA Project SLP
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A Study of the effects of Leadership Styles on Operations of Imit Art Company
Introduction
In this research proposal, the main influence of leadership style on the organizational operations at
Imit Art Company was analyzed. More specifically, the study tried to determine the impact of
laissez-faire, transactional and transformational leadership styles on the performance of Imit Art
Company. Descriptive research is based on the opinions from questionnaires issued to senior
managers at “Imit Art Company”. The collected self-completed structured research questionnaires
were checked for reliability, integrity and completeness of the completed questionnaire, thus
improving usability of the attained cases. A five-point scale ranging from 1 (strongly disagree) to
5 (strongly agree) will be used to identify and measure three independent variables with different
factors of leadership styles of Laissez faire; transactional and transformative leadership styles. The
influencing factor is the degree to which the “Imit Art Company” achieved its business goals in
the previous year. Correlation analysis will be used to discover leadership styles that affect
organizational performance.
Research Problem
Widely Many rumors about business performance improvement in leadership change (Nicholls,
1988; Simms, 1997) report well-known cases of the direct relationship between leadership and
performance. However, there is insufficient empirical research on the relationship between
leadership and outcome (Quick, 1992). A notable exception is a detailed study of the impact of
leadership on performance in the Icelandic shipping industry. Thorlindsson (1987) believes that
the captain’s leadership skills can explain the difference in performance of different ships under
the same conditions. In the past three years, Thorlindsson (1987) found that the captain’s
leadership qualities accounted for 35% to 49% of the diversity of crew fishing. Other studies that
IT Systems Theories –Draft DBA Project SLP
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study the relationship between leadership and performance coincide with the revival of the “best
debate process” debate. Of particular importance is the renewed focus on charismatic leadership,
often called transformational leadership (Bass and Avolio, 1993).
A Several researchers have concluded that transformational leadership is related to
organizational performance (Howell and Avolio, 1993). Conceptually, some people think that the
vision and inspirational skills of transformative leaders will inspire followers to achieve
outstanding results (Nicholls, 1988; Quick, 1992). In summary, many of the earlier evidences
presented to support leadership performance confirmation are hearsay and often focus too much
on the role of “transformative” “managers in business success” (Quick, 1992; Simms, 1997).
Studies have responded to Porter and Mckibin’s point of view (1988), which holds that many
studies that support this claim are ambiguous or empirical. The limitations or ambiguous nature of
research results in this area indicate that further research is needed. The nature of the relationship
between leadership and performance and this study is a step in this direction.
Research Questions
The following research questions are used to guide research:
1. How does the laissez-faire leadership style affect the organizational results of Imit art?
2. What impact does the transactional leadership style have on Imit Art organizational
performance?
3. How does the style of leadership change affect Imit Art organizational results?
Research Purpose
This In this study, the main influence of leadership style on the organizational results of imitating
art companies was analyzed. In particular, he tried to determine the impact of laissez-faire. A
IT Systems Theories –Draft DBA Project SLP
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transactional and transformative leadership style related to Imit Art Company’s organizational
results.
Scope of the Study
The scope of the study has been extended to middle and senior managers of “Imitating Art
Company”.
Characteristics and Dynamics of the Selected Organization
Imit Art Company has certain types of managers in imitation art, which can be classified as nonleaders. Such leaders always avoid participating in serious problems and making decisions.
Contingent reward: This factor is based on the trading system in which the boss and his
subordinates agree to achieve the organization’s goals, and the boss will reward them. Leaders
must clarify expectations and recognize when to achieve their goals.
Management-by-exception (active): Leaders set compliance standards and standards that
constitute invalid operations, and can punish subordinates for non-compliance with these
standards. This leadership style includes closely monitoring errors and then taking corrective
actions when necessary.
Management-by-exception (passive): Passive leaders avoid specifying contracts, explaining
expectations and standards that their subordinates must meet, but intervene when certain problems
arise. This style does not respond systematically to situations and problems.
Idealised influence (charisma): This factor is on the one hand the ideal influence of distribution
and on the other hand the ideal influence of behavior. These are all charismatic elements for
leaders to become role models for their subordinates. Leaders show great perseverance and
determination in pursuing goals, demonstrate high standards of ethics, principles and moral
IT Systems Theories –Draft DBA Project SLP
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behavior, sacrifice personal interests for the benefit of others, consider the needs of subordinates,
their own needs and share success and risks with subordinates .
Inspirational motivation: Leaders’ behavior will motivate their subordinates to provide reason
and challenge for their work. The team spirit is awakened, showing enthusiasm and optimism.
