LEADERSHIP STYLES IN SMALL BUSINESS Doctoral Study Project (DSP) Presented to the the Glenn R. Jones College of Business of Trident at American InterContinental University in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration by MICHAEL PATRICK Houston, Texas 2021 (Defended mm dd, year) Approved by: Office of Academic Affairs Mm dd, year Dean: Lisa Mohanty, Ph.D. Director: Indira Guzman, Ph.D. Committee Chair: name of chair Committee Member: name the member1 Committee Member: name of the member2 © 20xx your full name [NOTE: no indent on the first paragraph of the abstract] ABSTRACT DOCTORAL STUDY PROJECT TITLE Trident at American InterContinental University [year] Guidelines: Left justified. No indents. No citations. Maximum length is 350 words. A proposal abstract includes items 1-5, and is in the future tense. The final version is in past tense and includes items 1–7. 1. Introduce the study topic briefly. 2. Clearly articulate the study problem and purpose and research question(s). 3. State the research method, design, and instruments used. 4. Identify the participants and sample size. 5. State the analysis process used. 6. Present key findings of study. 7. Present conclusions and recommendations for future research and implications for practice. The purpose of the abstract is to assist future researchers in accessing the research material and other vital information contained in the DSP. Abstract must be in narrative format, For the Final DSP, the most important finding(s) should be stated with actual themes to support the conclusion(s). Refer to the APA Publication Manual (6th ed.) for additional guidelines for the development of the abstract. ii PREFACE iii ACKNOWLEDGMENTS Here you may place an optional acknowledgements page. iv TABLE OF CONTENTS ABSTRACT ................................................................................................................................... ii PREFACE ..................................................................................................................................... iii ACKNOWLEDGMENTS ........................................................................................................... iv TABLE OF CONTENTS ............................................................................................................ iv LIST OF TABLES ...................................................................................................................... vii LIST OF FIGURES ................................................................................................................... viii CHAPTER I: INTRODUCTION .................................................................................................1 Background ..........................................................................Error! 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CHAPTER II: LITERATURE REVIEW .................................................................................15 Documentation .....................................................................Error! Bookmark not defined. Theme/Topic [repeat as needed] .........................................Error! Bookmark not defined. Theme/Topic [repeat as needed] .........................................Error! Bookmark not defined. Theme/Topic [repeat as needed] .........................................Error! Bookmark not defined. Theme/Topic [repeat as needed] .........................................Error! Bookmark not defined. iv Theme/Topic [repeat as needed] .........................................Error! Bookmark not defined. Method and Design Literature ...........................................Error! Bookmark not defined. Summary...............................................................................Error! Bookmark not defined. CHAPTER III: METHODOLOGY ...........................................................................................46 Research Method and Design .............................................Error! Bookmark not defined. Population .............................................................................Error! Bookmark not defined. Sample ...................................................................................Error! Bookmark not defined. Data Collection Instruments ...............................................Error! Bookmark not defined. Data Collection Process .......................................................Error! Bookmark not defined. Data Processing ....................................................................Error! Bookmark not defined. Data Analysis Process ..........................................................Error! Bookmark not defined. Assumptions..........................................................................Error! 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CHAPTER IV: DATA COLLECTION AND DATA ANALYSIS .........................................72 Descriptive Data .............................................................................................................. 72 Results .............................................................................................................................. 72 Evaluation of Findings.................................................................................................... 75 Summary.......................................................................................................................... 75 CHAPTER V: APPLICATION TO PRACTICE AND DISCUSSION ..................................76 Implications ..................................................................................................................... 76 v Recommendations ........................................................................................................... 76 Conclusions ...................................................................................................................... 76 EXECUTIVE SUMMARY REPORT ........................................................................................77 Introduction to the Business Problem ........................................................................... 77 The Study ......................................................................................................................... 77 The Findings .................................................................................................................... 77 Analysis of the Findings.................................................................................................. 78 Key Implications for Business........................................................................................ 78 Recommendations for Practitioners .............................................................................. 78 REFERENCES................................................................................. Error! Bookmark not defined. APPENDIX A: LOI AND SITE AUTHORIZATIONS ...........................................................86 APPENDIX B: INFORMED CONSENT FORM(S) ................................................................87 APPENDIX C: INSTRUMENTS AND PROTOCOLS............................................................88 APPENDIX D: OTHER REQUIRED DOCUMENTS .............................................................89 APPENDIX E: General Guidelines to Remember about Formatting ....................................90 vi LIST OF TABLES Table 1. Caption for Table 1 ..........................................................................................................45 Table 2. Caption for Table 2 .......................................................... Error! Bookmark not defined. [Use Word’s Table of Figures feature (using caption style = “table”) to create this section. Note that each table title needs to be created as a caption style format above the table. The List of Tables entries should mirror the APA format of table titles within the body of the paper. Consult the APA manual to ensure that all tables and table titles conform to APA format. See APA 6th, Chapter 5 for guidance and examples.] vii LIST OF FIGURES Figure 1. Caption for Figure 1. ......................................................................................................74 Figure 2. Caption for Figure 2. ...................................................... Error! Bookmark not defined. [Use Word’s Table of Figures feature (using caption style = “figure”) to create this section. Note that each figure caption needs to be created as a caption style format below the figure. The List of Figures entries should mirror the APA format of figure captions within the body of the paper. Consult the APA manual to ensure that all tables and table titles, figures and figure captions conform to APA format. See APA 6th, Chapter 5 for guidance and examples.] viii CHAPTER I: INTRODUCTION Research Problem Leadership style in an organization is one of the components that assume a huge part in improving or impeding the interest and responsibility of the individuals in the organization. Subsequently, Glantz (2002) underscores the requirement for a chief to discover his leadership style. Among the objectives of any little venture are benefit making and attainment of maturity and liquidity status. Leadership styles are a manner and approach of providing directions, motivating people, and implementing plans. It comprises of the total pattern of implicit and explicit functions performed by the leaders. Leadership styles are essential to be determined in small businesses because it defines the way the success achieved by the business. However, there were a lot of publications aimed at defining the topic but unfortunately, there is a shortage of literature specifically discussing leadership with a narrowed focus on small enterprises such as iMiTs Art Company. According to Sergiovanni and Starratt (1983), “there is no specific style that fits all when talking about leadership but the level of effectiveness of a chosen style of leadership will highly depend upon its applicability to the current situation a company is facing”. Assuming the significance of leadership is to influence operations of a company, and then leadership can be defined as a path of mobilizing the taskforce for a common objective set forth by the organization. Leadership is multidimensional in ability and direction. Successful leaders need to understand individuals and organizations, undertakings and processes, self as well as other people. They should take care of current realities while imagining future prospects, and need certainty and systems for working capability across a wide scope of assorted issues – from cultivating the organizational lucidity that comes from sound designs and strategies to releasing 1 energy and imagination through strong dreams, from making learning organizations where laborers develop and create as ordinary leaders to dealing with the contention inescapable in a universe of suffering contrasts (Gallos, 2008). Leadership styles are a manner and approach of providing directions, motivating people, and implementing plans. It comprises of the total pattern of implicit and explicit functions performed by the leaders. Leadership styles are essential to be determined in small businesses because it defines the way the success achieved by the business. Small business establishments such as iMiTs Art Company averagely command a certain portion of the United States economy. The United States economy has been growing over the past decades thus creating room for small businesses with proper leadership styles to flourish. As Zaccaro, S. J. & Horn, Z. N. (2003) stated, "even though leadership theories came into existence and they still do influence the current business environment, they have failed to be developed into a number of effective practices". A problem or opportunity of interest A lot of rumors have been spread concerning how certain leadership styles have influenced the success of small businesses across the globe. According to (Barling, Weber, & Kelloway, 1996), "there is a direct relationship between leadership, organizational culture, and performance of an organization”. However, (Bennett, 1997) stated that “even though there are claims