Re-write Hypotheses

Running head: doctoral study prospectus 1

doctoral study prospectus 2

Impact of Transformational Leadership on Organizational Performance and Employee Retention

Prospectus: The Impact of Transformational Leadership on Organizational Performance and Employee Retention

Problem Statement

Retaining high performing employees has been a huge challenge in the contemporary competitive business environment (Anitha, 2016). In 2018, employee turnover was estimated to be 19% where 77% of the turnover was preventable by leaders through a change of their leadership styles (Anitha, 2016). The general business problem is that organizations are faced with the challenge of identifying the impact of the various leadership styles on performance and retention of employees (Boamah et al., 2018). The specific problem is that organizational leaders struggle to identify the leadership style that is appropriate for maximizing the output of employees and retaining them.

Purpose Statement

The purpose of this study is to identify the influence transformative leaders have on the performance of the organization and the retention of employees by the organization. The study will adopt a quantitative correlation methodology. The target population for the study is leaders and employees of different companies that are listed in the Fortune 500 list in Colorado Springs, Colorado. The independent variables of this study are the (a) character traits, (b) behavior, (c) motivations, (d) influence, and (e) inspiration of transformational leaders. The dependent variables, on the other hand, are (a) the actual output of the organization in terms of revenues and profits, and (b) the willingness of the employees to stay in the organizations longer. Different leadership styles have a great effect on social change although transformational leadership is associated with putting into consideration the views of the employees which greatly influences the relationship between the leaders and the employees. In transactional leadership, there exists a gap between the leaders and the employees since the opinions of the employees are not welcome.

Nature of the Study

A quantitative methodology is suitable for this study since it involves objective measurement and analysis of data collected from the surveys and questionnaires numerically (Nardi, 2018). The researcher will use descriptive methods to establish whether there is a relationship between the independent and dependent variables. The study will include a collection of numerical data and using it to explain the relationship between transformational leadership and organizational performance as well as employee retention in the selected population in Minneapolis. This data would be used to make a generalization on the effect of transformational leaders on the performance of the organization and the retention of employees.

A correlation research design seeks to establish whether the independent and dependent variables are related (Patten & Newhart, 2017). It also establishes the ways in which the variables are related. Correlation design is non-experimental and doesn’t manipulate the independent variable. This type of research design doesn’t seek to establish the cause of certain behavior and the effects associated with such behavior. In correlation designs, the independent variable doesn’t change. Experimental designs seek to establish the cause of certain relationships and the effects associated with them. Therefore, experimental designs are not appropriate for this research.

Research Question

What is the impact of transformational leadership on organizational performance and employee retention after implementation of the transformational leadership components?

Hypothesis

The hypothesis of the study would be: Null hypothesis (H0): Successful implementation of the four organizational leadership components do not have a positive impact on organizational performance and worker retention.

The alternative hypothesis (H1): There exists a momentous association between organizational performance and transformational leadership.

The alternative hypothesis (H2): Transformational leadership will enhance employee retention.

Conceptual Framework

Transformational leadership was demonstrated in the Full Range Leadership Theory by Avolio and Bass and highlighted constructs that make transformational leadership effective in organizations (Sosik & Jung, 2018). Although the theory emphasized that organizations should use both transformational and transactional leadership styles to be effective, transformational leadership was said to have a positive impact on the motivation as well as the performance of employees. Transformational leaders were said to have important attributes such as motivation, stimulation, and inspiration which has a positive influence on the performance of employees and relates to the overall performance, trust, commitment, and cohesion in the organization. The conceptual framework bears the assumption that transformational leadership supports the well-being of the employees which translates to job satisfaction. The theory suggested that the engagement of employees at the workplace may play a significant role in enhancing the job satisfaction of employees. The conceptual framework assumes that the attributes of a transformational leader creates a work environment that supports the opinions of the employees and makes employees feel valued. Transformational leadership creates a high-performing workforce that draws inspiration from their leaders who motivate them to be creative and innovative at the workplace when seeking to find solutions for problems that arise. A Multifactor Leadership Questionnaire would be used to measure the impact of the transformational leaders to predict the employees’ willingness to stick with their current employers (Xu et al., 2016).

Significance of the Study

The modern business environment is characterized by instability, turbulence, and uncertainty which necessitate the need for organizations to adopt a transformational leadership style (Jiang et al., 2017). Organizational leaders struggle to identify the leadership style that would maximize the output of the organization and help in retaining employees. This research is significant to business organizations since it would help leaders to understand the relationship between transformational leadership and the organizational output, and retention of employees. The employees of transformational leaders tend to exhibit a high rate of job satisfaction and employees become more committed to the organization. The devotion of the workforce is developed through the style of leadership in the organization. Studies have shown that organizations that utilize transformational leadership keep a positive workforce that portrays high levels of commitment and job satisfaction (Boamah et al., 2018).

Previous research has suggested that other forms of leadership such as transactional leadership which is characterized by disciplinary threats have proved to have detrimental effects on organizations (Jiang et al., 2017). It discourages employee creativity and the innovative aspects of employees. This is a contrast to the techniques of transformational leadership which values employees’ personal ideologies and enables employees to draw motivation from their leaders (Jiang et al., 2017). The influence, motivation, inspiration, and stimulation that employees draw from their transformational leaders help them to produce a better performance at the workplace. The employees feel respected and tend to be loyal and trust their transformational leaders since they inspire them to perform at their best (Boamah et al., 2018). The effectiveness of transformational leaders in motivating employees to have high-performance standards and be creative when finding solutions for various problems is necessary for modern organizations. The dynamism of the modern business environment requires organizations to find a suitable leadership style that would result in improved organizational performance and retain the employees since employee replacement is costly.

References

Anitha, J., and Farida Begum N. “Role of Organisational Culture and Employee Commitment in Employee Retention.” ASBM Journal of Management, vol. 9, no. 1, Jan. 2016, pp. 17–28. 

Boamah, S. A., Laschinger, H. K. S., Wong, C., & Clarke, S. (2018). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing outlook, 66(2), 180-189. Retrieved from doi: org/10.1016/j.outlook.2017.10.004

Jiang, W., Zhao, X., & Ni, J. (2017). The impact of transformational leadership on employee sustainable performance: The mediating role of organizational citizenship behavior. Sustainability, 9(9), 1567.

Nardi, P. M. (2018). Doing survey research: A guide to quantitative methods. New York, NY: Routledge. Retrieved from doi: org/10.4324/9781315172231

Patten, M. L., & Newhart, M. (2017). Understanding research methods: An overview of the essentials. New York, NY: Routledge.

Sosik, J. J., & Jung, D. (2018). Full range leadership development: Pathways for people, profit, and planet. New York, NY: Routledge.

Xu, L., Wubbena, Z., & Stewart, T. (2016). Measurement invariance of second-order factor model of the Multifactor Leadership Questionnaire (MLQ) across K-12 principal gender. Journal of educational administration, 54(6), 727-748.

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