1. Home
  2. Samples List
  3. View

Sample paper

Running heading: 1
Abstract
This study is significant in determining the effectiveness of the transformational leadership in
implementation of the strategic plan and distinguish between the role of the transformational
leadership and transactional leadership in influencing the middle managers. Through this study,
different ways of achieving the strategic plan in an organization are determined. There will be serious
managerial implications of the study, such as serving as a guide to leaders, regarding the leadership style
to adopt, to achieve specific strategic goals, and enhance knowledge sharing.
The nature of leadership embraced in an organization, directly impacts on the successful
implementation of a strategy. The employee performance is influenced by the leadership style
embraced. Where transformational leadership is employed, the employee motivation, creativity, and
innovation are higher (Elbarbari & Alalfy, 2015). This is unlike where the transactional leadership is
employed, and the performance of an employee is limited to the rules, and regulations set forth.
Transactional leadership works through a system of rewards and punishment, which does not work to
the interests of the strategic goals (Antonakis & House, 2014). The effectiveness of the transactional
leadership, is undermined by its very nature of leading.
Keywords: Transformational. Transactional, Leadership, Empowerment.
1. Introduction
Acquisition of higher education avails more opportunities for individuals in the economy. The
modern economy has moved to manufacturing and processing functions which require high expertise or
skilled individuals. Higher education is the only institution that offers these skills to individuals. Higher
education also provides a platform for learners to connect with more people with a diversified
background (Altbach & Knight, 2007). These social connections are essential in job markets and
exploration of other life opportunities. In addition, higher education institutions are major institutions of
research, from which new remedies and innovations are to the benefits of the economy in areas of
physical and social sciences.
In an organization, change and new strategy are very important. Embracing changes in an
organization help improve organization performance where production has been found to decline. The
markets served by organizations is very trendy, hence organizations need exercise flexibility in their
portfolio practices. It is in this regard that new strategy is significant. Through a new strategy, the
company can better understand their industry as well as itself. Adoption of a new strategy is ideal for
helping a company to better understand what is happening around and as such form the foundation for
its growth in a changing world. A new strategy is essential for the sustainability and success of an
organization because it helps create both vision and direction of an organization. By formulating a new
strategy, the organization staffs can better understand their purposes in the organization, where they
are destined and the course to follow.
Leadership embraced in an organization, determines the success of the new strategy. For
example, the transformational and transactional leadership greatly correlates, and contribute to the
overall success of a strategy. The two leadership styles relate in that, while transactional leadership
work within the goals established in the organization, the transformational leadership tends to be more
future-oriented, and challenges the status quo (Van Eeden et al., 2008). Further, the transactional
leadership style, enforces the existing policies, goals, and plans in the organization, ensuring total
compliance by use of punishments and rewards. The transactional leadership, thus enhance
achievement of the new strategy in the long run. On the other hand, the transformation leadership
focuses on the future, such that the staffs are made to better understand the organization vision and its
values. Both the transformational and transactional leadership, significantly contribute to the
achievement, success, and implementation of the new strategy.
From a management point of view, empowerment is a process in which, organizations adopt a
management practice information sharing, effective reward system as well as power, such that the
employees can make decisions, and solve problems in the organization, with their leaders or while on
their own. Through empowerment, the employees get job satisfaction, improve their motivation to
work, and become more accountable for their roles (Chiang, & Hsieh, 2012). Once a company embraces
a new strategy, the next important step is strategy implementation. Strategy implementation comprises
of activities in the workplace that are aimed at helping an organization to better manage the activities
associated with an effective delivery of the organization's strategic plan. To achieve success in the
strategy implementation, empowerment is done at different levels in the organization. For example,
middle management empowerment helps in the success of the implementation strategy in that, middle
managers are given the authority take control of the middle-level management decision, engage their
creativity and solve any emerging problem to the success of the strategic plan. Where middle managers
are not empowered with skills and resources, implementation of the new strategy is bound to fail.
Literature denotes that, a publication gap exists in this field, given the fact that, the past
scholars focused on studying the concepts of empowerment, leadership and strategic plan
independently. There is little comparison evidence into how these concepts influence one another in
practice, hence giving us a significant area of study. Thus, in this study, we focus on the transformative
and transactional leadership, empowerment influence on the two leadership styles, and then denotes
their impacts on the success of implementation strategy. Some of the key research gaps eminent in the
literature, comprising of Salih and Mubaideen in 2008 who conducted studies on administrative
leadership that looked at transactional and transformational leadership and its impacts on the
implementation of strategic objectives (Alsheleh, 2016). Also, very little research has been done on the
implementation of strategic management in education across countries. Finally, so far, there is no
research that has been done relating to the relationship between empowerment and success of
implementation of a strategy in an organization.