of a direct relationship between leadership and performance, there is very little research conducted in this field to support the fact.” The problem being investigated by this study is to ascertain which particular leadership style is the most ideal style in the management of a small enterprise like iMiTs Art Company. The key outcome is to search and develop skeletal literature published on leadership styles on 2 small enterprises and its overall effect on the success of small enterprises whether or these styles influenced the business of the Small enterprise. There are quite a few theories that have been published and many more are being developed to explain the concept of leadership and its applicable styles to organizations. However, all these theories are limited in scope since they highly elaborate on the effect of leadership on business in general without a specific focus on small businesses. Such theories should have been the basis that was to guide contemporary small business establishments on how to adopt a particular style of leadership to adapt a business to the problems it faces in the contemporary business environment. A direct connection to the field of study Since I have planned to start a doctorate degree in the management field and I was also working in an organization that involves leadership at various levels makes it directly associated with the topic of study. Leadership is required for every department and at various levels to provide direction to the employees so that the goals and objectives can be accomplished. Leadership has immediate circumstances and logical results relationship upon organizations and their prosperity. Pioneers decide values, culture, change resilience, and representative inspiration. They shape institutional systems including their execution and viability. Pioneers can show up at any level of a foundation and are not selective to management. Fruitful pioneers do, notwithstanding, make them thing in like manner. They impact everyone around them to receive the greatest reward from the organization's assets, including its generally essential and costly: its kin. Libraries require leadership simply like a business, government, and non-profit organization. Regardless of whether a public, extraordinary or scholarly library, that library's chiefs straightforwardly influence everything from benefactor experience to effectively 3 executing expressed missions, including asset distribution, administrations offered and assortment improvement systems. Indeed, the impact of pioneers and their viability in moving individuals to a common vision can straightforwardly shape the library's kin, its materials, how benefactors utilize or cooperate with them, and whether that experience is useful. With leadership possibly assuming a particularly indispensable part in the achievement of data focuses and benefactor encounters, it is helpful to think about the various sorts of pioneers and their likely effect on libraries as organizations. Current leadership theories portray pioneers dependent on qualities or how impact and force are utilized to accomplish destinations. When utilizing quality-based portrayals, pioneers might be delegated imperious, majority rule, administrative or alluring. On the off chance that reviews leadership from the point of view of the trading of force and its use to get results, pioneers are situational, value-based, or groundbreaking. Understanding these various sayings can give jargon to the conversation that can prompt significant, wanted outcomes. It bears noticing that not all pioneers are made equivalent, and leadership quality may shift colossally across businesses or just inside an organization. What's more, recognizing an individual chief's style is key to assessing leadership quality and viability particularly as it identifies with organizational objectives. A direct connection to the concentration Leadership is required in every face and every department of the organization because without its existence the working is next to impossible. The senior management of the company is responsible for framing policies and objectives which need to be implemented by middle-level people and lower-level people. The middle-level people direct the energy of the followers in the 4 right path so that there is no need for any rectification at a later stage. Even if there is any chance of mistake from the followers then the leaders are always there to rectify them. Two main types of leadership styles are servant leadership and transformational leadership. When there are multiple options available, it is important to assess one best out of the available ones. The study is based on 155 participants of the profit-oriented service sector of Pakistan. The data is gathered on 5 points Likert scale. The statistical tool used is SPSS and AMOS. The results prove that transformational leadership has a significant impact on organizational learning as compared to servant leadership. The managers and leaders should focus on maximizing profitability and polishing their abilities for accomplishing maximum profits (Choudhary, Akhtar & Zaheer, 2013). The main aim of any organization is to sustain competitive advantage and considered to be effective between the demands of various stakeholders and the needs of the employees. Based on the previous studies in related field, it has been demonstrated that an appropriate leadership style can influence the success and the economic growth of both the organizations and employees. Transformational leadership has been of significant importance in the literature for potential performance in the organization. Research proved that transformational leadership style significant importance in the improvement of work climate and knowledge (Orabi, 2018). Key Literature Leadership is one of the key determinants associated with the success and failure of any organization. Leadership style is the manner in which people are directed and motivated by a leader to achieve organizational goals. This study examines the impact of leadership styles on the organizational performance. The focus was on six major leadership styles -transformational, transactional, autocratic, charismatic, bureaucratic and democratic. This study has provided deep 5 insights about the leadership styles; the democratic, transformational, bureaucratic and autocratic leaderships have a positive impact on the organizational performance, however, the charismatic and transactional leaderships have negative impact on the organizational performance, as it does not provide opportunities and freedom to employees. In this study, both primary and secondary research has been conducted (Khajeh, 2018). The primary research has been done using the quantitative approach, with the help of survey instrument, based on a survey questionnaire. The secondary research has been done through the review of previously established literature for achieving the research objectives. The findings suggested that charismatic, bureaucratic and transactional leadership styles have negative relationship with organizational performance. Transformational, autocratic, and democratic leadership styles, on the other hand, had a positive relationship with the organizational performance. It has been recommended that organizations use the leadership style that enhances the capabilities and abilities of the people. The success of the organization depends on the leadership style followed by the leaders and managers. The most widely preferred leadership styles are transformational leadership and transactional leadership. It is essential to assess if there is a significant association between the applicability of different leadership styles and the performance of the business organization. The managers should focus on identifying the leadership styles based on different occasions because one type is not suitable for everyone working in the organization (Yusuf, Muhammed, & Kazeem, 2014). Seminal Literature Leadership is used in various aspects of human endeavor like a business, academics, social works, politics, etc. the extent of leadership traits exhibited by the leader no not only depend on the personal abilities and characteristics, but also on the environment and situation. 6 The research is based on small and medium scale enterprises in Nigeria from where the data is collected from 70 employees. The statistical tool used for analysis is chi-square statistics. The results suggested that transactional leadership is better than transformational leadership style for small and medium scale enterprises (Saasongu, 2015). Transformational leadership was additionally found by De Jong and Bruch (2013) to have a direct sway on the organizational environment. De Jong and Bruch contend that through transformational leadership the environment of the organization can be reinforced establishing a climate where workers are roused and empowered. This encourages the accomplishment of organizational goals and subsequently expanded performance (De Jong and Bruch, 2013). Giroux and McLarney (2014) give an expanded assessment of the effect of transformational leadership on the environment taking note that this result has foundational suggestions for workers, customers, and investors. Spurred representatives working in a strong environment give more compelling customer administration, reinforcing organizational performance and prompting monetary profits for investors (Giroux and McLarney, 2014). Fenwick and Gayle (2008), in their investigation of the missing connections in understanding the relationship between leadership and organizational performance, infer that regardless of a speculated leadership-performance relationship proposed by certain specialists, current discoveries are uncertain and hard to decipher. Past investigations prompted the assumption that leadership ideal models will effectively affect customer satisfaction, staff satisfaction, and monetary performance. All in all, notwithstanding, the impacts of leadership on organizational performance have not been very much contemplated, as indicated by House and Aditya's audit (1997), who criticized leadership reads for zeroing in exorbitantly on better subordinate relationships than the prohibition of a few different capacities that pioneers perform, 7 and to the avoidance of organizational and ecological factors that are essential to intercede the leadership performance relationship. Recent Literature Transformational leadership has been of significant importance in the literature for potential performance in the organization. Research proved that transformational leadership style significant importance in the improvement of work climate and knowledge. The four essential components of transformational leadership are idealized influence, individual consideration, intellectual stimulation, and inspirational motivation. The research results have proved that transformational leadership has a significant impact on organizational performance. Leaders should target three components: individual consideration, intellectual stimulation, and inspirational motivation. The strengths of the article are a description of key components of transformational leadership along with characteristics, the description of the theoretical framework, Association of organizational performance with all the four components, testing and proposition of 5 hypothesis, utilization of statistical analysis to conclude, and proper description of the demographic factors of the respondents. The only weakness with this article is that it doesn't properly highlight the theoretical framework (Orabi, 2018). Madanchian, Hussein, Noordin, & Taherdoost, (2016) stated that the objective of any of the organizations is to retain in the market for the long run. When the objective is to sustain itself in a highly competitive market, then the organization should focus on increasing performance. An appropriate leadership style helps to improve the success level and economic growth of the organization as well as employees. The objective of the paper is to determine the impact of leadership styles on organizational performance. The strengths of the article are it clearly describes some of the essential concepts like