Leadership by Middle Managers and Their Impact on the Performance of Frontline Employee

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ABSTRACT

In this study we try to explore the concept of middle managers' leadership in a holistic context. The main focus of the research is on transformational leadership skills of middle managers and its relation with the performance of frontline employees. The research will be conducted using quantitative methodology. Survey will be conducted from middle managers and frontline employees of twenty 5-star hotels on USA. The transformational leadership skills of middle managers and the determinants of performance will be identified through previous studies. These variables will then be tested using SPSS 16.0 to measure the association between the transformational leadership of middle managers and the performance of frontline employees. Regression Analysis will be done to measure the impact of the transformational leadership of middle managers on the performance of frontline employees.

TABLE OF CONTENTS

ABSTRACTII

CHAPTER 1: INTRODUCTION1

Background of the Problem1

Statement of the Problem3

Purpose of the Study4

Research Design6

Research Aim and Objectives6

Significance of the Study7

Research Questions9

Assumptions and Limitation9

Definition of Terms10

Expected Findings11

CHAPTER 2: LITERATURE REVIEW13

Leadership Models: Theory and Research13

The Middle manager15

Middle Managers as a Leader16

Frontline employees17

Performance of Organization17

Theoretical Gap18

Theoretical Framework18

Leadership18

Frontline Employee's Performance19

Conclusion21

CHAPTER 3: METHODOLOGY22

Overview of Quantitative Research Approach22

Research Method and Design Appropriateness23

Research Design and Process25

Participants25

Research Instrument26

Pilot Study26

Informed Consent26

Confidentiality27

Validity27

Reliability28

Data Analysis29

Appropriateness of Correlation, Chi-square test and Multiple Regression Analysis29

REFERENCES31

Chapter 1: Introduction

Transformational leadership (TL) has surfaced as the focus of attention in studies relating to leadership. Studies suggest the TL is related to employee performance (Avolio, 2010; Judge & Piccolo, 2004; Bass, 1985). But, all these studies are based on the leadership of the immediate supervisor. In fact, mostly all the leadership studies the prime focus is on supervisor-subordinate relationships and no attention is given to examine the leadership from a distance level i.e. from a level or two above the supervisor. Therefore, it is still unclear if the second level leadership superiors can influence the behavior of the frontline employee.

Transformational Leadership influence at any level may be attenuated by various contingencies. We seek to understand such contingencies at middle management transformational leadership level, focusing on the values endorsed to frontline employees (Ehrhart & Klein, 2001). In alignment to recognize best leadership effectiveness practices, they require to conclude which proposed conclusions will be searched in utilizing the leadership pattern of influence (Bass, 1985).

Background of the Problem

In recent years American business organizations have been facing significant challenges. These include the development of global market places, rapid innovations in work technologies, shifting workforce and customer demographics, and an increasing demand for quality and flexibility in products and services. In order to meet these challenges, organizations have searched for ways to 'do more with less' and to become more competitive. For many organizations, an acclaimed improvement strategy lies in the concept of frontline employee's performance (Bass, Avolio, Jung & Berson, 2003). In the management literature, the idea of frontline employees is frequently described as a principal component of enhanced innovation, organizational adaptiveness, improved customer relations and heightened employee satisfaction.

There is some general agreement in both popular ...