Description
11 to 15 pages on this question not including title page and references
Question 3: Research
The ability to read, understand, critique, and integrate research studies and to design a study to address a gap in the research literature is a vital tool for a doctoral student. As you write your dissertation, you may be reading hundreds of studies, many of which you will evaluate as part of a coherent literature review.
Select five empirical articles from peer-reviewed journals that:
• you consider critical to your understanding of your area of dissertation research
• all address a particular phenomenon and attempt to contribute to theory about it
Part 1
1. Describe each study, including:
• the research problem, questions, or hypotheses
• the research purpose
• type of design and elements of the design (e.g., sample, data analysis, operationalization of constructs)
• threats to validity and if and how they were addressed
• the findings and their implications
2. Critically evaluate each study: Does the author make a compelling case for the meaning and significance of the findings?
Part 2
Write a literature review that explains what is known and not known about the phenomenon based on a critical evaluation of the five studies
Part 3
Develop a research question that addresses one of the unknowns you identified in Part 2 and sketch a quantitative or qualitative study that can answer the question about what is unknown and contribute to theory (in some sense of theory you discuss in Question 1).
Address:
• the research purpose
• type of design and elements of the design (e.g., sample, the type of data you need to collect and how you will collect it, data analysis)
• the strengths and weaknesses of your envisioned design and methods
• quantitative: threats to validity and how your design will address them
• quantitative: the constructs you will measure and what you will do in order to determine how to operationalize them (you need not identify specific measures)
• qualitative: your means of ensuring the quality of your findings
• justification for why your chosen design and methods are more appropriate for your research question than alternatives you have considered
• your methods of data analysis
• how the data you collect will enable you to answer your research question and contribute to theory
Draw on the additional resources for this course for guidance in understanding the concepts (e.g., internal validity, threats to validity, and operationalization) needed to address this question.
Explanation & Answer
Attached.
Running head: THEORETICAL AND CONCEPTUAL KNOWLEDGE: RESEARCH
Theoretical and Conceptual Knowledge: Research
Names:
Institution:
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THEORETICAL AND CONCEPTUAL KNOWLEDGE: RESEARCH
Theoretical and conceptual knowledge: research
Part 1: Studies description
Transformational leadership is an extension of the transformational leadership theory,
and that has been phenomenal in shaping human resource management. Transformational
leadership is in itself one of the oldest applications in managing human resources. According
to Pongpearchan (2015), this theory finds application way before the founder and developer
of the theory and the model, James McGregor Burns, popularized it in the late 1970s. The
theory was developed from what is considered its predecessor - the transactional leadership
theory (Pongpearchan, 2015). While discussing the former theory, Pongpearchan (2015)
argued that transformational leadership was often subjective and was applied in a dictatorial
way, which is comparable to the ancient working areas that were often characterized by “firm
environments” (p. 257). In this case, Burns (1978) reported that the theory stressed on the
possession of personal charisma and courage in the working environment so that one could
easily sway the performance of the subordinates by use of a directive approach meant to
create change through the employees emulating their leader. Transformational leadership
theory involves the leaders leading through the creation of a positive effect through promoting
cohesiveness, trust, motivation, and commitment amongst their subordinates, upon which the
leaders then rely on as agents of change. This paper will analyze various papers that discuss
the application of transformational leadership model and theory in managing employees and
its contribution to the success of the organization in order to understand the various issues that
may arise while applying the theory. In return, it will help in developing a set of research
questions and a methodology that will address one of the gaps identified in the analyses.
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THEORETICAL AND CONCEPTUAL KNOWLEDGE: RESEARCH
Description of the studies and the significance of their findings
Moriano, J. A., Molero, F., Topa, G., & Lévy, M. J.-P. (March 01, 2014). The influence of
transformational leadership and organizational identification on
intrapreneurship. International Entrepreneurship and Management Journal, 10(1),
103-119.
In this study, Moriano, Molero, Topa & Lévy seek to evaluate the role of
transformational leadership in the development of intrapreneurial skills within the
organization as well as shaping the organizational culture. The authors recognize that
globalization has created an urgent need for organizations to foster intrapreneurship amongst
their employees so as to align with the fast trend of changes as well as create a successful
organizational culture. To guide their study, the authors hypothesize that transformational
leadership, passive-avoidant leadership, and organizational identification (OID) will each be
positively (negatively) related to intrapreneurship behavior (IB).
The authors use snowballing technique to identify a sample of 186 participants from
both genders in Spain and from different organization sizes. They developed a questionnaire
based on the hypotheses and, after collecting the data, they applied partial least square method
through the SmartPLS software to analyze the data. The validity of the data could have been
compromised as a result of various issues that arose along the way as well as the bias. In this
case, the authors included 53% women and 47% men while at the same time ensuring that the
employees were selected on almost equal groups from different sizes of organizations based
on the number of employees. At the same time, they introduced a latent value to adjust for
various confounding variables.
The study identified that transformational leadership has a positive impact on
intrapreneurial behavior within the employees, and that was further influenced by the strength
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THEORETICAL AND CONCEPTUAL KNOWLEDGE: RESEARCH
of the OID. This research contributes heavily in understanding organizational factors as well
as how employees could utilize transformational leadership in creating change and success by
focusing on the creation of OID and instilling IB amongst their employees.
Orabi, T. G. A. (April 04, 2016). The Impact of Transformational Leadership Style on
Organizational Performance: Evidence from Jordan. International Journal of Human
Resource Studies, 6(2), 89-102.
In this paper, Orabi began by recognizing that transformational leadership has gained
widespread popularity and effectiveness in creating organizational success as well as
positively impact the employee behavior and their commitment to the organization.
Unfortunately, this did not resonate in all the literature that the authors evaluated, prompting
the authors to engage in a study based on the hypotheses that there a significant relationship
between five variables and organizational performance. These variables include
transformational leadership styles, idealized influence, inspirational motivation, intellectual
stim...
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