transformational leadership, organizational 8 performance, and leadership and organizational performance. The weakness is it doesn't involve any technical analysis using statistical tools and techniques. Organizations prefer to have managers and leaders who can handle the performance efficiently and effectively. The effective managerial style will provide empowerment and enhance productivity. It also increases morale and motivation leading to a positive impact on the organization. However, the leadership helps in increasing profitability and productivity but the level of success depends on the leadership style and the environment provided to the staff members. The strengths of the article are statistical analysis using analysis of variance, fishers least significant difference, and multiple regression model. The only disadvantage with the article is that it does not highlight detailed information about the key concepts like autocratic leadership, democratic leadership, etc (Ukaidi, 2016). Assumptions and Biases There are few biases related to the leadership styles used at the organization. Affinity bias identifies with the inclination we as a whole need to support individuals who help us to remember ourselves. At the point when applied to normal work environment cycles, for example, employing and advancing, at its best, this predisposition sees fruitful individuals willing to give somebody a possibility in view of their similitudes. We've all heard or perused the expression, "You help me to remember myself at that age," and see how that family relationship can bring about favorability. However, in the most widely recognized events of fondness predisposition, sadly, segment minorities end up distraught. Without importance to, a pioneer who is Caucasian and male will be bound to recruit individuals who help him to remember himself. Confirmation bias is our human propensity to search out or notice data that underpins our current convictions. It very well may be an issue for pioneers, who should be available to 9 criticism, arrangements, and methods of doing things that they might not have supported before. In the event that you've just decided that a specific way ahead is the right one, affirmation inclination will make them esteeming the proof that bolsters your arrangement more so than data that doesn't. You could ignore valuable input, excuse imaginative thoughts and arrangements, and at last settle on some unacceptable choice for your kin and the organization. Similar to affinity and confirmation bias, conservatism bias sees us favor commonality. For this situation, it's preferring existing data over new data that takes steps to change our assumptions. At the point when we do get new data, we will in general gauge it less vigorously or excuse it, while data that bolsters a past conviction is given more weight. While it appears to be absurd to us now than it was once accepted the earth was level, persuading individuals in any case was a lethargic and hard-won fight. Fundamental attribution error alludes to our inclination to accept that what individuals do reflects what their identity is. This predisposition sees us overemphasizing individual qualities and overlooking situational factors when making a decision about others' behavior. As pioneers, the inclination to accept that somebody's behavior is a piece of them and unchangeable is incredibly restricting. It keeps us from having the option to take a gander at their outside circumstance and make changes to improve things. Research Questions Part I: Research questions from actual dissertations RQ1: Does leadership styles contribute effectively in determining the organizational performance (Khajeh, 2018) RQ2: Is there any relationship between transformational leadership and organizational performance? (Khan, Hafeez, Hasnain, Rizvi, & Mariam, 2012) 10 RQ3: Is there any relationship between transactional leadership and organizational performance? (Khan, Hafeez, Hasnain, Rizvi, & Mariam, 2012) RQ4: Does leadership characteristics have a positive relationship to workgroup climate in a non-profit religious-based/church-based organization? (McMurray, Islam, Sarros, & PirolaMerlo, 2012) RQ5: Is there any relationship between leadership style and workgroup performance is mediated by workgroup climate in a non-profit religious-based/church-based organization? (McMurray, Islam, Sarros, & Pirola-Merlo, 2012) RQ6: Does workgroup climate has a positive relationship to workgroup performance in a non-profit religious-based/church-based organization? (McMurray, Islam, Sarros, & PirolaMerlo, 2012) RQ7: Does mid-level managers who report to servant leaders will exhibit above-average levels of servant-leader characteristics themselves? (Melchar & Bosco, 2010) RQ8: Is there any differences in the observations of servant-leader characteristics according to worker age, years of experience, or level of education? (Melchar & Bosco, 2010) RQ9: Is there any mediating effect between employee competency in the relationship between transformational leadership style and organization performance? (Atan & Mahmood, 2019) RQ10: Is there any relationship between employee competency and organization performance? (Atan & Mahmood, 2019) Part II: Research question for my research The research question is: Do small organizations exhibit one specific leadership style or a random combination of styles? The key outcome is to search and develop skeletal literature 11 published on leadership styles on small enterprises and its overall effect on the success of small enterprises whether or these styles influenced the business of the Small enterprise. The research paper shall focus on investigating 5 research questions. The first will dwell on leadership styles employed by directors of iMiTs Art Company. The second and third questions shall focus on the applicability of these leadership styles to both internal and external decision making in iMiTs Art Company. The fourth and fifth questions shall dwell on the chosen population sample. The research questions utilized in this study include: 1. What type of leadership style is being used by the majority of the members of the iMiTs Art Company in managing the internal organization affairs? 2. What type of leadership style is being used by the majority of the members of the iMiTs Art Company in managing the external affairs of the organization? 3. What population factors reflect internal leadership styles in a small enterprise like iMiTs Art Company? 4. What population factors reflect external leadership styles in a small enterprise like iMiTs Art Company? 5. What leadership style is considered to be the most ideal Leadership style for Small business such an iMiTs Art Company? Methods Exploration The scientific continuum of the research is based on trait theory and behavioral theory. Trait Theory of leadership means that specific natural qualities that result in the formation of a good leader. Having certain qualities does not mean having strong leadership skills. Behavioral theory focuses on the environment of the person instead of natural abilities. One of the factors of 12 behavioral theory is conditioning. The theories will support my research because it defines the traits as well as behavior to be perceived by the leader to influence the performance of the subordinates. A person will have specific natural qualities or obtain the abilities as a result of conditioning (Swapna & Yaseen, 2016). The most suitable method for my research is the mixed methods. The mixed method is a combination of quantitative research and qualitative research. Quantitative research is all about numerical facts and figures, and qualitative research is about non-numerical expressions. The quantitative research used in the study is related to the number of times issues have been faced by the employees because of leadership styles. The qualitative research will study different types of leadership styles used within the organization, how they are helpful in different situations, and which is the most desirable leadership style that helps to increase organizational performance. Summary The introduction has covered the problem to be studied, relevance to my field of study, and direct connection to the concentration. The study has also targeted the literature which has included the contextual literature, seminal literature, and recent literature. However, there were some gaps prevailing within the literature when it comes to the recent publications of the books. The research question is: Do small organizations exhibit one specific leadership style or a random combination of styles? Conducting the research necessitates an understanding of the appropriate method for the research tradition. This will include the methods to be used for the study. The next quarter of my study will cover the development of literature, Research Design, and methods. For this, I will target to study the recent literature in detail, which has already been considered in my list of references. 13 14 CHAPTER II: LITERATURE REVIEW Individual and group are members of an organization to accomplish certain individual objectives, the degree to which they are dynamic members relies upon how they are persuaded that their membership will empower them accomplish their foreordained objectives. Along these lines, an individual will uphold an organization on the off chance that he accepts that through it his own objectives and goals could be met; if not, the individual's advantage will decrease. Leadership style in an organization is one of the components that assume a huge part in improving or impeding the interest and responsibility of the individuals in the organization. Subsequently, Glantz (2002) underscores the requirement for a chief to discover his leadership style. Among the objectives of any little venture are benefit making and attainment of maturity and liquidity status. Leadership is multidimensional in ability and direction. Successful leaders need to understand individuals and organizations, undertakings and processes, self as well as other people. They should take care of current realities while imagining future prospects, and need certainty and systems for working capability across a wide scope of assorted issues – from cultivating the organizational lucidity that comes from sound designs and strategies to releasing energy and imagination through strong dreams, from making learning organizations where laborers develop and create as ordinary leaders to dealing with the contention inescapable in a universe of suffering contrasts (Gallos, 2008). Leadership styles are a manner and approach of providing directions, motivating people, and implementing plans. It comprises of the total pattern of implicit and explicit functions performed by the leaders. Leadership styles are essential to be determined in small businesses 15 because it defines the way the success achieved by the business. Small business establishments such as iMiTs Art Company averagely command a certain portion of the United States economy. The United States economy has been growing over the past decades thus creating room for small businesses with proper leadership styles to flourish. As Zaccaro, S. J. & Horn, Z. N. (2003) stated, "even though leadership theories came into existence and they still do influence the current business environment, they have failed to be developed into a number of effective practices". The significance of leadership styles in small organizations has gained prevalence in the contemporary business environment creating a paradigm shift in the way businesses run their operations regardless of the size or industry thus fostering economic development and growth of new markets. Following an appropriate leadership style is essential for the organization because it can result in improved performance of the organization as a whole. On the contrary, if the leadership style followed is not appropriate or suitable then it can have a negative impact on the working (Perry & Zuber-Skerritt, 1992). There are numerous success factors of the business, like organizational culture, leadership style followed, skills and abilities of the employees, innovative capability of the products and services, etc. Out of all these