Does leadership style affect staff recognition performance in generating the appropriate response for the leader?

By



ACKNOWLEDGEMENTS

My thanks go out to all who have helped me complete this study and without whom this project may have not been possible. In particular, my gratitude goes out to friends, facilitator and family for extensive and helpful comments on early drafts. I am also deeply indebted to the authors who have shared my interest and preceded me. Their works provided me with a host of information to learn from and build upon, also served as examples to emulate.

DECLARATION

I, (Your name), would like to declare that all contents included in this thesis/dissertation stand for my individual work without any aid, and this thesis/dissertation has not been submitted for any examination at academic as well as professional level previously. It is also representing my very own views and is not associated with anyone.

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ABSTRACT

This study will highlight the essence of leadership is the ability to positively influence others. In this study leadership qualities are discussed. The study will talk specifically about the transformational and transactional leadership. Both the leadership style are taken into consideration because it will help to highlight that either recognizing the action for the followers works better or motivating the followers works better. A leader receives its authority from a group of individuals who freely choose to be in relationship with him to accomplish a specific mission. The leader can come from all levels of the organization, because its power is not necessarily associated with its title. His power is to have a vision (often transformative) that communicates and shares inspiring and motivating those around him. Most of the research on recognition performance appraisals conducted over the past three decades attends to perceptual errors made in the evaluation and rating of an individual's task recognition performance. Recognition performance appraisal systems designed to assist superiors in evaluating subordinate recognition performance were developed by focusing on the task of increasing the objectivity of raters (superiors). This approach was based upon the assumption that by reducing the impact of perceptual errors (in terms of quantity and degree), the effectiveness of the recognition performance evaluation and subsequent discussions of that evaluation will also be improved. This was an appealing notion supported by many years of progressive improvements in the technical aspects (psychometric variables) of evaluation.

TABLE OF CONTENTS

ACKNOWLEDGEMENTSII

DECLARATIONIII

ABSTRACTIV

LIST OF TABLESIX

CHAPTER 1: INTRODUCTION1

1.1 Background1

1.2 Significance of the study1

1.3 Theoretical framework2

1.4 Rationale2

1.5 Research questions3

CHAPTER 2: LITERATURE REVIEW4

2.1 Review of Significant Literature4

2.2 Leadership5

2.3 Characteristics of All Leaders6

1.Dedication6

2.Passion6

3.Credibility7

4.Extraordinary ability7

5.Ability to establish a successful strategic plan7

6.Flexibility and willingness to relinquish power8

7.Ability to train and retain the right equipment8

2.4 Leadership Styles9

2.5 Theoretical Foundation of Relevant Leadership Theory10

2.6 Leaders and followers10

2.7 Followers' Implicit Leadership Theories12

2.8 Transformational Leadership17

2.9 Characteristics of Transformational Leadership17

2.10 Transactional Leadership21

2.11 Characteristics of Transactional Leadership22

2.12 Passive-Avoidant Leadership24

2.13 Characteristics of Passive-Avoidant Leadership24

2.14 Literature critique24

2.15 Decision-Making and Leadership28

2.16 Decision-Making Styles30

2.17 Recognition performance Indicators and Professional Judgment33

2.18 Leadership Style and Recognition performance Indicators35

2.19 Recognition Barrier35

CHAPTER 3: METHODOLOGY37

3.1 Overview of Qualitative and Quantitative Research ...