Assignment Sample on QXL4432 Research Methods in Linguistics
Introduction
This report is based on the critical analysis of “Effect of transformational-leadership style and management control system on managerial performance”. This report consists of this article’s summary. This consists of both the positive and negative aspects of the transformational leadership’s style and the control system of management on the managerial performance. This report comprises the author’s introduction and the research problem has focused on the concerning areas of the article. The literature review has provided in-depth knowledge of the particular topics brought up in the article. The author’s methodology has been evaluated as well. This has confirmed if the questions of research match with the author’s conclusion. The results of the article have been evaluated. The conclusion of the author has been explained too.
Author Introduction
Thi Thu Nguyen et al (2017) have studied that adds research perspective into options in the control systems of the management’s designs by examining how the style of transformational leadership has influenced the designs’ choices of a comprehensive PMS / Performance Measurement System and a system of reward and how the managers of subordinate rely on the BSA/ Broad Scope Accounting that the information facilitates their process of managerial performance and decision-making (Nguyen, et al 2017). Their outcomes have suggested that the style of transformational leadership has a very direct and positive impact on the performance of managers. The authors have found that it possesses an important direct and positive impact on the use of comprehensive PMS and BSA information, but possesses no impact on the reward systems significantly.
The authors have also found that the style of transformational leadership has a limited impact on managerial performance through the three mediators (Anderson, 2017). These are reward systems, BSA information and comprehensive PMS. Their findings have cleared upon how these mediators have intervened in the link between managerial performance and transformational leadership style (Andriani, Kesumawati and Kristiawan, 2018). This paper has nine hypotheses. These are –
- There is a positive connection between managerial performance and the style of transformational leadership (Yue, Men and Ferguson, 2019).
- There is a positive connection between the utilisation of comprehensive PMS and the transformational style of leadership (Buil, Martínez and Matute, 2019).
- There is a positive connection between the reward system and the transformational style of leadership (Jiang, Zhao and Ni, 2017).
- There is a positive conversation between the utilisation of comprehensive PMS by managers and the transformational style of leadership (Boamah, et al 2018).
- There is a positive connection between the reward system and the comprehensive PMS.
- There is a positive connection between the information and comprehensive PMS.
- There is a positive connection between managerial performance and the reward system.
- There is a positive connection between the utilisation of BSA information and the reward system.
- There is a positive connection between managerial performance and BSA information.
Research questions or objectives
The research questions of the paper are-
- How has the style of transformational leadership influenced the designs’ choices of a comprehensive PMS / Performance Measurement System and a system of reward?
- How do the managers of subordinates rely on the BSA/ Broad Scope Accounting that the information facilitates their process of managerial performance and decision-making?
Literature review
For the first hypothesis, the previous literature has suggested that the leaders of transformational leadership styles have appealed to the morals and ideals of the followers for inspiring the followers in order to attain their highest achievement levels and possess the goals’ ownership of the group (Waruwu, et al 2020). The authors have argued that the followers who are headed by charismatic leaders frequently show a high performance of tasks. For the second hypothesis, in this paper, the authors have adapted to the transformational leadership style (Top, Abdullah and Faraj, 2020). This style of leadership is indistinguishable from the scale of consideration. Their study has examined this leadership style as superiors’ style that has supported thee subordinates by increasing awareness of the importance of subordinates and the expected results’ value and has motivated them by their needs’ satisfaction for personal development and attention in the organisation’s collective vision.
For the third hypothesis, the authors have stated that senior managers that possess a transformational style of leadership can inspire and stimulate their followers by offering the future’s compelling vision (Farahnak, et al 2020). They have convinced the managers in creating or accept the problems of innovative solutions rather than just acquiring the status quo (Hadi and Tola, 2019). Therefore, the authors have expected transformational leadership that have relied on the role of information for an influencing decision in evaluating the motivation and performance of employees (Nugroho, et al 2020). For the fourth hypothesis, the authors have found that the transformational leader has the ability to influence the reaction of managers and perform a significant role in making an organisational culture that is congenial. For the fifth hypothesis, the authors have stated that many previous studies have provided proof in suggesting that the comprehensive PMS precedes the systems of reward.
For the sixth hypothesis, the authors of the paper have stated in the research paper that the managers can utilise the information that has been generated from a comprehensive PMS for assisting them to manage the operation of the organisation (Singh, et al 2020). It has been argued that as a PMS has become more comprehensive it can provide a huge amount of observations for providing the managers’ impetus sound decisions. For the seventh hypothesis, one of the most significant tools that have been utilised in motivating the employees is a proper reward system. For the eight hypotheses, the authors have stated that the generation of information by an MCS performs two primary roles namely, decision-facilitating and decision-influencing role. For the ninth hypothesis, the authors have found that the information of accounting is one of the most significant elements in the control system and organisational planning and it has played a role in decision-making to enhance managerial performance.
