Running Head: THE RESEARCH PROPOSAL

THE RESEARCH PROPOSAL 2

The Role of Leadership Styles on Employee Performance, Motivation, and Job Satisfaction in a Remote Setting: Chapter 4 Analysis Draft

Submitted to South University

College of Business

In Partial Fulfillment of the Requirements

For the Degree of

Doctor of Business Administration

Ameki Williams

South University

BUS8115E_A-Doctoral Dissertation Preparation

Chair: Dr. Widner

Committee Member: Dr. L

1/ 17/ 2024

CHAPTER 4 – RESULTS

Purpose of the Study

The purpose of the study is to shift overemphasis on management styles to management traits. The second goal is to educate organizations about the dangers of confining strategic management to a single management style. In other words, the study will aim to assist a visionary leader using rewards and penalties rather than just inspiration. While visionary is a characteristic of a traditional leader and reward and punishment are characteristics of a transactional leader, leaders can combine them to form a hybrid style of leadership based on how they complement one another.

Questions and Hypotheses

Provide a brief restatement of the research question and hypotheses.

1. Is there a statistically significant difference in job performance between remote workers with Structural Leader, Participative Leader, Servant Leader, Freedom-Thinking Leader, and Transformational Leadership styles?

Hypothesis 1 Null: There is not a statistically significant difference in job performance between remote workers with Structural Leader, Participative Leader, Servant Leader, Freedom-Thinking Leader, and Transformational Leadership styles.

Hypothesis 1 Alternant: There is a statistically significant difference in job performance between remote workers with Structural Leader, Participative Leader, Servant Leader, Freedom-Thinking Leader, and Transformational Leadership styles.

2. Is there a statistically significant difference in motivation between remote workers with Structural Leader, Participative Leader, Servant Leader, Freedom-Thinking Leader, and Transformational Leadership styles?

Hypothesis 2 Null: There is not a statistically significant difference in motivation between remote workers with Structural Leader, Participative Leader, Servant Leader, Freedom-Thinking Leader, and Transformational Leadership styles.

Hypothesis 2 Alternant: There is a statistically significant difference in motivation between remote workers with Structural Leader, Participative Leader, Servant Leader, Freedom-Thinking Leader, and Transformational Leadership styles.

3. Is there a statistically significant difference in job satisfaction between remote workers with Structural Leader, Participative Leader, Servant Leader, Freedom-Thinking Leader, and Transformational Leadership styles?

Hypothesis 3 Null: There is not a statistically significant difference in job satisfaction between remote workers with Structural Leader, Participative Leader, Servant Leader, Freedom-Thinking Leader, and Transformational Leadership styles.

Hypothesis 3 Alternant: There is a statistically significant difference in job satisfaction between remote workers with Structural Leader, Participative Leader, Servant Leader, Freedom-Thinking Leader, and Transformational Leadership styles.

Initial Data Examination

I prepared a close-ended questionnaire using survey monkey to collect data and responses. Among the four key research questions, I created three individual questions around each research question. The respondents were expected to answer whether they agree or disagree with experiencing a leadership trait and explain their job performance during that month. I summed up the responses that agreed with their productivity and the reactions that disagreed with their productivity to get a value that I would use as a response for the main research question.

The questionnaire tested the respondents on a motivation factor and its influence on motivation and productivity. The responses that indicated the participant did not experience a motivation factor (clients who answers ‘no’ to the questions) were not considered in the study since we were interested only in the presence of the motivation factor (clients who answers ‘yes’ to the questions).

To calculate the correlation coefficient in excel, I used the Correlation function.

Statistical Analysis

Research Question 1

Identify the alternative hypothesis.

The null hypothesis: There are no impacts of transformational management on employee motivation and job performance.

The alternative hypothesis: There are impacts of transformational management on employee motivation and job performance.

With regards to Pearson’s R;

H0: R = 0

HA: R! = 0

	Yes	How many orders did you fulfill during the month?
Yes	1	0.371073
How many orders did you fulfill during the month?	0.371073	1

After conducting a correlation analysis in excel, the following details were found.

The Pearson's correlation value is 0.37, which is not 0, and we accept the alternative hypothesis that there are impacts of transformational management on employee motivation and job performance.

Research Question 2

With regards to Pearson’s R;

H0: R = 0

HA: R! = 0

	Yes	How many orders did you fulfill during the month?
Yes	1	0.389604
How many orders did you fulfill during the month?	0.389604	1

After conducting a correlation analysis in excel, the following details were found.

The Pearson's correlation value is 0.39, which is not 0, and we accept the alternative hypothesis that Rewards, and punishment affect employees' performance, motivation, and job satisfaction.

Research Question 3

With regards to Pearson’s R;

H0: R = 0

HA: R! = 0

	Yes	How many orders did you fulfill during the month?
Yes	1	0.481294
How many orders did you fulfill during the month?	0.481294	1

After conducting a correlation analysis in excel, the following details were found.

