LEADERSHIP STUDIES

Leadership Qualitative and Quantitive Studies

Abstract

In this study we try to explore the concept of qualitative and quantitative studies in a holistic context. The main focus of the research is on leadership. The research analyzes many aspects of leadership through qualitative and quantitative analysis.

Table of Contents

Abstract2

The Influence of Multigenerational Cohorts on Organizational Leadership4

Background of the Problem4

Statement of the Problem5

Nature of the Study5

Research Question5

Sampling Frame6

Data Collection6

Data Analysis7

Findings8

Conclusions8

The Differences in Leadership Styles among Generation Cohorts of Small Business Leaders10

Introduction to the Problem10

Statement of the Problem10

Research Questions11

Research Design12

Target Population13

Participant Selection13

Sampling and Data Collection Procedures13

Instrumentation14

Data Analysis15

Findings15

Conclusion17

Abstract 1 (Hakim B. Allah)18

Abstract 2 (Renee A. Just)18

References19

The Influence of Multigenerational Cohorts on Organizational Leadership: A Phenomenological Study

By

Hakim B. Allah

Background of the Problem

Generations are groups of people who, based on their age and demographic, have a common background and shared experiences. Organizations are the way they are because of the people or cohorts in those systems. A generation may appear within social systems in which events occur that demarcate a cohort. Belonging to a generation or cohort limits individuals to a distinct range of shared experiences and predisposes them to a certain characteristic mode of thought and behavior.

Currently, Baby Boomers and Generation Xers comprise the highest percentage of America's workforce cohorts, and researchers at the University of Chicago suggest that in the next 15 years, 70 percent of the U.S. population will be between the ages of 55 to 75. Therefore, leaders in today's multigenerational workforce might be decades younger or older than staff they supervise. Organizational leaders must adopt leadership styles and practices to deal with a multigenerational workforce that may lack specialized skills and have distinct conflictual behaviors, values, motivational buttons, views of authority, expectations of leadership, and attitudes (Ahlrichs, 2007).

Statement of the Problem

The problem is that the multigenerational workforce creates the potential for misunderstanding, frustration, and conflict, putting increasing pressure on organizational leadership. Leading a multigenerational workforce is a continuing leadership problem in diverse business organizations.

Nature of the Study

The researcher selected a qualitative method for the study for several reasons. The distinguishing feature of a phenomenological design is addressing the social, psychological, cultural, and gender prerequisites of people's interaction. A qualitative method was the best approach to explore the research question of how generational differences affect organizational leadership in a multigenerational work environment because it provides a broad view and in-depth exploration of phenomenon (Skoldberg, 2000).

A phenomenological design facilitated open discussion by study participants of how generational differences influenced their attitudes toward work and organizations. Selecting the research design was critical before beginning the research and depended on the data that were available to a researcher.

Research Question

To understand the influence of managing generations on the effectiveness of leadership, the main research question for the current study was

How do leaders' perceptions, comprehensions, and personal experiences affect organizational leadership in a multigenerational work environment?

Sampling Frame

The study involved purposive sampling, in which participants were carefully chosen based on essential characteristics that helped to understand the central ...