This study will have a significant contribution to not only the existing literature on the subject
but also on the effectiveness of organizations in meeting their strategic plan. The study will form a very
strong foundation for effective management practices, which organizations can put into consideration in
a bid to achieve the intended performance levels. The study, will emphasis on the need for higher
education, which will be an essential asset in the adoption of strategic social, economic and political
development agenda for nations seeking growth and development in leadership and management.
Organization leaders will find a guide into which leadership style to embrace in their organization since
this study will explore the contribution of the transactional and transformative leadership styles in
realizing the effectiveness in the successful implementation of strategic plan.
2. Study objectives and Hypothesis
This study aims at establishing the role of transformational and transactional leadership in the
achievement of the strategic goals in an organization. In a bid to achieve this aim, the following
objectives are to be accomplished;
● To determine the effectiveness of the transactional leadership in the successful implementation
of the strategic management goals.
● To determine, the effectiveness of the transformational leadership in the implementation of the
strategic management plan.
● To distinguish between the transformational and transactional leadership styles, which of them
will empower the middle management staffs.
Several hypotheses were developed in this study, they are
● H1: The transformational leadership style is significantly more effective in the successful
implementation of strategic management than the transactional leadership style.
● H2: With the transformational leadership style, middle manager empowerment will be
significantly more effective in successfully implementing strategic management than
Transactional Leadership style.
3. Literature review
3.1 Leadership Style
Leadership embraced in an organization, determines the success of the new strategy. For
example, the transformational and transactional leadership greatly correlates, and contribute to the
overall success of a strategy. The two leadership styles relate in that, while transactional leadership
work within the goals established in the organization, the transformational leadership tends to be more
future-oriented, and challenges the status quo (Van Eeden et al., 2008). Further, the transactional
leadership style, enforces the existing policies, goals, and plans in the organization, ensuring total
compliance by use of punishments and rewards. The transactional leadership, thus enhance
achievement of the new strategy in the long run. On the other hand, the transformation leadership
focuses on the future, such that the staffs are made to better understand the organization vision and its
values. Both the transformational and transactional leadership, significantly contribute to the
achievement, success, and implementation of the new strategy.
Transformational Leadership Practices
According to Burns (1978), Transformational leadership is the progression of studying shared
goals through the shared appointing of subordinates and leader’s inspirational foundations to achieve
the transformation that can be viewed when subordinates and leaders develop each other to a greater
degree of right and inspirational doings. Leaders attempt to show five behavioral constituents identical
with transformational leadership practices. These fives constituents were addressed by Bass and Avolio
(2004) that incorporate;
A. Idealized attributes
This constituent's concern the trust and respect that subordinates have for their leaders
notwithstanding the leader’s confidence, strength, and charismatic (Bass & Avolio, 2004). It is the
attribution the subordinates offer to their front-runners (Aydogdu & Asikgil, 2011).
B. Idealized behaviors
Drawing from Antonakis et al. (2003), Idealized behaviors involve enigmatic doings of the
leaders that are grounded on dogmas, sense of mission and values. Such character permit leaders to act
as role models for their subordinates. Moreover, they respect, trust and admire their leaders and desire
to follow their actions. The subordinate staffs hold that their leaders have unusual abilities,
determination, and persistence. According to Bass & Riggo (2006), leaders who portray idealized
character desires to take perils and are unswerving and can be relied upon to complete their tasks as
they show great values of moral and ethical behavior.
C. Inspirational Motivation
According to Avolio & Bass (2004), Inspirational motivation is the drive established by front-
runners when they provide ideas and express a desirable prospect and build labor as team optimism and
heartiness. Such leaders incorporate their juniors by precisely conveying expectations they are supposed
to accomplish and control promise to goals and a mutual vision. The front-runners are also capable of
embracing a captivating idea (Bass & Riggo, 2006).
D. Intellectual Stimulation
According to Avolio & Bass (2004), front-runners who inspire juniors to exercise creative
thinking disseminate rational stimulation. For instance, leaders who embrace transformational
leadership motivates creativity and innovation by arguing about assumptions, reformulating the
problems, and controlling the previous condition in new forms. Similarly, the intellectual stimulation
constituent is exposed to new thoughts and the discovery of innovative resolutions to problems with the
juniors who are incorporated in the procedure of providing solutions to issues and generating answers.