The Pearson's correlation value is 0.48, which is not 0, and we accept the alternative hypothesis that Delegation motivates employees and leads to job satisfaction and better performance.

Research Question 4

With regards to Pearson’s R;

H0: R = 0

HA: R! = 0

	Yes	How many orders did you fulfill during the month?
Yes	1	0.896768
How many orders did you fulfill during the month?	0.896768	1

After conducting a correlation analysis in excel, the following details were found.

The Pearson's correlation value is 0.90, which is not 0, and thus we accept the alternative hypothesis that there are impacts of visionary leaders on motivation, employee performance, and job satisfaction.

Results Summary

The four research questions 1, 2, and 3 show a positive correlation between a motivation factor and the employees' productivity.

Thus, the results suggest that when a positive leadership strategy is practiced in a workplace, employee motivation, job satisfaction, and performance will improve. This was depicted from the fact that the performance of the employees during any given month increased as seen from the increased number of orders fulfilled.

References

Calculator.net (2022). Sample Size Calculator.  https://www.calculator.net/sample-size-calculator.html

Review,  61(1), 94–113.  https://doi.org/10.1177/0008125618790245

MSG. (2021). Strategy evaluation process and its significance. Management Study Guide – Courses for Students, Professionals & Faculty Members.  https://www.managementstudyguide.com/strategy-evaluation.htm

SurveyMonkey SurveyMonkey: (2022).The World’s Most Popular Free Online Survey. https://www.surveymonkey.com/

 

 

 

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11

Chapter 3

Amekí Williams

South University

Doctoral Dissertation Preparation

Dr. Widner

1/16/2023

The Role of Leadership Styles on Employee Performance, Motivation, and Job Satisfaction in a Remote Setting

Chapter 3: Methodology

Introduction

The purpose of this quantitative causal-comparative study was for remote workers to identify what leadership style their supervisors or managers are. The chapter included an overview of the research design and rationale, study participants, sampling method and instrumentation, data collection, analysis, and ethical considerations taken in the design.

Chapter 3 contains a descriptive discussion of the conduct of this study, and how it informed the problem. The detailed explanation supports future design replication, data collection, and analysis. The description of the population and sample ensured that the reader could understand the research subjects. The Multivariate Analysis of Variance (MANOVA) data collection tool allowed valid and reliable data collection. As described, data analysis procedures, followed ethical practices. The chapters discussion on limitations and delimitations expands the discussion in chapter 1.

Research Design

Quantitative Causal Comparative Design

Based on the application of this design in establishing the cause-effect connection between variables (independent and dependent) (Bloomfield, & Fisher, 2019), this quantitative casual comparative study is objectified to establish the significance of various leadership styles on employee performance, motivation, and job satisfaction in a remote setting. It is without a doubt that working remotely has been continuously adapted, particularly after the onset of the COVID-19 pandemic. In correlation to this, it is paramount to have an understanding of the aspects of remote working and what it entails in terms of productivity. As Bloomfield, J., & Fisher, M. J. (2019) establish, a quantitative casual comparative study supports the comparison of two variables. As such, this study’s selected design will facilitate the comparison of five essential levels of leadership styles commonly associated with remote working in relation to job satisfaction, motivation, and employee satisfaction.

With the aid of questionnaires, this study will examine a series of questions, including; 1) whether structural leader rewards and punishes team members based on performance insist on clear goals experiment, 2) whether servant leader listens empathy awareness, 3) whether participative (democratic) leader are open-minded and encourage effective communication, 4) whether freedom-thinking leader give employees freedom to perform and stays out of the way as well as comments and helps when needed, and 5) whether transformational leader inspires and empowers strong role models. These questions govern this study’s research.

Given the nature of the study, the independent variables entail the leadership styles, including structural leadership, participative leadership, servant leadership, freedom-thinking leadership, and transformational leadership (Alheet, Adwan, Areiqat, Zamil, & Saleh, 2021). The dependent variables to be discussed in this section are performance, motivation, and satisfaction. With remote working being the mantra in most organizations globally, this study will make significant contributions towards revolutionizing and enhancing productivity in this type of setting. For applicable results, the sample size in this study was 100 remote workers. With the application of Multivariate Analysis of Variance (MANOVA), statistical analysis will be integrated to compute the results acquired from the questionnaires, through which the research questions will be adequately addressed.

5 levels of leadership styles

Structural leader

RQ1: Do structural leaders reward and punish team members based on performance insist on clear goals experiment?

H1o: structural leadership is not a statistical prognosticator for employee performance among remote workers.

H1a: structural leadership is a statistical prognosticator for employee performance among remote workers.

Participative leader

RQ2: Are participative (democratic) leaders open-minded and encourage communication?

H1o: participative leadership is not a statistical prognosticator for motivation, communication, and job satisfaction among remote workers.

