Transformational Leaderships Impact on Work Motivation Analysis Essay I need complete help chapter 4&5 I need survey done and the spss workings with the di

Transformational Leaderships Impact on Work Motivation Analysis Essay I need complete help chapter 4&5 I need survey done and the spss workings with the different Procedures for Recruitment, Participation, and Data Collection. The information and data has to be provided the proper questions are in the paper provided. I will also include the PPT with notes of my exam that I used to get permission for the paper when the tutor takes the assignment because the site only allows a certain amount of uploads.Including Instrumentation and Operationalization of Constructs shown and then explained int the chapter 4 and 5 templatesI have provided examples and the template of what is desired let me know Transformational Leadership’s Impact on Work Motivation, Job Satisfaction and Performance in
Organizations
by
Tonia Joseph-Armstrong
BS/MA, Trinity University, 2016
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Philosophy
Industrial/Organizational Psychology
(General Practice)
Walden University
2020
Abstract
This research will examine the influence of supervisory transformational leadership style on
employee work motivation, job satisfaction, and employee performance in organizations. The
data for this quantitative study will be gathered and analyzed from various organizations, schools
within the United States. The background information, review of the literature, and research
methodology will be covered to promote positive social change for workers ensuring long-term
success and sustainability in an organization.
Table of Contents
Abstract ……………………………………………………………………………………………………………………………………… ii
Chapter 1: Introduction to the Study ………………………………………………………………………………………………. 1
Introduction of the Study ………………………………………………………………………………………………………….. 1
Background …………………………………………………………………………………………………………………………….. 3
Evolution of Transformational Leadership in Organizations………………………………………………………. 6
Organizational Leadership and Work Motivation……………………………………………………………………… 7
Organizational Leadership and Job Satisfaction ……………………………………………………………………….. 8
Problem Statement …………………………………………………………………………………………………………………… 8
Purpose of the Study ………………………………………………………………………………………………………………. 10
Research Questions and Hypotheses…………………………………………………………………………………………. 11
Theoretical Framework …………………………………………………………………………………………………………… 14
Nature of the Study ………………………………………………………………………………………………………………… 15
Definitions…………………………………………………………………………………………………………………………….. 15
Assumptions………………………………………………………………………………………………………………………….. 16
Scope and Delimitations of the Study ……………………………………………………………………………………….. 17
Limitations of the Study………………………………………………………………………………………………………….. 17
The Significance of the Study ………………………………………………………………………………………………….. 18
Summary and Transition …………………………………………………………………………………………………………. 21
Chapter 2: Literature Review ………………………………………………………………………………………………………. 22
Introduction ………………………………………………………………………………………………………………………………. 22
Literature Search Strategy……………………………………………………………………………………………………….. 23
Theoretical Framework …………………………………………………………………………………………………………… 25
Leadership Theories ……………………………………………………………………………………………………………….. 27
Transformational Leadership …………………………………………………………………………………………………… 28
Components of transformational leadership …………………………………………………………………………… 29
Literature Review Related to Key Variables and/or Concepts ……………………………………………………… 32
Leadership …………………………………………………………………………………………………………………………. 32
Transformational Leadership and Job Satisfaction ………………………………………………………………….. 36
Transformational Leadership and Employee Performance ……………………………………………………….. 39
Summary and Transition …………………………………………………………………………………………………………. 41
Chapter 3: Research Method ……………………………………………………………………………………………………….. 44
Introduction ………………………………………………………………………………………………………………………………. 44
iii
Research Design and Rationale……………………………………………………………………………………………………. 44
Methodology …………………………………………………………………………………………………………………………….. 45
Population …………………………………………………………………………………………………………………………….. 45
Power Analysis ……………………………………………………………………………………………………………………… 47
Sampling ………………………………………………………………………………………………………………………………. 50
Procedures for Recruitment, Participation, and Data Collection …………………………………………………… 51
Instrumentation and Operationalization of Constructs ………………………………………………………………… 51
Data Analysis Plan …………………………………………………………………………………………………………………. 56
Validity and Reliability ………………………………………………………………………………………………………………. 58
Study Validity ……………………………………………………………………………………………………………………….. 58
Threats to Validity …………………………………………………………………………………………………………………. 59
Reliability…………………………………………………………………………………………………………………………………. 61
Ethical Procedures …………………………………………………………………………………………………………………….. 61
Summary ………………………………………………………………………………………………………………………………….. 64
References ………………………………………………………………………………………………………………………………… 66
Appendix A ………………………………………………………………………………………………………………………………. 91
Appendix B ………………………………………………………………………………………………………………………………. 92
Appendix C ………………………………………………………………………………………………………………………………. 94
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Chapter 1: Introduction to the Study
Introduction of the Study
Leadership is one of the major matters of concern for stakeholders and administrators in
organizations worldwide. Researchers have discovered that the type of leadership style has a
notable impact on organizational accomplishment and progress (Ejimabo, 2015). Li, Sajjad,
Wang, Muhammad Ali, Khaqan, and Amina (2019) suggested that transformational leadership
changes the principal benefits and implications of the motivation of the employees to accomplish
the objectives that surpass their expectations through positive motivation in the shape of a wage
increase, credit, and work perks. Thus, the evaluation of the relationships between the
transformational leadership style and the resulting variables of employee job satisfaction, work
motivation, and employee performance, especially in Prince George’s public and private school
organization (PGCPS). This study will attempt to find the relationships between the leadership
styles of employees,’ and whether these relationships will be stronger for transformational
leaders will be the focus of this research (Sougui, Bon, & Hassan, 2016). There are also many
arguments of the transformational leader style’s regarding their strengths and weaknesses.