In case the juniors make errors, such front-runners do not censure them because they may have
innovative or distinct thoughts (Bass & Riggo, 2006).
E. Individual consideration
Front-runners show individual consideration by helping the subordinates to accomplish their
goals, train or coach them (Bass & Avolio, 1994). For example, leaders listen to each subordinate
requirement for achievement and growth. Individual consideration occurs when new knowledge
chances are produced in a cooperating and supportive environment. According to Bass & Riggo (2006),
leaders are also in a position to delegate duties as a way of developing subordinates and monitoring
whether the subordinates require additional support or guidance and to evaluate the growth.
Nevertheless, there is the opposite side of transformational leaders. Transformational leaders
may lack perspective and discernment, which may make them generate unlikely ethical conduct within
their institutions. Indeed, such front-runners may be excessively egotistical and self-centered, which
may likewise enhance them to command juniors toward uncertain goals (Giampetro, 1998).
Transactional leadership style
This type of leadership style concentrates on encouraging subordinates with a system of
rewards and punishment. Drawing from Bass (1985), transactional leaders function within the existing
culture or system, avoid perils, are attentive on time limitations and productivity and usually favor a
course over constituent as a way of preserving management. Indeed, in this leadership style, the
prominence is on the function of an institution, group performance, and supervision. According to
Odumeru & Ogbonna (2013), it is a leadership style in which the forerunner propagates the respect of
their juniors through rewards and punishment. The difference between transactional leadership style
and transformational leadership style is that in transactional style leaders are not demanded to have a
perspective that transforms the future of the institution unlike in transformational style. As such,
transactional leaders take their subordinates’ duties to find errors and variances. This type of leadership
is effective in emergency and crisis events and well as when projects require being performed in a
certain way (Odumeru & Ogbonna, 2013).
According to Burns (1978), transactional leadership concerns a trade-off between subordinate
and leader. Subordinates acquire reward such as prestige and wages when the leaders are pleased with
their work. The concepts of transactional leadership began with the notion that the leader-subordinate
associations are founded on the sequences of trade-off or implied transaction between subordinates
and leaders (Hartog, Muijen & Koopman, 1997).
Odumeru and Ogbonna (2013), defined two ways in which some characteristics of transactional
leaders can be defined into;
First, transactional leaders utilize punishment and rewards to acquire compliance from their
subordinates. What it means is that these front-runners are extrinsic promoters who provide negligible
compliance from juniors. Such leaders admit organization, goals and the beliefs of the organizations and
appear to be ordinance and action leaning.
Subsequent, transactional front-runners are always prepared to operate in the interior the
existing organizations and bargain to achieve goals of the organization. Such leaders appear passive and
characters associated with creating the criteria for upholding the status quo and rewarding the
subordinates which are based on the management by exception and contingent rewarding. Contingent
reward provides rewards psychological and physical for effort and acknowledges exemplary
performance. For instance, it involves rewarding good results, giving incentive and defining reward
contingencies (Yulk, 1999). The system also concerns recognizing followers. On the other hand,
management by exception permit leaders to uphold their existing situation. As such, leader intervenes
when workers are not working at the allowable levels and initiate corrective action to improve
performance. According to Malos, (2012), such action assists the organization to reduce the manager’s
workloads as their interventions are only needed when the workforces deviate from their course.
3.2 Implementation of Strategic Management
According to Alexander (1985) successful application concern safeguarding different
implementation issues from happening in the initial place. It also concerns taking hasty action to resolve
and address issues that happen (Alexander, 95, p. 97). Taking into consideration the barriers
encountered during the execution of strategic management highlighted in Table 1, the investigators
discovered that what makes the strategies of an institute to fail or to succeed relies on resolving barriers
related to the following aspects; organizational issues, individual issues managerial issues and Planning
consequences. (Alashloo, Castka, & Sharp, 2005; Alexander, 1985, 1991; Al- Ghamdi, 1998; Köseoğlu,
Barca, Karayormuk, & Edas, 2009; Jiang & Carpenter, 2013).
