Literature Review
Situational Questionnaires
While filling out the situation questionnaire, specific emphasis is placed on the analysis of situations the interviewees could face in various settings. At this point, Deinzer et al. (1995) assert that situation has a potent impact on the individual’s traits and behavior. Latent forms of expression and exposition, therefore, could be revealed by means of situational questionnaire.
In addition, Isaksen et al. (2001) focuses on the role of situational outlook questionnaire in improving or hampering the creative thinking among learners. The findings have revealed that learners rely on their experience while presenting their attitude to an academic process.
Behavioral Questionnaire
Behavioral psychology has a long history because it allows the researchers to identify the main aspects of social cognition. Therefore, introducing behavioral questionnaires provides a greater understanding how individuals respond to certain factors (Rath et al., 2013). Introducing behavioral questionnaires to the participants of the study contributes to self-evaluation of performance and other characteristics.
Analysis of spatial intelligence is also crucial for understanding which skills, experiences, and abilities could be measured by means of behavioral questionnaire (Eliot & Czarnolewski, 2007). In particular, the fact that spatial intelligence influences human behavior is obvious because it allows the researchers to measure how participants could characterize and describe various objects.
Great Man Theory
According to the Great Man theory of leadership, people should have innate skills that will allow them to lead and manage the personnel. At this point, Cawthon, (1996) stresses that people should be born to be leaders although there is still the probability of acquiring new skills and experiences to become a good supervisor. In addition, understanding the main aspects of charismatic leadership provides new perspectives on successful management in a business setting (Wyner, 2009).
Management Transactional Theory
Efficient leaders should introduce specific programs for their subordinates to motivate and develop their self-interests. At this point, Othman et al. (2013) focus on the role of transactional management in enhancing organizational commitment of employees to prove that there is a positive correlation between those.
Organizational performance is also among the aspects that directly relate to transactional leadership. In particular, Hargis et al. (2011) underscore the positive influence of transactional leadership on employees’ engagement and job performance. Therefore, the potential results of the participants can also depend on the researchers’ leadership qualities.
Qualitative research
Credibility
The credibility of the questionnaires under analysis relies on the availability and objectivity of the participants involved into the interview. Therefore, due to the fact that all the proposed questions and tasks have been accurately measured, the given study could be considered valid.
Transferability
The level of transferability of the interview results is significant because the interviewee distinguishes between theory and practice, as well as realizes how various theoretical frameworks could be applied. In addition, the interviewee is fully aware of experience received in the course of employees’ management.
Dependability
With regard to the repeatability of the study, the participant relates to accepted rules and common theories and, therefore, the answers can be used in a broader context. In particular, the participant’s outlook on leading and managing the staff can be applied to improve the effectiveness of human resources management.
Confirmability
During the interview, the participant has managed to bring in a new perspective to the research, which also contributes to its theoretical and practical value. In particular, the interview refers to anecdotal situation taking place in the workplace.
Resource analysis
While listening to the interview record, it is possible to define the main goals, objectives, behavior and attitude of the participant. This is of particular concern to the job position, experience, motivation, and leadership skills.
In particular, while asking the question, the researchers have focused on behavior and reaction of the interviewees to various leadership tasks that should be performed in a team. Although the participant possesses sufficient leadership skills, he/she is aware of the fact that listening is an inherent component of successful interaction between a supervisor and their subordinates.
With regard to the records and the questionnaire, it is possible to define the correlation between responses with reliance on behavioral and situational theory. In addition, the respondent is also concerned with the inborn skills that leaders should possess; at the same time, the participant adheres to transformational leaders must constantly learn to communicate with employees. According to the interviewee, being a leader means constant fulfillment and improvement, leading to professional growth and development.
The results of the personality test have revealed that the interviewee is extravert, which is justified through the recorded interview. During the interview, the respondent was active and responded to each question in an elaborated way. Thinking patterns are also apparent, which is approved by the test, because the interviewee answered questions logically and consistently.
Analysis of situational and behavior questionnaires corresponds to the requirements and purposes of the qualitative research analysis. Nevertheless, the importance of behavioral analysis is emphasized because the questions have allowed the interviewers to identify the behavioral patterns. In general, the record provides an extensive overview of psychological and emotional analysis of the participant.
References
Cawthon, D. L. (1996). Leadership: The Great Man Theory revisite. Business Horizons, 39(3), 1-6.
Deinzer, R., Steyer, R., Eld, M., Notz, P., Schwenkmezger, P., Ostendorf, F., & Neubauer, A. (1995). Situational effects in trait assessment: the FPI, NEOFFI, and EPI questionnaires. European Journal Of Personality, 9(1), 1-23.
Eliot, J., & Czarnolewski, M. Y. (2007). Development of an Everyday Spatial Behavioral Questionnaire. Journal Of General Psychology , 134(3), 361-381.
Hargis, M. B., Watt, J. D., & Piotrowski, C. (2011). Developing Leaders: Examining the Role of Transactional and Transformational Leadership across Contexts Business. Organization Development Journal, 29(3), 51-66.
Isaksen, S. G., Lauer, K. J., Ekvall, G., & Britz, A. (2001). Perceptions of the Best and Worst Climates for Creativity: Preliminary Validation Evidence for the Situational Outlook Questionnaire. Creativity Research Journal, 13(2), 171-184.
Othman, J., Abdullahi Mohammed, K., & Lawrence D’Silva, J. (2013). Does a Transformational and Transactional Leadership Style Predict Organizational Commitment among Public University Lecturers in Nigeria?. Asian Social Science, 9(1), 165-170.
Rath, J. M., Sharma, E., & Beck, K. H. (2013). Reliability and Validity of the Glover-Nilsson Smoking Behavioral Questionnaire. American Journal Of Health Behavior, 37(3), 310-317.
Wyner, G. A. (2009). The “Great Man” Theory. Marketing Management, 18(1), 6-8.