Researchers have implied that the transformational leadership style is a preferable theory for
organizations to maintain (Amanchukwu, Stanley, & Ololube, 2015). Leaders have used the
transformational leadership style to challenge their workers to take responsibility for their action,
which in turn satisfies, motivates, and enhances employee performance in today’s ever-changing
environment (Hetland, Hetland, Bakker, & Demerouti, 2018; Jiang, Zhao, & Ni, 2017).
However, research done on transformational leadership practices has shown this style to be
utilized more in Western organizational environments (Jiang et al., 2017).
2
Worker performance and the transformational leader are vital for the organization to
achieve its goals effectively. El-Zayaty (2016) claimed that the leadership style exhibited in the
workplace could influence the worker’s views and actions. When leadership style varies in
different departments, it confuses the goals of the company and in turn, impacts the company
negatively (Warrick, 2017). As far as, motivation, the opinions of employees and their reasons
for maintaining longevity in an organization tend to increase when leaders introduce
transformational-leadership practice, suggesting that the transformational leadership style can be
successfully utilized to impact the opinions of the worker and motivate them to achieve the goals
of the organization (Amanchukwu et al., 2015). The amount of success using the
transformational leadership style has yet to be validated (Steinmann, Klug, & Maier, 2018).
Thus, for this research, I will examine the topics of the transformational leadership style and
employee work motivation to understand the increased or decreased correlations of employee job
satisfaction, as well as work motivation and employee performance in the organization.
The social implications of this research are, providing further recognition of leadership
strategies and motivation in the workplace, which can lead to benefits such as, high job
satisfaction, work motivation, and employee performance in the organization. This study is
intended to explore the outcomes of transformational leadership style on job that use
transformational leadership has led to improved job satisfaction levels for experts in the
managerial field (Choi, Goh, Adam, & Tan, 2016). The most prominent social recommendations
of this study revolve around gaining a greater insight into how to manage and increase
productivity in the work environment. These implications are not just significant for managers
and workers in organizations but can prove significantly valuable to stakeholders globally. This
chapter contains the following sections: Introduction to the Study, Background, Problem
3
Statement, Purpose of the Study, Nature of the Study, Research Questions and Hypotheses,
Theoretical Framework, Definition of Terms, Assumptions, Scope and Delimitations of the
Study, Limitations of the Study, Significance of the Study, Summary and Transition.
Background
Human resource managers and employees are a significant part of any company, and
achieving goals is the aim of all organizations (Kerr, Kerr, & Xu, 2018). Organizations plan
various strategies to compete with their rival organizations and increase their performance to
attain success (Armstrong, & Taylor, 2017). However, in an organization, not all the leaders or
managers impact their followers (Santana, Valle, & Galan, 2017). The problem to be addressed
for this study is to identify the gap of how the transformational leadership style affects the
employees or followers any organization in the United States. Ejimabo, (2015) identified that
management or leadership is the principal determinant for the success or failure of the business.
Few studies approached the combined determinants concerning transformational leadership,
which inspire workers to succeed in their perspective work settings (Shafique, & Kalyar, 2018).
Job motivation or job satisfaction seems to be one of the most popular domains to research when
identifying the need for increased recognition of the interceding determinants that links the
transformational leadership style and employee outcomes (Para-González, Jiménez-Jiménez, &
Martínez-Lorente, 2018). Exploring the mediating effects between transformational leadership
and organizational performance. Employee Relations research has also indicated by the
conclusions argued by Hetland, Hetland, Bakker, and Demerouti, (2018) that there is evidence of
a lack of extensive research, which examines transformational leadership, job motivation, and
job satisfaction.