A. Planning consequences
Various researchers have acknowledged openly or ultimately that the prosperity of strategic
execution is, to begin with, a suitable articulated plan by establishing strategic goals that are
determinable in the course of a given period (Alexander, 1985, 1991; Al-Ghamdi, 1998; Alashloo,
Castka, & Sharp, 2005; De Feo, & Janssen, 2001; Köseoğlu, Barca, Karayormuk, & Edas, 2009). Also,
according to Alexander (1991), the formulated notions must be fundamentally sound instead of just
being carefully strategized. What it means is that a strategy must map to the institution, service or
industry and certain circumstance. No additional period and effort consumed on execution can provide
a solution to a strategic resolution that is not properly articulated to start with (Alexander, 1991;
Köseoğlu, Barca, Karayormuk, 2009). In fact, the fruitful execution of strategic management also
incorporates performing the things that assist nurture realization.
B. Organizational Issues
Fruitful execution of a plan is to ensure that structural abilities are well-matched with the
structural structure, abilities of workers, assets, and rewards utilized to inspire workers (Alexander,
1991; Noble, 1999; Sterling, 2003). Many researchers concentrated on message due to the fact that
strategies must be well comprehended by workers before any action is applied.
Two-way communication between workers and managers is significant as is resulting in
understanding the strategy, hastily response and right response
Drawing from Alexander (1985), top-level executive must give enough resources such as funds,
technical expertise, time and knowledge, especially recruit new workers and train the existing ones to
assists implement the new strategy.
Managers were also urged to concentrate on completing roles among workers and department
that result in working hard as a team. It means that successful execution is grounded on harmonization
among workers and through duties (Alashloo, 2005; Atkinson, 2006). Achievement also means the scope
to which data structures and physical abilities are used which ease the execution of strategic
administration.
C. Managerial issues
It is recommended that a strategy should be suitable and fit for executives executing the
practice. According to Alexander (1999) and Noble (1999), the strategic agreement between the
managers might have an impact on success. As such, leaders must act as a resource by portraying
operational back up for the plan and being devoted to assisting during the period of execution
(Alexander, 1999). However, in both public and private institutions, the implementation of strategic
planning is likely to succeed with the absence of effective backup of administrators (Al‐Omari &
Salameh, 2009). According to Bungay & Gold (1991), a successful application requires the creation of
strategic mechanism systems that certify the quantity of energy established in communicating lengthy
and documented strategic plans deduced into the act.
D. Individual Issues
Drawing from Aaltonen (2002) and Thomson (2006), successful implementation of a strategy
relies on the institution’s personnel and the establishment of abilities and skill. A growing opening for
effective strategy execution is also grounded on decreased resist transformation among scholars.
Therefore, front-runners must acknowledge the confrontation between workers (Alexander, 1985).
Some scholars decline to launch a new strategic due to their concern about their abilities' failure that
may influence move their reputation (Jiang & Carpenter, 2013). Typically, successful implementation of
strategies concerns matching how well all workers comprehend the strategic lint to their task and the
tactical image. (Aaltonen & Ikävalko 2002; Alexander, 1985; Alghamdi, 1998).
3.2 Leadership style and Strategy Implementation
Strategic management is defined as “The art and science of formulating, implementing, and
evaluating cross-functional decisions that enable an organization to achieve objectives” (David, 2009
p.8). Leadership, on the other hand, is measured in terms of creating an enabling environment through
which visions can be achieved and goals accomplished (Richard and Engle, 1986, p.206). The relationship
between leadership and strategic management therefore proves very critical. Thus, leaders are required
to apply their skills in implementing strategic management processes and accomplishing their duties.
Similarly, Thompson, Gamble, and Strickland (2006) hold the opinion that strategy implementation
presents managers with two hard questions. First, what part of strategy implementation directly rests
upon their shoulders and thus counts are their basic responsibility. Secondly, what tasks they have to do
to get tasks accomplished efficiently and effectively.
In further relating leadership to decision-making, Noble (1999) notes that the leadership style of
senior managers heavily influences vital elements like decision-making and delegation of authority.
Noble (1999) further discusses the ties between business unit strategies, professional attributes of
managers and the effectiveness of strategy implementation. He opines that good strategies are
pointless if lack skillful implementation plans accompanying them. Elsewhere, it is reported that
inadequate leadership skills amount to over 50% of formulated strategies being affected (Hornsby &
Warkoczeski, 2000). The duo established close ties between leadership qualities and strategic
management and decision-making, thus proving that insightful leadership is a key element in the
implementation of strategies. From the above observation, it is wise to note that successful strategy
implementation is only possible if there is a sound leadership, able to make efficient decisions and
further provides oversight to make sure they go in line with the organizational objectives.