factors, leadership style plays a significant role. Leadership as a concept has been researched partially by a lot of researchers but the topic has not been fully explored. Nevertheless, a number of scholars’ have come up with concepts and theories whose purpose was to define leadership and the; general effect it may have on the success or failure of a business (Bennis & Nanus, 1985). As a matter of fact “researchers” have developed a number of good publications on the leadership-its definition, how to understand it, its applications, and its applicability in the 16 contemporary business environment where the developer never put any substantial material to reference from in evidence" (Çoğaltay, 2015). A lot of literature has been published by scholars' in an effort to expound on the topic of leadership, leadership styles, and its applicability to not only small enterprises but also education. This was highly influenced by the existence of robust literature from as back as 21 century where most scholars’ key focus was on business effectiveness, goal setting, and execution as well as productivity but with a narrowed focus only on large corporations. Proceeding with the research necessitates a thorough analysis of resources to be utilized. Both primary and secondary data are equally important for the research project, but the data should be collected vigilantly. However, there were a lot of publications aimed at defining the topic but unfortunately, there is a shortage of literature specifically discussing leadership with a narrowed focus on small enterprises such as iMiTs Art Company. According to Sergiovanni and Starratt (1983), “there is no specific style that fits all when talking about leadership but the level of effectiveness of a chosen style of leadership will highly depend upon its applicability to the current situation a company is facing”. Assuming the significance of leadership is to influence operations of a company, and then leadership can be defined as a path of mobilizing the taskforce for a common objective set forth by the organization. However, leadership can only be considered a success if the effect of a certain leadership style creates a unanimous desire among all workers and the organization. According to Knies, Eva & Jacobsen, Christian & Tummers, Lars. (2016), “the link between proper leadership styles and performance of the small organization in a competitive business environment is uncertain”. 2-B. Description and Critique of Scholarly Literature 17 Yusuf, Muhammed, & Kazeem, (2014) stated that the success of the organization depends on the leadership style followed by the leaders and managers. The most widely preferred leadership styles are transformational leadership and transactional leadership. It is essential to assess if there is a significant association between the applicability of different leadership styles and the performance of the business organization. The managers should focus on identifying the leadership styles based on different occasions because one type is not suitable for everyone working in the organization. The strengths of the article are a proper description of key concepts like transformational leadership, transactional leadership, and many more, and utilization of statistical tools to perform regression analysis and correlation analysis. There is no weakness associated with this article. Leadership is the main factor that determines the success or failure of the organization. There are six main types of leadership styles: transformational, transactional, autocratic, bureaucratic, charismatic, and democratic. The leader is responsible to identify the strengths and weaknesses of each style, and how it will have an impact on the success of the company. The strengths of the article are the use of primary research and secondary research based on survey instruments and previously published literature, and testing of hypothesis using correlation and analysis of variance. There is no weakness with this article (Khajeh, 2018). Leadership and organizational culture have a close association, and it depicts the performance of the organization. There has been implicit and explicit linking of organizational culture and leadership in various parts of the organization theory. The paper deals with determining the link between organizational culture and performance, leadership and organizational culture, and the interplay between organizational culture and leadership. Statistical analysis is one of the best ways to determine the association between two or more 18 factors. The strengths of the article are it studies the close association between organizational performance, organizational culture, and leadership style, the article also performs discriminant validity and reliability of the organizational culture and leadership. The weakness of the article is that it does not thoroughly discuss the results of statistical analysis (Ogbonna & Harris, 2000). Vermeeran, Kuipers, & Steijn, (2014) stated that the performance of the public sector undertakings is one of the main issues by most organizations. The management should not forget to analyze the association between human resource management and public organizational performance. The mediating factor for the research is the job satisfaction between human resource management and organizational performance. The paper has drawn samples from the employees working at Dutch municipalities, and the statistical tool used is structural equation modeling. The strengths of the article are it clearly highlights the research question of the study, tests multiple hypothesis using statistical models, and clear representation of results in table and sentence form. The only weakness of this article is the insufficient data analysis tools used. Organizations prefer to have managers and leaders who can handle the performance efficiently and effectively. The effective managerial style will provide empowerment and enhance productivity. It also increases morale and motivation leading to a positive impact on the organization. However, the leadership helps in increasing profitability and productivity but the level of success depends on the leadership style and the environment provided to the staff members. The strengths of the article are statistical analysis using analysis of variance, fishers least significant difference, and multiple regression model. The only disadvantage with the article is that it does not highlight detailed information about the key concepts like autocratic leadership, democratic leadership, etc (Ukaidi, 2016). 19 Transformational leadership has been of significant importance in the literature for potential performance in the organization. Research proved that transformational leadership style significant importance in the improvement of work climate and knowledge. The four essential components of transformational leadership are idealized influence, individual consideration, intellectual stimulation, and inspirational motivation. The research results have proved that transformational leadership has a significant impact on organizational performance. Leaders should target three components: individual consideration, intellectual stimulation, and inspirational motivation. The strengths of the article are a description of key components of transformational leadership along with characteristics, the description of the theoretical framework, Association of organizational performance with all the four components, testing and proposition of 5 hypothesis, utilization of statistical analysis to conclude, and proper description of the demographic factors of the respondents. The only weakness with this article is that it doesn't properly highlight the theoretical framework (Orabi, 2018). Madanchian, Hussein, Noordin, & Taherdoost, (2016) stated that the objective of any of the organizations is to retain in the market for the long run. When the objective is to sustain itself in a highly competitive market, then the organization should focus on increasing performance. An appropriate leadership style helps to improve the success level and economic growth of the organization as well as employees. The objective of the paper is to determine the impact of leadership styles on organizational performance. The strengths of the article are it clearly describes some of the essential concepts like transformational leadership, organizational performance, and leadership and organizational performance. The weakness is it doesn't involve any technical analysis using statistical tools and techniques. 20 Managers play a significant role in improving employee satisfaction and organizational performance. The United Arab Emirates has been recognized as the country with the highest effectiveness. Different programs need to be created to encourage the government to build the capabilities and enhance the performance by creating and monitoring numerous excellence awards. The research is focused to analyse the four types of leadership based on sample data obtained from 55 respondents. The survey included the ability to assess the perception of the leaders for enhancing the effectiveness. The strengths of the article are a proper description of the hypothesis, the methodology used, the use of the EFQM model and the graphical representation of the information gathered. The disadvantage of the article is that it doesn't include a statistical tool for analysis (Swapna & Yaseen, 2016). Leadership is used in various aspects of human endeavor like a business, academics, social works, politics, etc. the extent of leadership traits exhibited by the leader no not only depend on the personal abilities and characteristics, but also on the environment and situation. The research is based on small and medium scale enterprises in Nigeria from where the data is collected from 70 employees. The statistical tool used for analysis is chi-square statistics. The results suggested that transactional leadership is better than transformational leadership style for small and medium scale enterprises. The strengths of the article are following the proper pattern of writing research article like the background of the study, statement of the problem, the purpose of the study, research methodology, hypothesis, conceptual framework and many more, and using statistical tools and techniques for analysis. There is no disadvantage associated with the article (Saasongu, 2015). Certain researchers conversely use transformational leadership as beguiling leadership. Be that as it may, in light of McLaurin and Al-Amri (2008), various varieties between both of these 21 positions exist like appeal being one among the qualities of the transformational leader instead of the sole part, the consequence of situational idealness or implausibility on perspectives, transformational conduct de - emphasizing magnetism, the beguiling leader's conceivable personal circumstance and furthermore the plausible undesirable impacts of enchanting leadership. It's additionally imagined that transformational leadership is substantially more prevailing at unrivalled degrees of the board than at lower level. Work has a gigantic influence in people's lives just for the explanation that they commit a greater amount of time at the workplace than doing each other single action. In view of Furnham (2005), one will discover a great deal of reasons why individuals work: work supplies a methods for income, an asset of activity and inspiration, an asset of social contacts, a simple technique for building time, alongside a gracefully of self-satisfaction and self-actualisation. Representatives' job satisfaction can likewise be a basic feature of work. Good sentiments concerning a job can prompt individuals experiencing more prominent satisfaction with their previous way of life by and large. Moreover they lead individuals to become more advantageous genuinely and considerably. Work may be a gracefully of joy for an individual, and consequently, scientists yet others who're stressed over people's pleasure, stress that top job satisfaction should be rehearsed. The presence and endurance of an organization and its encouraging require an idea and estimation of performance as an estimating apparatus for the accomplishment