H1a: participative leadership is a statistical prognosticator for motivation, communication, and job satisfaction among remote workers.

Servant Leader

RQ3: Do servant leaders listen and practice empathy awareness?

H1o: servant leadership is not a statistical prognosticator for empathy awareness among remote workers.

H1a: servant leadership is a statistical prognosticator for empathy awareness among remote workers.

Freedom- Thinking Leader

RQ4: Do freedom-thinking leaders give employees freedom to perform, stays out of the way, as well as comment and help when needed?

H1o: freedom-thinking leadership is not a statistical prognosticator for enhanced employee performance among remote workers.

H1a: freedom-thinking leadership is a statistical prognosticator for enhanced employee performance among remote workers.

Transformational Leader

RQ5: Do transformational leaders inspire and empower strong role models?

H1o: transformational leadership is not a statistical prognosticator for employee motivation and shaping role models to be emulated among remote workers.

H1a: transformational leadership is a statistical prognosticator for employee motivation and shaping role models to be emulated among remote workers.

Table 1

Variables

Variables	Definition	Operational definition	Measurement Level	Data source/ Instruments
Leadership styles (independent)	The leaders’ methods and approaches when governing others	Structural, participative, servant, freedom-thinking, or transformational	Nominal	Response from the questionnaires
Performance (dependent)	The productivity of the employees	The level employees collaborate to attain the set organizational objectives and goals	Ordinal scale	Graphic rating
Motivation (dependent)	The motivation level exposed on behalf of the employees	The drive promoting enhanced performance	Ordinal scale	Observable responses
Satisfaction (dependent)	The satisfaction of the employees with their jobs	The function of the positive perceived emotion in close relation to contentment of employees.	Ordinal scale	Generic work station scale

Population and Sample

Remote employees

The population will comprise of employees. The target population will be remote workers that work closely with their supervisors, and managers. The study sample will be employees from organizations where strategic management will be studied. The unit of analysis is the impact of leadership styles on management. Selection will be done using the simple sampling technique. 

following sampling formula:

n=(z^(2 ) xρ ̂(1-ρ ̂  ))/∈^2

             

Where:

z = is the Z score

∈= is the margin of error

N = is the population

ρ ̂ = is the population proportion

     The type of sample the researcher is using is the sample size. The sample size used for this study was 100 remote workers. The only factor that disqualified workers from participating in this study was being traditional workers. The selected workers answered the questionnaires and it was established that their leader adopted different leadership styles. For more than half of the population, their supervisors showed relatively high levels of motivation, performance, and satisfaction. Each participant will be informed of the research objectives and fill out consent forms (see Appendix A) before participating in the study. Data collected will be kept confidential by the researcher for 5 years. There will also be an age range of the participants from 18 to 64 years of age .

Instrumentation

Data collection

The information required for this quantitative casual comparative research will be collected with the aid of questionnaires as the primary instrument, which will be structured to garner the significance of different leadership styles (independent variable) as applied in a remote setting. The dependent variables for this study will include job satisfaction, motivation, and employee performance as tabulated above. Additionally, to measure the different levels performance and job satisfaction among the employees, graphic rating and generic work station scale will be used respectively. Observable responses and responses from the questionnaires will also be used as adequate instruments for the collection of data. The validity and reliability of the instruments used for data collection are vital as they will shape the results of the study (Heale & Twycross, 2015). Validity will ascertain that the results computed are applicable, and accurate. On the other hand, reliability is significantly intertwined with how trustworthy the attained results are and its application in the study to eliminate possible errors and threats (Heale & Twycross, 2015).

Research Procedures

Technology will be instigated to facilitate the procedures of the research, particularly in selecting the sample population. Organizations that have adopted remote working will be contacted to provide access to their employees. A representative sample of 100 remote workers will be scheduled to answer the questionnaires. The willingness of the employees to take part in the study was significant as it would ascertain accurate results will be collected. The questionnaires will be disseminated, answered, and submitted online, with strict adherence to a governing set of rules.

Protection of Human Rights

The selected sample population will be required to be willing to provide honest and unbiased information. They are also subjected to have an understanding of what the study entails and what the data collected will be used for. The population will be assured that their information will be protected and used only for the purpose of the study. It was also for the interest of this study that the involved companies remained anonymous to eradicate any form of possible opinion bias and scrutiny. In correlation to this, confidentiality and anonymity will be highly integrated throughout the study.

Ethics

This study adhered to the ethical guidelines for quantitative research, through which it was ensured that the participants were treated with upmost respect. Additionally, the vital parameters of confidentiality, credibility, confirmability, and transferability were used to stipulate an enhanced research process. These parameters ensured that the study valued the relevance of moral principles and ethics. In addition to this, the ethical standards of this study played a central role in the data processing and associated procedures.

Delimitations and Limitations

While the selected research design will facilitate the attainment of applicable results, it is assoc

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