There is no universally agreed style of leadership, as different situations call for particular
leadership styles (Al-Khasawneh & Futa, 2013). Khan, Khan, Qureshi, Khan, Jan, and Khan (2015) agree
that a good leadership style is the one which is accommodative and involved all entities in decision-
making. (p.48). Furthermore, Hitt (1988) also adds that good leadership cannot be fitted into one
description, but is rather the one that is dynamic and flexible. In the same breath, Magrath and Hitt
(1988) agree that leadership styles are not fixed to particular definitions. Also, Smith and Piele (2006)
conform to the argument that each style of leadership implies different ways through which the leader
interacts with people, oversees decision making and administers power (p. 77).
McCleskey (2014) argues that transformational leadership is the one which influences changes
in individuals or social systems. It plays a significant role in creating values and norms, such that the
individuals get transformed into leaders rather than followers. Transformational leadership thrives on
many strategies aimed at motivating and emotionally elevating individuals thus giving them a sense of
identity and belonging to the organization. Contrarily, transactional leadership is the one that centers on
value and culture of an organization. This form of leadership works better in a system where creativity
and innovation are discouraged (Birasnav, 2014). Here, people work under instructions to meet the day
to day objectives of the organization.
Evidently, transformational leadership often plays a more significant role in comparison to
transactional leadership. Since different managers employ different techniques to achieve the set goals,
innovation is often applied and people are motivated to work. On the other hand, leaders in a
transactional leadership pattern usually take mechanical positions, with most focus on the
contemporary workflow (Hamsra et. Al., 2014). Transactional leaders are known to use a wide range of
strategies to motivate the employees and see to it that they accomplish their day to day activities to
expectations and beyond. Normally, under transactional leadership, performance is exchanged for a
reward. Then, the leaders, concentrate on the smooth running of the daily activities in the organization
and barely look at the broader picture since specialization is common in such settings. As with
transactional leadership, the internal affairs of an organization, are the center of focus of the leaders.
Salih and Mubaideen (2008) studies transactional and transformational leadership within the
Jordanian Ministry of the Environment. The investigation included 13 industrial companies. The result
demonstrated that transformational leadership yielded more productivity than that witnessed in
transactional leadership style. The same observation corresponded in the success in implementation of
the developmental plans in the ministry.
Both styles of leadership have features that uniquely contribute to meeting the strategic and
managerial demands of firms and the associated productivity, and thus have an overall effect on the
extend and success of achievements of strategic goals. As a result of the variations, competitiveness
normally builds up.
Williams and Clowney (2007) hypothesize that the top management in any organization is in
direct position of affecting policy making in higher education. It then follows that, minus properly drawn
strategic management plans, effecting any positive changes in higher education is impossible. Likewise,
effective and favorably competent leaders, not just any other leaders, are required to effect the
aforementioned strategies into the completion stage. In a nutshell, Clowney (2007) is trying to illustrate
that for proper realization of change, good plans go hand in hand with visionary leaders.
3.2 Leadership and empowerment
Empowerment expression is not a new concept. Ever since 1788, empowerment has been often
defined as the entrustment of power and privilege in an organization (often vertically through
hierarchies). It, therefore, follows that employees are encouraged to accept responsibility, in what is
alternatively considered as accountability. Grove (1991) pointed to the conventional dictionary
definition, which is inclusive of entrusting authority to officers at a junior level. However, empowerment
is a multidimensional entity. Gonds (1990) expounds it further by explaining that empowerment refers
to delegating the leadership privileges, such as decision-making, contrary to conventional perspectives
whereby it is unnecessarily accompanied by expressions such as prostration, alienation, and
powerlessness.
Salaighe (2012) demonstrates how difficult it is to define empowerment for different classes of
people in different leadership situational contexts. However, all definitions of empowerment will agree
on primary grounds of decentralization of giving employees more leverage and consequently holding
them liable of their actions. Thus, the fundamentals of empowerment in leadership are allowing
employees work with intrinsic motivation, psychological empowerment, and adoption of a
transformative mindset in carrying out tasks.
Ultimately, transformational leadership yields more productive systems (Zaersabet, 2013). To
further assert this thesis, Mills &Ung Son (2003) and Pardo Del Val &Lloyd (2003) jointly associate
transformational leadership with successful evolution of organizations and associated structures.