of organizational performance. Organizational performance is a pointer of the degree of achievement that can be made and copy the progress of the leadership so the performance of the organization mirrors the elements of the organizational life cycle. The investigation looks at the part of leadership style on organizational performance in a chose Bank in Pune. Compelling leadership practices can encourage the improvement of performance when organizations face new difficulties. Leadership 22 alludes to the conduct of a leader to gather and direct the individuals towards any objectives. Leadership is a correspondence process among leaders and individuals. So the adequacy of an organization relies on the compelling leader and a successful leader is that individual who has a powerful leadership style. Leadership is a vital factor for any organization or group. The current examination endeavors to research the most favored leadership practices among the transformational and democratic leadership styles and their effect on Employees' and organizational performance in the bank of Pune. Discoveries show that there is a relationship between's leadership style and organizational performance. The examination presumes that transformational and democratic leadership style ought to be utilized by the Banks' administration to develop further in a worldwide serious climate (Nagendra & Farooqui, 2016). Leadership has been perceived as a central point in undertaking achievement and this has been exactly approved all through numerous fields. Nonetheless, the CEO leadership style has only from time to time been examined inside and out with regards to big business asset arranging (ERP) project achievement. In this examination, an overview was done with 368 Taiwanese organizations that had recently actualized ERP frameworks over a 1-year time span. Three transformational leadership styles – magnetism, individual consideration, and intellectual stimulation – are talked about. The outcomes show that lone a charismatic leadership style has a considerably beneficial outcome on organizational performance, particularly through the successful execution of ERP. Administrative ramifications and proposals are examined dependent on discoveries (Chen-Mui, Ping-Yu, & Wen-Lung, 2011). Mehra, Smith, Dixon, and Robertson (2006) contend that when a few organizations look for proficient approaches to empower them to outflank others, a longstanding methodology is to zero in on the impacts of leadership. Group leaders are accepted to assume an urgent part in 23 forming aggregate norms, assisting groups with adapting to their surroundings, and planning aggregate activity. This leader-focused point of view has given significant bits of knowledge into the relationship between leadership and group performance (Guzzo and Dickson, 1996). A few examinations have investigated the essential job of leadership to explore how to utilize leadership ideal models and use leadership conduct to improve organizational performance (Judge, Bono, Ilies, and Gerhardt, 2002; Judge and Piccolo, 2004; Keller, 2006). This is on the grounds that theoretical resources, for example, leadership styles, culture, ability and capability, and motivation are seen progressively as key wellsprings of solidarity in those firms that can join individuals and processes and organizational performance (Purcell et al., 2004). Understanding the impacts of leadership on performance is likewise significant on the grounds that leadership is seen by certain analysts as one of the key main impetuses for improving a firm's performance. Compelling leadership is viewed as a powerful wellspring of the board advancement and supported upper hand for organizational performance improvement (Avolio, 1999; Lado, Boyd and Wright, 1992; Rowe, 2001). For example, transactional leadership assists organizations with accomplishing their current objectives all the more effectively by connecting position performance to esteemed prizes and by guaranteeing that representatives have the assets expected to take care of business (Zhu, Chew and Spengler, 2005). Visionary leaders make an essential vision of some future state, impart that vision through outlining and utilization of allegory, model the vision by acting reliably, and assemble responsibility towards the vision (Avolio, 1999; McShane and Von Glinow, 2000). A few researchers like Zhu et al. (2005), recommend that visionary leadership will bring about undeniable degrees of attachment, responsibility, trust, motivation, and subsequently performance in the new organizational conditions. 24 Delegating leadership is a category of leadership styles in which leaders do not take part in the decision and group members are the ones who make the decisions. Delegating leadership is characterized by almost no guidance from leaders, complete opportunity for followers to make decisions, leaders give the apparatuses and assets required, and the group members are relied upon to take care of issues on their own. Delegating leadership can be viable in situations where group members are profoundly gifted, motivated, and capable of chipping away at their own. Since these group members are specialists and have the knowledge and abilities to work independently, they are capable of accomplishing tasks with almost no guidance. This autonomy can be liberating to some group members and help them feel more satisfied with their work yet thus bad decisions could be taken and devastate crafted by others. The Delegating style can be utilized in situations where followers have an outstanding degree of passion and inborn motivation for their work. While the conventional term for this style is 'Delegating' and infers a totally hands-off approach, many leaders actually remain open and available to group members for consultation and feedback. Delegating leadership is not ideal in situations where group members don't have developed background information or they don't have the required insight to work viably all alone and take the suitable decision. Delegating leaders are frequently seen as uninvolved and withdrawn, which can lead to a lack of interaction and between corporations inside the group. In the event that group members are unfamiliar with the task or the process that is expected to accomplish the task, leaders start taking part in the task to save the group members from falling. Eventually, if followers have the required insight, leaders consider utilizing the Delegating style to followers work comfortably with more opportunity in making a decision and to function admirably independently (Lewin, Lippit, and White, 1939). 25 Leadership style is a sort of technique that aims to realize organizational targets and affect all organizational activities. This quantitative examination zeroed in on various business domains in Saudi Arabia to examine how leadership styles are related to human asset strategies and organizational performance. The investigation adopted oneself administered study strategy method utilizing a pre-validated pre-guided questionnaire. Data were analyzed utilizing Structural Equation Modeling. A total of 270 questionnaires were distributed with a reaction rate of 92.9% based on an accommodation technique. The study found an immediate positive relationship between leadership style and organizational performance and an aberrant relationship between leadership style and human asset strategy as a mediator, while human asset strategies contribute emphatically and significantly to organizational performance. The discoveries are relevant for operating human asset management strategies and for building up a style of leadership. An enterprise can utilize this information to advance acknowledgment and commitment among its representatives based on a range of strategies, and then creates the overall performance of the organization. Also, it is conceivable to utilize diverse leadership styles for various strategies. Thus, this investigation has both theoretical and practical reference value (Alsughayir, 2014). Successful Leadership, representative occupation satisfaction, and organizational responsibility are the three important facets of organizational achievement. A viable leader gives guidance to workers, provides them guidance towards the achievement of wanted goals, as an outcome representative with high occupation satisfaction apply more exertion in the fruition of work for achieving achievement and hence are more dedicated towards the organization (Voon, Lo, Ngui, and Ayob, 2010). Many aspects of leadership style and organizational responsibility have been concentrated in the earlier investigations. Theorists characterize leadership as "a 26 process of dealings among leaders and assistants where a leader attempts to sway the behavior of his or her subordinates to achieve company goals" (Lo, Ramayah, Min, and Songan, 2010). Organizations face many challenges, however, one of the greatest one is guaranteeing the prosperity of its workers. Understanding of the association among work satisfaction, worker organizational responsibility, organizational culture, and leadership is important because it assists in creating a proficient and motivated labor force and allows for an organization to achieve better overall goals and objectives (Amburgey, 2005). As Bass and Avolio (1994) characterize "Transactional leadership hypothesis is a trade of rewards with subordinates for administrations gave. This tries to motivate followers through extraneous rewards". The top management plays a vital job in an organization, as these heads carry the organization in a diplomatic way by which the job of representatives is most certainly not much significant however they have to make representatives feel to be a part of their organization. Therefore, the representatives encourage the style where they have the authority. Like, representatives don't uphold a leadership style in which they feel that their idea is not being taken truly, they need a decentralized framework wherein their recommendation and their decisions are given the same importance and this creates motivational factor amongst the workers which gives a positive result (Wang and Clegg, 2011). The leaders have an influence on the behavior of their representatives by their leadership style. The two leadership styles, transformational and consideration work which is individuals arranged have come about to have a relationship with each other in teamwork concerning the leading share in regards of culture, age, and sex it appears as though to be most suitable leadership style having a positive relationship (Rowold, 2011). Leader-Member Exchange (LMX Theory) is about how individuals carry a leadership position in a group through various means and exchange important information which creates a solid 27 relationship between the workers of the organization (Carolina Gomez and Benson Rosen, 2011). Leader-part exchange is all about the relation between the leaders and their team, this hypothesis has a very particle and theoretical application which is valuable yet it has a few issues which resemble the measurement of its adequacy and its application (Schyns and Blanc, 2011). The term strengthening is exceptionally different, which is utilized as an extremely special idea or idea nowadays in the corporate world to convey another leadership approach. The basic idea driving the idea is to generate proprietorship at the workplace which plays a vital or a vital part in the relationship concerning the working place and working conditions (Mushin Lee and Joon Koh, 2010). Engaging the representatives is another way to create a solid relationship, to be decentralizing for an organization is a state of giving the capacity to each main worker, related to their field (Wang and Clegg, 2011). The idea of enabling leadership results emphatically in sharing knowledge and it also creates a team to be viable and the relation is demonstrated positive of enabling leaders' leads toward knowledge and to tan efficacy (Srivastava, Kathryn, and Edwin, 2006). Team leaders and their influence with obligation sharing Team is a group of individuals who are working for a similar interest which take them to give a similar outcome. The viability of a team is because