There is no use denying the fact that the phenomenon of leadership is extremely important for society. Leaders are able to inspire people and make them follow a certain idea and achieve the needed result. That is why this issue is given great attention in the coherent society which is oriented on the high level of performance because of a great rivalry. Various companies and organizations try to choose the needed style of leadership, that could be used by top managers in order to increase the level of efficiency of workers and incomes of a company. Under these conditions, the question of transformational leadership becomes especially significant.
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The thing is that in the last several years, the idea that this approach to leadership can have a positive impact on the level or workers has been obtaining more and more popularity. That is why there is a great number of research papers which tend to prove or refute this idea. Moreover, in order to support their statements with clear evidence, researchers use various approaches and methodologies that could help them to obtain credible data. Nevertheless, it is possible to say that traditionally, scientists used positivist approach to the investigation of the sphere of human relations and the impact that various factors have on it as there was the idea that there were true answers that could be used to support a certain hypothesis of a researcher (Saleh n.d.a).
However, a deep investigation of sources is also needed to make a good hypothesis (Saleh n.d.b). That is why, scientists, who investigated the issue of human relations, their performance and the influence of some external factors on it, used to carry out an experiment in which various conditions were created for people and then the level of their performance was compared with the help of survey and objective showings, such as the number of final products or some other results.
To understand the peculiarities of the modern approach, it is possible to analyze several articles devoted to the investigation of this issue and cogitate about the methodology used there. Cha, Kim, Lee and Bachrach (2015) in their study Transformational Leadership and Inter-Team Collaboration try to find out the effects that transformational leadership has on a team and its ability to collaborate with other collectives. That is why they create a test model which allows researchers to monitor the functioning of a team and its performance. The results, obtained due to the implementation of this model, are compared with some traditional results, and the conclusion is obtained. Zhang, Li, Ullrich and van Dick used another approach in their investigation.
They conducted a survey in order to determine the influence, that transformational leadership had on common workers of a company and, having analyzed the obtained results, came to the conclusion that it can have the positive impact on the workers (Zhang et al. 2013). Finally, Rode and Wang in their paper “examined relationships among transformational leadership, employee identification with the leader, innovative climate, and employee creativity in a diverse sample of 212 employees and their immediate supervisors from 71 workgroups representing 55 organizations” (Rode & Wang 2010, p. 1105). The results of this survey were analyzed with the help of multi-level linear analysis. With this in mind, it is possible to conclude that a relatively new approach was used by the researchers who tried to determine the interrelation between the transformational leadership and creativity of workers.
With this in mind, having analyzed the existing methods used by various researchers, it is possible to make a conclusion that the given research problem is quite topical and there are many various approaches for its investigation. Thus, resting on the information obtained from the analysis, it is possible to say that creation of a test model which should simulate two various approaches towards leadership and further analysis o the data with the help of surveys could be taken as the most efficient and powerful remedies that could provide credible data for the investigation. The test model will create the environment with the transformational approach to leadership and with some additional ones. Under these conditions, participants of the study will be able to feel the difference in approaches which could be determined by the level of their performance. Moreover, the survey, conducted after the experiment, could help to monitor all changes.
Resting on these facts, it is possible to say that nowadays, there are many various approaches to the investigation of the sphere of human relations and various factors which have a great influence on it. Traditionally, approaches are chosen in accordance with the aims of the study and the hypothesis made by a researcher. Moreover, nowadays, scientists try to use the method that could provide the most credible information. With this in mind, it is possible to say that in terms of the issue Transformational Leadership and its Impact on Employees’ Performance the methods that could help to determine its impact and characterize it should be used. That is why the creation of the test model and the survey among the participants of the experiment could help to prove or refute the hypothesis that the usage of transformational leadership by top managers can increase the level of employees performance.
Cha, J., Kim, Y., Lee, J & Bachrach, D 2015, ‘Transformational Leadership and Inter-Team Collaboration. Exploring the Mediating Role of Teamwork Quality and Moderating Role of Team Size’, Group Organization Management, vol. 40, no. 6, pp.715-743. Web.
Rode, J & Wang, P 2010, ‘Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climate’, Human Relations, vol. 63, no. 8, pp.1105-1128. Web.
Saleh, M n.d.a, Designing Management Research.
Saleh, M n.d.b, Reviewing the Literature.
Zhang, X., Li, N., Ullrich, J & Dick, R 2013, ‘Getting Everyone on Board. The Effect of Differentiated Transformational Leadership by CEOs on Top Management Team Effectiveness and Leader-Rated Firm Performance’, Journal of Management, vol. 41, no. 7, pp. 1898-1933. Web.