Likewise, transformational leadership considered an importance coefficient of exchange, citing the role
it plays in bridging leader and employee statuses for the common good in the organization
(Eisenbesisetal, 2008). By emotionally committing the employees to the firm, transformational
leadership invokes corporate loyalty and thus boosts esteem in the whole workforce. In turn, a
favorable platform for effective supervision and power sharing is provided, promoting support and co-
operation (Chan et. Al., 2008). In conclusion, it is thus affirmative to say that leadership goes hand in
hand with strategy implementation and that transformational leadership is more valuable as compared
to transactional leadership.
3.3 Strategy Implementation and Empowerment
Empowerment to an employee or manager is the process of giving them the autonomy in
decision making. Through the empowerment of the managers, the managers embrace creativity and
improve their performance in the departments (Fernandez & Moldogaziev, 2015). This is made possible,
because they get a clearer picture of what they need to achieve, the goals, and exercise higher degree of
autonomy in decision making. Appelbaum et al., (2015) denoted that, empowered managers tend to be
more effective in the strategy implementation. What empowerment does to an employee is mainly to
improve their productivity in that, they spend less time in making decision, minimal time wasting in
consultation, and they quickly get the things into perspective through their creativity.
4. Theoretical Background
The dynamic capability view of a firm is the ability of an organization to integrate, reconfigure as
well as build both the internal and external competence, such that they easily address the trendy
environment from which they operate (Easterby‐Smith et al., 2009). The view of the dynamic capability
theory is that firms should use their resource base, to build long-term competitive advantage. By using
the contemporary competency in a firm, the firm should make use of the short-term competitive
positions, to gain the long-term competitive edge in the market. For a firm to overcome the challenges
in the changing environment, the employees need to be a fast learner to build strategic assets needed.
Such assets may include such as technology, customer feedback as well as reconfiguration of the
contemporary strategic assets.
The application of the dynamic capability view of a firm is coupled with the leadership embraced
in an organization. For example, for the employees to embrace new ideas and position themselves in a
manner that they can counter the dynamic market environment for the organization to gain a
competitive advantage, autonomy is of the essence. The transformative leadership style would be
considered effective in enhancing creativity and innovation of each individual employee (Engelen et al.,
2015). The managers will need to be empowered, to reconstruct their decisions, to come up with most
effective solutions to the environmental dynamism.
The upper Echelon theory, mainly denotes that, organizations reflect the top executive
management leaders. The characteristics of an organization leadership defines the outcome of such an
organization (Minichilli et al., 2010). The powerful actors in an organization, set the organization culture,
values and norms, and the employee attitude and performance. The top echelon executive managers
are the business leaders, whose leadership style influence the performance of the rest of the
organization. Short-sighted leaders, or the transactional leaders, may undermine the long-term growth
of the organization, by failing to position the organization in a manner to counter the future business
environment or competition. On the other hand, if the upper echelon leaders embrace transformational
leadership, the long-sighted leadership, the organization tend to be future-oriented, thereby countering
the future challenges in the operating environment.
5. Conceptual Framework
This research will examine the relationship between leadership style and effective strategy
implementation. The conceptual framework proposed a new dimension to examine the effect of the
mediation which is the middle manager empowerment on the relation between dependent and
independent variables in figure 1. The suggested conceptual framework gives the ability for top
management in higher education institutions to adopt leadership style that contributes positively in
strategy implementation. Also, this conceptual framework draws the attention of top management
toward empowerment to implement strategy more efficiently and more effectively. The strategy
implementation success and failure depend mainly on the choice organizational change strategy, which
influences employee’s motivation. A new model brought together the advantages of previous
frameworks and addresses their drawbacks in the literature.
6. Methodology
This quantitative study will use a multi-step procedure design to collect data to answer the
research questions and test hypotheses. The study instrument included self-administered questionnaire,
the questionnaire consisted of demographic characteristics of the mangers and 3 domains. The
independent variable is leadership style. This study focused specifically on two leadership styles:
transactional leadership style and transformational leadership style. The dependent variable is effective
strategy implementation. to identify the role of empowerment in the relationship between leadership
style and effective strategy implementation in the higher education at UAE. We propose that
empowerment mediates the relationship between leadership style and effective strategy
implementation.
The reason for using a quantitative approach was that most of studies that investigated these
variables followed this approach. In addition, using a quantitative approach prevents bias from entering
into the results of the study, limits the possibility of alternative explanations, and makes the findings
generalizable and repeatable (Creswell, 2013).
Transactional leadership style will characterize by two variables. They are contingent reward
and active management-by-exception (Bass & Avolio, 2014). Contingent reward identifies leaders who
were able to reward subordinates’ accomplishments (Avolio & Bass, 2004). Active management–by–
exception focuses on high scoring leaders to determine their commitment levels, compliance standards,
inefficient performance behaviors and sanctions for not respecting set standards for carefully
monitoring deviations, mistakes and errors and implementing quick and thorough corrective measures.