of the team leader who has the exact knowledge and information which is with him; the trust factor which assists with finishing their task in a successful manner is the information and knowledge sharing inside the team. This can accelerate the performance and the reputation of the team leader as well; the expertise and the ability of the team will result emphatically because of the knowledge sharing (Lee, Gillespie, Mann and Wearing, 2010). The behavior of the team members is impacted by the style of their team leader and as they learn from the team leader how to behave in an organization or a team, team leaders have their 28 influence upon the entire team, is relationship of the behavior is end up being positive. The followers have their own definition to characterize the team leader (Vondey, 2008). An individual at working place plays an important part to create the trust factor between the leaders and the subordinates. The relationship between the trust and the representatives is positive; as the trust factor is greater the consequence of the organization result would be positive, which means that trust constructs a solid relationship for leaders and their workers (Bernerth and Walker, 2011). Leaders ought to build up their trust for the representatives to search for the ideal results, as this trust can be increase by demonstrating that they are a part of the organization, an organization that gives them equal chances for them as for the leaders. Trust inside the team is a lot of important, so the team leader can disclose all the information and the knowledge he has with deference to the task and this will bring about a compelling manner. Trust between the team makes them carry each other and create the best ideal result out of the work. Worker discernment is viewed as the main variable when it comes to measure HR practices, as this is the major variable, which contributes a ton to the adequacy of the organization. Implementation of any organization largely relies upon the performance of its labor forces. Notwithstanding of the size and portrayal of an organization, the activity it starts, and the atmosphere wherein it operates, its accomplishment relies upon its worker's decisions and their behavior. It was seen that the effectual Leadership Styles has increased the performance of the organization as well as their benefits. Leadership Styles show a solid relationship with the capability of the firm (Nasurdin, Hemdi, 2008). Human asset is a much-expanded field, which deals with many human asset issues, which incorporate worker satisfaction, the age group in the organization, and length of administration in 29 the whole organization. Whereas all these variables are straightforwardly extent to representative insight. According to the entire research that we have imagined and after examining various articles and journal of various colleges and publication have determined an analysis on the basis of representative discernment on HRD practices of an organization. After advising that many researches regarding representative satisfaction, state age and residency had a positive and linear relationship with overall representative discernment related to Job satisfaction. It proposes that age have a solid association with satisfaction in male and the other way around in females. Human asset practices play a vital job in shaping the representative attitude and worker discernment. The worker has outlook and viewpoints about many features of their positions. From a research and practice perspective representative attitude is largely based on occupation satisfaction. Occupation satisfaction may be portrayed as the positive experience or positive emotional state arising from a representative's current work. Of all the components that lead to work satisfaction, satisfaction with the nature of the work is one of the main components that bring about occupation satisfaction. In the event that a representative is pleased with his/her nature of the work and the task assigned, at that point, they will be satisfied. Challenges in work, autonomy, variety, and extent of work are different components that will also bring about occupation satisfaction. 2-C. Inferences for Forthcoming Study Problems to be addressed A lot of rumors have been spread concerning how certain leadership styles have influenced the success of small businesses across the globe. According to (Barling, Weber, & Kelloway, 1996), "there is a direct relationship between leadership, organizational culture, and performance of an organization”. However, (Bennett, 1997) stated that “even though there are 30 claims of a direct relationship between leadership and performance, there is very little research conducted in this field to support the fact.” The problem being investigated by this study is to ascertain which particular leadership style is the most ideal style in the management of a small enterprise like iMiTs Art Company. The key outcome is to search and develop skeletal literature published on leadership styles on small enterprises and its overall effect on the success of small enterprises whether or these styles influenced the business of the Small enterprise. There are quite a few theories that have been published and many more are being developed to explain the concept of leadership and its applicable styles to organizations. However, all these theories are limited in scope since they highly elaborate on the effect of leadership on business in general without a specific focus on small businesses. Such theories should have been the basis that was to guide contemporary small business establishments on how to adopt a particular style of leadership to adapt a business to the problems it faces in the contemporary business environment. Possible research questions The research question is: Do small organizations exhibit one specific leadership style or a random combination of styles? The key outcome is to search and develop skeletal literature published on leadership styles on small enterprises and its overall effect on the success of small enterprises whether or these styles influenced the business of the Small enterprise. The research paper shall focus on investigating 5 research questions. The first will dwell on leadership styles employed by directors of iMiTs Art Company. The second and third questions shall focus on the applicability of these leadership styles to both internal and external decision making in iMiTs Art Company. The fourth and fifth questions shall dwell on the chosen population sample. The research questions utilized in this study include: 31 1. What type of leadership style is being used by the majority of the members of the iMiTs Art Company in managing the internal organization affairs? 2. What type of leadership style is being used by the majority of the members of the iMiTs Art Company in managing the external affairs of the organization? 3. What population factors reflect internal leadership styles in a small enterprise like iMiTs Art Company? 4. What population factors reflect external leadership styles in a small enterprise like iMiTs Art Company? 5. What leadership style is considered to be the most ideal Leadership style for Small business such an iMiTs Art Company? Possible theoretical or conceptual framework Firm's advancement has certain elements that improve supportability based on adequacy and effectiveness. The improvement in profitability prompts worker's better conduct and responsibility as norms, values, and objectives help in improving the society of an organization. Organizations search for administrators who can oversee adequately and effectively. Be that as it may, every chief is novel with their style contingent upon the circumstance and slanted worldview. Managerial style is the example of reasoning, feeling, and conduct that a chief uses to manage individuals and circumstances. An administrator has a few administrative styles, for example, autocratic, bureaucratic, charismatic, democratic, and laissez-faire. Organizational performance and leadership style Leadership is recognized as a significant subject in the field of organizational behavior. Leadership has the most powerful impacts on the individual and organizational connection. As such, the ability of management to execute ''collaborated efforts'' relies upon leadership 32 capability. It has been clarified that the brilliant pioneer moves subordinates' capability to improve the effectiveness as well as meets their necessities during the time spent accomplishing organizational objectives. Stogdill (1957), characterized leadership as the individual behavior to control a gathering to accomplish the normal target. Fry (2003) clarifies leadership as utilization of driving procedure to offer moving rationale and to upgrade the staff's potential for development and improvement. A few reasons show that there ought to be a connection between leadership style and organizational execution. The first is that the present escalated and dynamic business sectors include advancement-based rivalry, value/execution competition, diminishing returns, and the imaginative annihilation of existing abilities. Studies have recommended that successful leadership behaviors can encourage the improvement of execution when organizations face new difficulties (McGrath and MacMillan, 2000). Organizational performance alludes to the ability of an enterprise to accomplish such objectives as high profit, quality items, great monetary outcomes, and endurance (Koontz and Donnell, 1993). Organizational performance can likewise be utilized to see how an enterprise is getting along regarding the degree of profit, piece of the pie, and item quality comparable to other undertakings in a similar industry. Thusly, it is an impression of the profitability of individuals from a venture estimated as far as revenue, profit, growth, development, and expansion of the organization. Understanding the impacts of leadership on performance is additionally significant in light of the fact that leadership is seen by certain scientists as one of the key main impetuses for improving an association's performance. Successful leadership is viewed as a strong wellspring of management development and supported upper hand for the improvement of organizational performance (Rowe, 2001). 33 Visionary pioneers make an essential vision of some future state, impart that vision through outlining and utilization of illustration, model the vision by acting reliably, and fabricate responsibility towards the vision (Avolio, 1999; McShane and VonGlinow, 2000). Zhu et al.