4
Hoboubi, Choobineh, Kamari Ghanavati, Keshavarzi, and Akbar Hosseini, (2017)
suggested that the lack of job satisfaction leads to inactivity and diminished organizational
responsibility of workers. Thus, if there is any leadership training, provided and executed it can
contribute to the worker’s demonstration of satisfaction or dissatisfaction of the leadership style
adopted in their respective companies (Pillinger, 2017). Choi, et al., (2016) suggested that poor
leadership may be the principal challenge facing employee job performance or job satisfaction
for many organizations worldwide. Bakotić, (2016) identified that there was a lack of extensive
research that examines transformational leadership research carried out and the effect of job
satisfaction and job motivation of the workers in the organization. Analyzing the structure of
leadership required the execution of productive and thriving transformations, Ricard, Klijn,
Lewis, and Ysa (2016) investigated organizational formations in correlation to the
transformational leadership techniques. The information examined and gathered from managers
or supervisors employed in a public or private environment suggested some possible
explanations for why companies might promote higher levels of transformational leadership
when linked to the demanded levels required by scientists their tests confirmed the promotion of
employee trust (Ricard et al., 2016). For example, the Hospitality industry work with a
decreased level of achievement than needed and others who were presented with increased levels
demonstrated higher achievement levels than were needed. These outcomes appear to present a
notable challenge to what is found in many types of research that investigates transformational
leadership (Van Wart & Dicke, 2016).
Moreover, several production measures as a contributory role of existing organizational
methods promote higher levels of transformational practices (Choi, et al., 2016). The
conclusions in this research will help develop evidence to explain the impact of the
5
transformational leadership style on job satisfaction, work motivation, and employee
performance, in an organization (Sfantou, et al., 2017; Wren, 2018). Therefore, an enhanced
perception of how leadership techniques to influence workers may help managers or leaders
enhance their employee work environment. However, researchers have shown that there is a
distinct connection joining the type of leadership characteristic and employee job satisfaction;
thus, a few researchers have concentrated on leadership characteristics as an option of job
execution for workers in the public sector (Bass & Stogdill, 1990; Bass & Avolio, 1994; Lee,
Idris, & Tuckey, 2018; Wren, 2018).
Much of the existing literature on transformational leadership has been focused primarily
on gender, diversity, varying leadership styles, and perceptions of the individual. (El-Zayaty,
2016; Kuranchie-Mensah & Amponsah-Tawiah, 2016; Wren, 2018). From an organizational
perspective, in many businesses, leadership style plays a significant role in the operational
productivity of the company (Mgeni, 2015). Sadeghi and Pihie (2012) reported that by 2020,
businesses run with transformational leadership would be most successful, and 82% will be
placed on the type of leadership style practiced in the organization. Chang (2017) further
expressed that supervisory and cooperative staff association can influence worker satisfaction,
and that good management enhances the level of employee performance and job satisfaction.
This research will focus on the link between transformational leadership style to job satisfaction,
work motivation, and employee performance, the organizational implicated relationships are
essential aspects to determine.
Blackburn (2018) reported that transformational leadership has undeniably impacted
leadership effectiveness and yielded positive results when the additional effort, which is exerted
both effectively and efficiently. A transformational leadership style strategy generates a notable
6
transformation in the practice of businesses; it reidentifies the perceptions and goals of the
workers, and the transformational leaders have the character traits and skill to implement their
vision, hence utilizing the expression “lead by example” (Copeland, 2016, p. 84). The
transformational leader magnifies the motivation and confidence of the employees and assists
with uniting the surrounding areas to the collective vision of the company; additionally, such
leaders stimulate those nearby to take responsibility for their work and maximize their
performance (Bass, 1985; Burns, 1978). This research will give some recognition of the social
implications associated with workers by providing some insight into the transformative
leadership style and the improvement of satisfaction, motivation, and performance amidst their
employees.
Evolution of Transformational Leadership in Organizations
The evolution of leadership can be traced back to the emergence of humans as social
beings since they required cooperation and protection during the hunter-gatherer life (Bogin,
Varea, Hermanussen, & Scheffler, 2018). Transformational leaders in most organizations have
an assigned set of values and theories that characterize proper conduct to motivate their workers
(Steinman, et al., 2018). Prior studies have determined that the leadership approach adopted in
an organization has a significant impact on work motivation and employee performance (Li,
2015). Ejimabo (2015) stated that in some organizations, the management, and the subordinate
staff, there is a distinct separation, and the management staff is identified as being treated
preferentially. Mea…
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