Leaders encourage their subordinates to visualize the attractive country of the future, while
conveying expectations and demonstrating their commitment to achieving goals and a shared
vision.
Supporting Literature
Leadership – Definitions
The huge and turbulent changes experienced by business organizations in the 1970s and
1980s led to the so-called “new paradigm”, emphasizing charm (House, 1977), visionary people
(Sashkin, 1988), and transformers (Bajo, 1985 year). They are believed to reveal the concept of
someone’s leader who determines the organization’s reality by defining the organization’s mission
and supporting the organization’s values. Therefore, in the “new leadership” approach, leadership
is seen as a manager, not just an influence. However, in recent years, perhaps due to the
intensification of fanaticism, rapid changes in the world, such as rapidly changing technology and
political and social factors, also require the development of effective leadership skills (Cacioppe,
1998).
As a result, leadership development plans have become an increasingly important priority
for government organizations. With the development of management thinking, the concept of
leadership has aroused great interest, debate and occasional confusion. Even today, leadership is
not easy to define, and given the complexity of the topic, no consensus has yet been reached on
dividing the analysis area. According to Bass (1999), the definition of leadership is related to
IT Systems Theories –Draft DBA Project SLP
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trying to define the goals of leadership, and therefore offers a wide range of possibilities.
Leadership can be viewed as a collective process, personality attributes, the art of self-satisfaction,
the use of influence, specific types of behaviors or behaviors, forms of persuasion, power
relations, tools to achieve goals, results of interactions, different roles Or the beginning of the
structure (Bass, 2000).
According to the definition of Hersey and Blanchard (1979), the concept of leadership is
“the process of influencing the actions that individuals or groups take to pursue their goals.”
According to Senge (1990) research, leadership is related to motivation and motivation that
motivate people to achieve common goals. Hersey et al. (2001) pointed out that the essence of
leadership is to achieve goals with and through people. Weihrich and Koontz (1994) define
leadership as a process that influences people to make their own efforts and enthusiasm to achieve
group goals. According to Kotter (1990) without a leader, the possibility of error increases and the
chance of success decreases. For the same author, under such circumstances, leadership can
collaborate, reduce conflict, promote creativity, and play a comprehensive role, because even if
people are not physically, it can bring people together. In this way, the combination of leadership
and motivation and motivation can promote people’s motivation to achieve a common goal, and
play an important role in shaping, transferring and changing organizational culture (Senge, 1990).
Leadership Approaches
One of the most important formats for classifying and checking leadership includes three styles:
transformative, transactional, and laissez-faire. This study uses a charismatic leadership method to
determine the leadership style of public managers. In this approach, leadership is conceptualized
through the field of behavior, from laissez-faire style (no leadership) to transactional leadership
(depending on reward and punishment system), to transformative leadership (based on inspiration
IT Systems Theories –Draft DBA Project SLP
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and behavioral charm) (Bass and Avolio, 1993). This method was chosen because of its timeliness
in management research and the effectiveness of the research results.
IT Systems Theories –Draft DBA Project SLP
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References
Alimo-Metcalfe, B. (1998). Effective Leadership. Interim report on Local Government
Management Board. Unpublished.
Avolio, B.J. and Bass, B.M. (2004), Multifactor Leadership Questionnaire: Manual and Sampler
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Barling, J., Weber, T. and Kelloway, E.K. (1996), Effects of transformational leadership training
on attitudinal and financial outcomes: a field experiment, Journal of Applied Psychology,
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Bass, B.M. (1985) Leadership and Performance beyond Expectation. New York: The Free
Bass, B.M. and Avolio, B.J. (1993) Transformational Leadership and Organizational Culture,
Public Administration Quarterly, 17(1): 112–17.
Bass BM. (1997). Transformational leadership: industry, military, and educational impact.
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Burns IM. (1978). Leadership. New York, NY: Harper and Row.
Cacioppe, R. (1998), An integrated model and approach for the design of effective leadership
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Churchill, G.A. (1999). Marketing Research: Methodological foundations. Seventh Edition. Fort
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Deluga, R.J. (1992), The relationship of leader-member exchange with laissez faire, transactional,
transformational leadership in naval environments, in Clark, K.E., Clark, M.B. and
Campbell, D.P. (Eds), Impact of Leadership, Centre of Creative Leadership, Greensboro,
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NC, pp. 237-47. Fiedler, F.E. (1967). A Theory of Leadership Effectiveness. New York:
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Fiedler, F.E. (1996). Research on Leadership Selection and Training: One View of the Future,
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