(2005),suggest that visionary leadership will bring about significant degrees of attachment, responsibility, trust, inspiration, and henceforth performance in new organizational conditions. Fenwick and Gayle (2008), in their investigation of the missing connections in understanding the relationship between leadership and organizational performance, infer that regardless of a speculated leadership-performance relationship proposed by certain specialists, current discoveries are uncertain and hard to decipher. Past investigations prompted the assumption that leadership ideal models will effectively affect customer satisfaction, staff satisfaction, and monetary performance. All in all, notwithstanding, the impacts of leadership on organizational performance have not been very much contemplated, as indicated by House and Aditya's audit (1997), who criticized leadership reads for zeroing in exorbitantly on better subordinate relationships than the prohibition of a few different capacities that pioneers perform, and to the avoidance of organizational and ecological factors that are essential to intercede the leadership performance relationship. From this survey of related literature, it is clear that albeit a few researchers accept that leadership improves organizational performance while others contract this, various ideas of leadership have been utilized in various examinations, making direct correlations virtually impossible. Holes and unanswered inquiries remain. Therefore, this examination is planned to reevaluate the proposed leadership-performance relationship and, along these lines, contribute genuinely to the collection of developing literature and knowledge here of study. Types of leadership styles 34 Among the different kinds of leadership styles and motivations identifying with viable organizational administration, we will restrict our anxiety to transformational and value-based leadership styles. Value-based leadership depends on an ordinary exchange relationship in which devotees' consistency (exertion, efficiency, and steadfastness) is exchanged for anticipated prizes. Interestingly, transformational (uncommon) leaders raise devotees' awareness levels about the significance and estimation of assigned results and methods of accomplishing them. They likewise spur adherents to rise above their own quick personal circumstance for the mission and vision of the organization (Saowalux & Peng, 2007). Such absolute commitment (emotional, intellectual, and moral) urges supporters to create and perform past assumptions. Consumes (1978), sees that transformational leadership includes the way toward affecting significant changes in organizational mentalities to accomplish an organization's targets and procedures. Bass (1985), saw that value-based leaders work their organizational societies observing existing guidelines and methods, while transformational leaders change their societies dependent on another vision and an amendment of shared assumptions, values, and norms. At the point when an organization should adjust to changes in innovation, its leadership is a basic factor in its effective change. Transformational leadership The contrast among transformational and transactional leadership lies in the method of rousing representatives. A transformational pioneer's conduct begins in the individual values and convictions of the pioneer and inspires subordinates to accomplish more than anticipated (Bass, 1985). Consumes (1978), distinguished transformational leadership as a cycle where ''at least one people draw in with others so that leaders and adherents raise each other to more elevated levels of motivation and morality''. For transformational leadership style, the adherent feels trust, 35 adoration, steadfastness, and regard towards the pioneer, and is persuaded to accomplish more than what was initially expected to do (Bass, 1985). The transformational pioneer persuades by making supporters more mindful of the significance of errand results, instigating them to rise above their own personal responsibility for the organization or group, and initiating their higherrequest needs. He urges supporters to think fundamentally and look for better approaches to move toward their positions, bringing about intellectual incitement that outcome in an expansion in the degree of performance, satisfaction, and obligation to the objectives of their organizations (Podsakoff et al, 1996; Bass et al, 1994). Inspirational motivation is generally a friend of appeal and is concerned about a pioneer setting higher expectations, in this manner turning into a sign of reference. Bass (1985), brings up followers admire their inspirational chief as one giving emotional appeal to build mindfulness and understanding of commonly alluring objectives. This is portrayed by the correspondence of elevated standards, utilizing images to center endeavors, and communicating significant reason simply. The pioneer consistently carries on by talking hopefully about the future, articulating a convincing vision for the future, and giving an energizing picture of organizational change (Bass and Avolio, 1994). The motivation happens by giving importance and challenge to the adherents' work; individual and camaraderie were stimulated and, energy and idealism are shown. The pioneer urges supporters to imagine appealing future states, for the organization and themselves. Individual stimulation gives followers challenging new ideas and urges them to split away from the old perspectives (Bass, 1985). The leader is described as one advancing insight, soundness, legitimate reasoning, and cautious critical thinking. The credits incorporate looking for contrasting viewpoints when tackling issues, recommending better approaches for analyzing how to finish tasks, and empowering re-examining of thoughts that have not been addressed before 36 (Bass & Avolio, 1994). The leader urges the followers to be imaginative and inventive by addressing assumptions, rethinking issues, and moving toward old circumstances recently. Transactional Leadership Transactional leadership includes an exchange process that outcomes in follower compliance with leader demand yet not likely to create eagerness and obligation to task objectives. The leader focuses on having inward entertainers play out the errands needed for the organization to arrive at its ideal goals (Boehnke et al, 2003). The objective of the transactional leader is to guarantee that the way to goal attainment is obviously perceived by the interior entertainers, to eliminate likely obstruction inside the framework, and to persuade the entertainers to accomplish the foreordained goals (House and Aditya, 1997). Transactional leaders show both useful and restorative practices. Productive conduct involves an unexpected prize, and the remedial measurement soaks up administration by the exemption. Unforeseen prize includes the explanation of the work needed to acquire rewards and the utilization of motivating forces and unexpected awards to apply impact. It thinks about follower assumptions and offers acknowledgment when goals are accomplished. The explanation of goals and objectives and giving acknowledgment whenever goals are accomplished should bring about people and gatherings accomplishing anticipated degrees of performance (Bass, 1985). Active management by exemption alludes to the leader setting the standards for compliance also concerning what establishes insufficient performance and may incorporate rebuffing followers for rebelliousness with those standards. This style of leadership suggests close checking for deviances, mix-ups, and blunders and then making a restorative move as fast as conceivable when they happen. Trait theory and behavioral theory 37 The two theories that serve as bases for my research are trait theory and behavioral theory. Trait Theory of leadership means that specific natural qualities that result in the formation of a good leader. Having certain qualities does not mean having strong leadership skills. Behavioral theory focuses on the environment of the person instead of natural abilities. One of the factors of behavioral theory is conditioning. The theories will support my research because it defines the traits as well as behavior to be perceived by the leader to influence the performance of the subordinates. A person will have specific natural qualities or obtain the abilities as a result of conditioning (Williams, 2016). Training for the leaders at small organizations Another topic related to my research is the training of the leaders to handle the working of subordinates. It is true that every leader is not born with the desired characteristics, there is a need to provide the right kind of training and support from the top management so that future leaders can follow the same path. In this, I will discuss the types of training conducted by various organizations and how they are proved to be a success by improving the individual and organizational performance. Training is required in every aspect of the organization whether it is related to working in a group for leading the group. Impact of leadership on business innovativeness Innovation is a fundamental requirement for small organizations to accomplish long-term viability. Without innovation, survival is not possible for all organizations. The innovative capability of an organization is based on leadership. If the leader is influential and motivating, then the output generated will be successful for the company. On the other hand, if the leadership ability is not influential then the output generated will not be able to survive for long (Dunne, Aaron, McDowell, Urban, & Geho, 2016). 38 Job satisfaction Job satisfaction keeps on being comprehensively explored hence to the start of the 20th century, when there is development toward considering the psychological conditions of the laborer associated with post-war modern transformation concerning developing in the yield of representatives. Since the Human relation School was built up, the various aspects of the going with ideas of job satisfaction and motivation happen to be appeared through the different job satisfaction and uplifting thoughts, for instance people by Maslow, Herzberg, Vroom, etc. Laborers are the essential authoritative methods without laborers; associations would not exist or capacity. As of late, calculating workers satisfaction has transformed into a matter of quickening worry among business administrations. Kalleberg (1977) recommended that job satisfaction comprises of two parts. These are intrinsic (alluding to the work itself) and extrinsic (speaking to features of the job outside to the undertaking itself) job satisfaction. Hirschfield (2000) expressed that intrinsic job satisfaction alludes how individuals feel about the idea of the job undertakings themselves while extrinsic job satisfaction alludes how individuals feel about parts of the work circumstance that are outside to the job assignments or work itself. In this examination, two components of job satisfaction are analyzed, to be specific working condition (extrinsic) and working task (intrinsic). Organizational culture An organizational culture begins as an aggregate formation of individuals' association with others as they endeavor to understand their condition. Leadership and the executive’s choices and styles unequivocally impact the human connections in the firm. What rises up out of these communications are shared perspectives on the real world and settled upon practices that are viewed as significant and proper contrasted with interchange practices. The Organizational 39 Culture Inventory (OCI) evaluates culture as far as 12 social standards grouping into three components. The three components are constructive, passive defensive, and forceful guarded. The constructive societies reflect conduct standards that balance a worry for individuals with a worry for assignments. Individuals are relied upon to move toward assignments and interface with individuals in manners that help them meet their higher-request satisfaction needs. The hypothetical supporting of the OCI is the fundamental Ohio state and Michigan social leadership research, combined with Maslow's pecking order of necessities hypothesis. Broad examination with the OCI proposes that organizations with constructive societies beat firms with cautious societies on an assortment of adequacy results (Klein, 2003). Considering past exploration, this investigation utilizes the constructive social standards as contained in the OCI to speak to beneficial social standards, and utilizations protective standards to speak to less beneficial social standards. Possible research paradigms and methodologies to be used The research methodology most applicable to my research topic is mixed methods. It means to focus on both qualitative and quantitative research. Qualitative research is about nonnumerical facts and quantitative research is based on numerical expressions. The qualitative research will be the leadership styles people aware of and mostly use at small organizations. The quantitative research will be a leadership style which is widely preferred by most of the leaders/employees. The research design appropriate for conducting the proposed study is a descriptive research design. It describes the prevailing situation of the identified variables. The research provides systematic information regarding the phenomena. It means the research will discuss the leadership style which is used by most of the organizations and how it helps the employees to improve the individual as well as organizational productivity. 