Leaders practicing an active management-by-exception use a transactional leadership style to avoid
mistakes and accomplish objectives (Avolio & Bass, 2004). Transactional leadership style in this study
was measured using the Multifactor Leadership Questionnaire (MLQ). It uses a five-point Likert scale
where four indicates frequently if not always, and zero indicates not at all. The maximum score is 40. A
higher score indicated frequent transactional leadership behaviors whereas a low score indicated an
absence of transactional leadership behaviors.
The transformational leadership style is characterized by five variables which include idealized
attributes, idealized behaviors, inspirational motivation, intellectual stimulation, and individualized
consideration. Idealized attributes refer to the respect and trust that subordinates have for leaders
(Avolio & Bass, 2004). Idealized behaviors refer to “charismatic actions of the leader that are centered
on values, beliefs, and a sense of mission” (Antonakis, Avolio, & Sivasubramaniam, 2003, p. 264).
Inspirational motivation is created by leaders when they offer vision and articulate an attractive future.
Intellectual stimulation is created by leaders who encourage subordinates to practice critical thinking
(Avolio & Bass, 2004). Individual consideration is displayed by leaders working to help subordinates
develop and achieve objectives and helping them grow by acting as a coach or mentor (Bass & Avolio,
1994).
Transformational leadership style was measured using the Multifactor Leadership
Questionnaire. It uses a five-point Likert scale where four indicates frequently if not always and zero
indicates not at all. The maximum score was 100. A higher score indicated frequent transformational
leadership behaviors whereas a low score indicated an absence of transformational leadership
behaviors.
26
The target population of this study consisted of senior and middle managers at higher education
sector. Random sampling technique will be taken from the above-mentioned sector. The study sample
will be calculated by PS software version 4.0.43, it is consisted of 100 senior and middle managers from
the above-mentioned sector.
The respondents of this study have to answer the questionnaire on a Likert scale (Strongly
Disagree = 1 Disagree = 2, Neutral = 3, Agree = 4, and Strongly Agree = 5). All the questions have positive
answer; there were no negative and vague questions. The researcher was committed to all ethical
considerations required to conduct this study, ethical approval was obtained from the ministry of higher
education, to carry out the study, a letter of approval was obtained from the above-mentioned sector to
conduct it. Also, an informed consent was obtained from all respondents to fill up the questionnaire.
Once the data will be available, it will be analysed for both consistency in terms of validity and reliability.
Factor analysis will conduct for empowerment and effective strategy implementation. Statistical
methods that have been used include:
1. Factor analysis will conduct for the empowerment and effective strategy implementation to ensure
that the items are categorized under various sub-categories which formed the constructs.
2. To check the internal consistency (reliability) Cronbach’s Alpha will be conduct.
3. Descriptive statistics such as frequencies, mean, standard deviations and percentages.
4. Multivariate analysis was used by multiple linear regression to determine which independent
variables (factors) affect the implementation of effective strategy. Results were presented with beta
coefficients, adjusted odds ratio with 95% CI and repetitive p- value. However simple liner
regression will be used to test the mediation role of empowerment on the relationship between
leadership style and effective strategy implementation.
27
All of these analyses will be performed using SPSS, a statistical software tool.
7. Expected Findings
Based on the literature review, some of the expected findings from this study are that
empowerment is a crucial tool in promoting the implementation of a strategy in an organization. Where
middle managers are empowered, they exercise a lot of autonomy which contributes to their increased
productivity (Conway & Monks, 2014). The transactional leadership involves more of directing of the
followers, by a way of appealing to their interest to achieve the ultimate daily target in an organization.
Transactional leaders draw their power from the structural authority in an organization, and the
followers are limited to doing what has been instructed by the transactional leader only. While the
achievement of the strategic goal is dependent on the effectiveness of the performance of the daily
activities in an organization, the transactional leadership does not position the organization in a manner
to target the goals, however, their day to day activities forms the foundation to ultimate success in the
adoption of the strategic goal. The transformational leadership is more effective in not only
implementation of the strategic goal, but also in setting up the pace to its realization.