Methodology
In order to collect data, the researcher has used the primary method of data collection. These have been done via survey questionnaires. Out of 710 only 24.4 percent or 152 participants. The response rate has been considered acceptable. The statistics of these data have been presented in a descriptive format. Out of all the 152 respondents, 67.1 percent have been male and 32.9 percent have been female. The respondents have held managerial positions in distinct departments. In order to enhance the reliability and validity of the study, all the variables of interest have been measured with the help of instruments that have been developed before and utilised in the literature.
Four variables of control have been included namely work experience, age, gender, education of the departmental managers and the company’s size. The work experience of the managers has been measured by the number of managerial years that have worked within the organisation. The company’s size has been based on the employee’s population.
Main Findings
The PLS approach has been used for assessing the psychometric properties of the proposed hypotheses and theoretical model. It has been fit for the study as it has required a relatively small size of the sample and makes assumptions on minimal data. Data analysis has been conducted with the use of WarpPLS version 5.0. The properties of measurement of many scales have been examined employing the statistics from the measurement model of PLS. The loadings of the factors for every variable have been examined. Internal reliability of the scale has been investigated utilising Cronbach’s alpha and Fornell and Larcker’s composite reliability of the measurements.
Reflection
This paper has provided in-depth knowledge regarding the impact of the transformational style of leadership and control system of management on the performance of managers. I have come to know that there have been no studies that have examined the influence of the style of leadership on the options of the three designs of MCS. From this study, I have understood that the transformational style of leadership has a positive and direct impact on managerial performance.
References
Anderson, M., 2017. Transformational leadership in education: A review of existing literature. International Social Science Review, 93(1), p.4.
Andriani, S., Kesumawati, N. and Kristiawan, M., 2018. The influence of the transformational leadership and work motivation on teachers performance. International Journal of Scientific & Technology Research, 7(7), pp.19-29.
Boamah, S.A., Laschinger, H.K.S., Wong, C. and Clarke, S., 2018. Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing outlook, 66(2), pp.180-189.
Buil, I., Martínez, E. and Matute, J., 2019. Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, pp.64-75.
Farahnak, L.R., Ehrhart, M.G., Torres, E.M. and Aarons, G.A., 2020. The influence of transformational leadership and leader attitudes on subordinate attitudes and implementation success. Journal of Leadership & Organizational Studies, 27(1), pp.98-111.
Hadi, T.P. and Tola, B., 2019. The Effect of Transformational Leadership and Work Motivation on Innovative Behavior. IJHCM (International Journal of Human Capital Management), 3(2), pp.100-108.
Jiang, W., Zhao, X. and Ni, J., 2017. The impact of transformational leadership on employee sustainable performance: The mediating role of organizational citizenship behavior. Sustainability, 9(9), p.1567.
Nguyen, T.T., Mia, L., Winata, L. and Chong, V.K., 2017. Effect of transformational-leadership style and management control system on managerial performance. Journal of Business Research, 70, pp.202-213.
Nugroho, Y.A., Asbari, M., Purwanto, A., Basuki, S., Sudiyono, R.N., Fikri, M.A.A., Hulu, P., Mustofa, M., Chidir, G., Suroso, S. and Xavir, Y., 2020. Transformational leadership and employees’ performances: The mediating role of motivation and work environment. EduPsyCouns: Journal of Education, Psychology and Counseling, 2(1), pp.438-460.
Singh, S.K., Del Giudice, M., Chierici, R. and Graziano, D., 2020. Green innovation and environmental performance: The role of green transformational leadership and green human resource management. Technological Forecasting and Social Change, 150, p.119762.
Top, C., Abdullah, B.M.S. and Faraj, A.H.M., 2020. Transformational leadership impact on employees performance. Eurasian Journal of Management & Social Sciences, 1(1), pp.49-59.
Waruwu, H., Asbari, M., Purwanto, A., Nugroho, Y.A., Fikri, M.A.A., Fauji, A., Shobihi, A.W.I., Hulu, P., Sudiyono, R.N., Agistiawati, E. and Dewi, W.R., 2020. The Role of Transformational Leadership, Organizational Learning and Structure on Innovation Capacity: Evidence from Indonesia Private Schools. EduPsyCouns: Journal of Education, Psychology and Counseling, 2(1), pp.378-397.
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