40 Terms Definition Small Enterprises A number of publications have been used to define a small business. Some literature has defined it as based on the number of workers, size of the organization, annual sales volume, or the number of assets owned. The small business states that “a small enterprise is a solely owned institution control by a proprietor and whose operations are not massive enough to create dominance in the market it operates”. However, for this research paper, a small enterprise is referred to us a business with a small task force. Sole Proprietor Gilmer’s Law Dictionary (1986) stated that “a sole proprietor is a business establishment that’s managed by an individual who is liable to all liabilities of the company as well as the direct beneficiary of any gains obtained from the business”. The owner of the company is inseparable from the entity per se. Partnerships According to Black’s Law Dictionary (1990), "partnerships are legal establishments created for the purpose of conducting business whose members include two or more people with a common agenda". Leadership According to Hersey and Blanchard (1984), “leadership is explained as that act of influencing other factors in a given circumstance with the objective reaching a common goal.” 2-D. Conceptual Framework for Forthcoming Study 41 A survey of the literature demonstrates that transformational leadership can decidedly affect the general performance of the organization. In light of this attestation and an understanding of the four focal components of transformational leadership, a hypothetical structure to understand how transformational leadership influences organizational performance was defined. The structure proposes the utilization of five independent variables including: transformational leadership, idealized influence, inspirational motivation, intellectual stimulation, and individual consideration. Organizational performance as estimated through adequacy and proficiency was used as the reliant variable. The framework recommends that while transformational leadership may bring about the advancement of improved organizational performance, explicit components of transformational leadership may play are more huge or considerable job in shaping performance results. Transformational Leadership and Performance The relationship between transformational leadership and organizational performance was momentarily inspected in the prologue to this work. With an end goal to understand the job that transformational leadership plays in the advancement of organizational performance, different researchers have thought about what this leadership hypothesis means for explicit parts of worker and organizational conduct to shape results. For example, Choudhary, Akhtar, and Zaheer (2013) show the effect of transformational leadership on organizational picking up, exhibiting that this methodology can be utilized to improve the capacity of the organization to change and advance. This can incite development and extension showing the fruitful organizational performance (Choudhary et al., 2013). Transformational leadership was additionally found by De Jong and Bruch (2013) to have a direct sway on the organizational environment. De Jong and Bruch contend that through 42 transformational leadership the environment of the organization can be reinforced establishing a climate where workers are roused and empowered. This encourages the accomplishment of organizational goals and subsequently expanded performance (De Jong and Bruch, 2013). Giroux and McLarney (2014) give an expanded assessment of the effect of transformational leadership on the environment taking note that this result has foundational suggestions for workers, customers, and investors. Spurred representatives working in a strong environment give more compelling customer administration, reinforcing organizational performance and prompting monetary profits for investors (Giroux and McLarney, 2014). Idealized Influence and Performance Idealized influence is one of the four components of transformational leadership distinguished as an independent variable for this examination. Researchers looking at this process attest that idealized influence alludes to the possibility that followers will trust and regard leaders to offer help and assets (Chu and Lai, 2011). Because of this conviction, workers will acknowledge the mandates given by the leader, paying little heed to their multifaceted nature or trouble (Chu and Lai, 2011). Albeit the job of idealized influence and its suggestions for organizational performance is regularly conceptualized as a component of transformational leadership, there is proof showing that idealized influence may affect specific parts of organizational performance. Specifically, idealized influence may have suggestions for worker responsibility and satisfaction to encourage commitment and motivation while at work (Chen, 2004). Understanding the particular effect of idealized influence on organizational performance is subsequently basic for expanding cognizance of how transformational leadership influences organizational results. Inspirational Motivation and Performance 43 Inspirational motivation is another component of transformational leadership that is analyzed in this examination as an independent variable. Inspirational motivation is broadly looked into by Doody and Doody (2012) who contend that the process includes urging followers to adjust individual goals to the goals of the organization. Through this process, Doody and Doody contend that the objectives of the organization are all the while accomplished, with the results having suggestions for both the worker and the organization. Similar to the variable of idealized influence, inspirational motivation and its effect on organizational performance has not been generally analyzed outside of the setting of transformational leadership. Rawung, Wuryaningrat, and Elvinita (2015) consider the part of inspirational motivation noticing its job in building trust and satisfaction for the representative. As per these creators, inspirational motivation can fill in as the establishment for knowledge sharing; a significant component of encouraging the accomplishment of the organization. The shortage of knowledge with respect to how much inspirational motivation influences results for organizational performance prompts the need to look at this variable independently to gather a more exact understanding of its effect. Intellectual Stimulation and Performance Intellectual stimulation addresses a significant component of transformational leadership and is likewise included as an independent variable for assessment. A survey of this variable proposes that intellectual stimulation encourages follower strengthening through correspondence and support to distinguish issues and arrangements (Smothers, Doleh, Celuch, Peluchette, & Valadares, 2016). The job of intellectual stimulation on organizational performance has been assessed all the more widely in the literature as an independent variable molding results for representatives in the organization. Specifically, Anjali and Anand (2015) affirm that intellectual 44 recreation prompts the advancement of representative obligation to the organization. This, thus, has suggestions for the capacity of the organization to accomplish goals dependent on the devotion and difficult work of representatives (Anjali & Anand, 2015). Individual Consideration and Performance The last independent variable chose for audit in this examination is individual consideration. Zacher, Pearce, Rooney, and McKenna (2014) consider the degree if individual consideration noticing that the process includes the readiness and capacity of the leader to give sustaining backing to every follower. Regarding the ramifications of individual consideration for organizational performance, Snell, Stanley, Zhang, & Almaz (2013) contend that this process can emphatically influence worker work satisfaction, prompting more elevated levels of commitment and motivation inside the organization. At the point when all workers experience this result organizational performance ought to improve (Snell et al., 2013). 45 CHAPTER III: METHODOLOGY Chapter 3: Research design and methods 3.A. Methodology Leadership style in an organization is one of the components that assume a huge part in improving or impeding the interest and responsibility of the individuals in the organization. Subsequently, Glantz (2002) underscores the requirement for a chief to discover his leadership style. Among the objectives of any little venture are benefit making and attainment of maturity and liquidity status. Leadership styles are a manner and approach of providing directions, motivating people, and implementing plans. It comprises of the total pattern of implicit and explicit functions performed by the leaders. Leadership styles are essential to be determined in small businesses because it defines the way the success achieved by the business. However, there were a lot of publications aimed at defining the topic but unfortunately, there is a shortage of literature specifically discussing leadership with a narrowed focus on small enterprises such as iMiTs Art Company. According to Sergiovanni and Starratt (1983), “there is no specific style that fits all when talking about leadership but the level of effectiveness of a chosen style of leadership will highly depend upon its applicability to the current situation a company is facing”. Assuming the significance of leadership is to influence operations of a company, and then leadership can be defined as a path of mobilizing the taskforce for a common objective set forth by the organization. 3.B. Conjectures, or Exploratory Questions The exploratory questions that guided this inquiry is: Which leadership style has maximum impact on the organizational performance? The focus is on six major leadership styles -transformational, transactional, autocratic, charismatic, bureaucratic and democratic. It is 46 discovered that there is both a positive and a negative relationship between the selected dimensions of leadership and organizational performance. Transactional leadership, Charismatic leadership, and bureaucratic leadership were found to have a negative relationship with organizational performance. This shows that these leadership styles don't actuate the employees to perform better and stimulate high turnover aim. The leadership styles, for example, charismatic and bureaucratic leadership are acceptable styles of leadership for a present moment or little tasks however to the extent the long haul and future possibilities are thought of, they are not valuable as they don't prompt employee improvement, and this doesn't draw out the normal exhibitions from the employees. Be that as it may, the democratic leadership, transformational leadership, and autocratic leadership style have a positive relationship with the hierarchical presentation separately. This demonstrates that these three styles of leadership incite the employees to perform better and according to the degree of assumptions. These leadership styles should be advanced in the associations (Khajeh, 2018). Transformational leadership has a positive relationship with authoritative execution. Transformational pioneers are the individuals who have a dream, make vital arrangements for the future development and advancement of their association, convey objectives and targets to all concerned, and proceed with endeavors for accomplishments of objectives and destinations through responsibilities and commitment. A transformational pioneer utilizes qualities and standards for propelling subordinates to accomplish the normal degree of execution (Bass, 1985). Through qualities and standards, the degree of trust and certainty expands which brings about increment proprietorship and soul of penance. The transformational pioneer propels and helps employees towards improved authoritative execution. According to Burns (1978), the transformational leadership style is an interaction where "at least one people draw in with others 47 so that pioneers and devotees raise each other to more elevated levels of inspiration and profound quality". Thus, it affirms discoveries of the writing inspected up until now, that transformational leadership contributes towards authoritative execution. Transactional leadership has a positive relationship with authoritative execution however the effect is rela...
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