The transactional leadership does not offer any incentive to inspire workers to perform beyond
their basics (Mittal & Dhar, 2015). The system of rewards and punishment used by the transactional
leadership undermines not only the individual commitment to work but also the extent of their
contribution. Followers under the transactional leadership, perform only that which will help them not
be penalized as opposed to the followers in the transformation leadership. The transformational
leadership has a direct relationship with the team performance in an organization. To improve the
performance of the organization especially in the implementation of the strategic plan, transformational
28
leadership should be imposed as opposed to the transactional leadership. The adoption of transactional
leadership style could potentially improve the follower adherence to rules, regulations and business
standards, at the expense of individual creativity and this could be detrimental to the implementation of
a strategic plan (Breevaart et al., 2014). In an evolving work environment, the transactional leaders tend
to be less effective, because they stick to business models and practices even when they are out of date.
8. Managerial Implications
This study is essentially crucial in enhancing the understanding of the role of the transactional
and transformational leadership in an organization. Through the knowledge generated in this study,
leaders will be compelled to use the leadership style that best suits their organization. For example, a
business operating in a very dynamic environment will be compelled to adopt the transformational
leadership to enable them to remain relevant. Basically, these study findings will serve as a guide to the
business management in establishing the appropriate leadership style.
Another managerial implication is that the leaders will be able to adopt a leadership style that
contributes to increased employee motivation. The management of any business seeks high productivity
level of the employees, which often becomes the monthly struggle in most businesses (Oswald et al.,
2015). As such, this study will serve to enrich the leaders, on stress-free strategies for motivating
employees and achieve higher productivity levels. Through this study, any leader who would like to
impact positively on the organization performance will find it useful.
29
Wirtz, et al., (2016) explained that it is the objective of any business to remain relevant in the
contemporary very dynamic environment. This study implies to the management that, to survive in the
very volatile and competitive business environment, appropriate business leadership should be
synonymous with the business. In a dynamic business environment, business leadership needs to be
sensitive to the changes and the challenges it presents. As such, this study serves to aid the leaders in
making choices regarding which business leadership model to embrace, to survive in the competitive
and dynamic business environment.
9. Conclusion
The transactional leadership relates to the adherence to rules, regulations, and policies in an
organization, emphasizes on a strict delivery of the daily activities as stated. The transformational
leadership, is future-oriented since it focuses on the ways to motivate, inspire and enhance employee
creativity and innovation. Transformational leadership is more effective in the implementation of a
strategy in an organization than the transactional leadership. The transactional leaders draw their power
and authority from the position they occupy in the business structure.
Empowerment helps the middle managers to adopt autonomy in decision making, which not
only increase their efficiency and effectiveness but also their morale. Empowerment is the process of
increasing the level of autonomy of managers in decision making. The upper echelon characteristics
reflect the outcome of the organization. The dynamic capability is the ability of an organization to
integrate, reconfigure as well as build both the internal and external competence, to address the
30
challenges related to the dynamism in the business operating environment. This study will guide
business in deciding which leadership model best suit their needs and targets.

Place new order. It's free, fast and safe

-+
550 words
Total price: $ 15.00

Our customers say

Customer Avatar
Jeff Curtis
USA, Student

"I'm fully satisfied with the essay I've just received. When I read it, I felt like it was exactly what I wanted to say, but couldn’t find the necessary words. Thank you!"

Customer Avatar
Ian McGregor
UK, Student

"I don’t know what I would do without your assistance! With your help, I met my deadline just in time and the work was very professional. I will be back in several days with another assignment!"

Customer Avatar
Shannon Williams
Canada, Student

"It was the perfect experience! I enjoyed working with my writer, he delivered my work on time and followed all the guidelines about the referencing and contents."

  • 5-paragraph Essay
  • Admission Essay
  • Annotated Bibliography
  • Argumentative Essay
  • Article Review
  • Assignment
  • Biography
  • Book/Movie Review
  • Business Plan
  • Case Study
  • Cause and Effect Essay
  • Classification Essay
  • Comparison Essay
  • Coursework
  • Creative Writing
  • Critical Thinking/Review
  • Deductive Essay
  • Definition Essay
  • Essay (Any Type)
  • Exploratory Essay
  • Expository Essay
  • Informal Essay
  • Literature Essay
  • Multiple Choice Question
  • Narrative Essay
  • Personal Essay
  • Persuasive Essay
  • Powerpoint Presentation
  • Reflective Writing
  • Research Essay
  • Response Essay
  • Scholarship Essay
  • Term Paper
We use cookies to provide you with the best possible experience. By using this website you are accepting the use of cookies mentioned in our Privacy Policy.