Dissertation Work Chapter 5

A total of 113 individuals completed surveys. Of those, 10 participants (cases 4, 14, 20, 21, 33, 45, 62, 78, 101, 105) failed to provide information on their managerial educational background, leadership style, or both. They were eliminated from further analyses. The demographic results showed that a modal participant was a married Caucasian woman in her 40’s who had worked for her current organization for 10 years and her current manager for five years. There were 75 participants whose managers did not hold human service degrees and 28 participants who managers held human service degrees. There was a 3-to 1 ratio of non-degree – holders to degree holders. This is correct in general for human services organizations the majority of managers are taught what they are required to know to be successful in management is developed on the job. If not they acquire through their own experience the knowledge and skills that are vital to their effectiveness. It showed that there were significantly fewer degree holders without human services backgrounds than expected but also significantly more non- degree- holders without human services backgrounds than expected. This is one of the observations, which led the researcher to this study, is that a quarter of the participants work for managers who have neither formal education nor professional experience in human services. That combination of inexperience would make it difficult for someone to perform well at work.

In these two groups each participant was a member of one of the two groups: those with whose managers hold a human service degree and those managers did not hold a human services degree. They were asked if their manager’s professional background included human services experience, irrespective of formal education. Mangers that have human services background, have a greater chance of being able to understand the needs of their employees due to the strong background.

Summary of Study

Success of an organization is based on the leadership behavior as the workflow of an organization is based on the performances of the employees. Leaders of an organization should have leadership skills so that they will be able to manage the pre-consequences for the outcomes of the work. This research is totally based on the perspective of employees about the leadership as the selected technique is quantitative because more employees can provide more effective information about the leadership at the specific organization. Previous researchers have described that the leadership behavior is based on the performance of an employee but somehow, if the behavior of leader is suitable with the employees, the performance of the employees will be more better because when a leader appreciate an employee, the motivation level of employee gets very high so that they can do their tasks with best effort (C. Raddats and J. Burton, 2011).

This research will provide the framework based on the results that how the leaders should behave with the employees in the good or bad situation because ups and downs are the part of any business but if the leaders are strong, the outcomes will be positive. At some stages the leaders should be able to take the strong decisions for the better performance and in case if any employee is not performing well, leader should motivate that specific employee to boost up the performance of the employee. The research information and the techniques have been described in the chapter entirely to ensure that how this research can be more useful and effective for the leaders.

The first chapter served to give the framework that was essential to understanding the impact that leadership qualities has on employees in human service organizations. This study intent was to identify management factors that could improve the functioning of a nonprofit human services organization. The rising consciousness that leadership qualities are lacking in managers of nonprofit human services organizations developed into the notion of this study. The research presently obtainable is either focused, on leadership qualities in companies of profit, many but there were restricted studies in leadership qualities in nonprofit organizations.

Within reviewing countless studies seeking to pinpoint the leadership qualities of individuals in supervisory positions within human service organizations, the canvasser determined where a hold in the current literature existed. This after that developed into a research inquiry that sounds interesting and quantifiable: Which three activities (personal backing, aim emphasis, and work easing) do human service managers process and what essential qualities are they deficient?

The hypothesis was guided from three research question. They correspond to the three leadership behaviors of interest (aims emphasis; personal backing and work easing). The hypothesis sought to ascertain how these variables have to do with one another and influence leadership behaviors. Hypothesis one compared those with degrees, human services managers with human service degrees or preceding background process more emphasis on goals. Hypothesis two compared those with human service degrees human service managers with no degrees and only human services experience process more emphasis on personal backing. Hypothesis three compared those with no human services degrees or preceding background process the same emphasis on work easing. Therefore, the following hypothesis was bases on the research question.

The second chapter presented current review of leadership studies and practices, it also assesses the review of human services management and organizational ethos because it will refer to the data analysis that can only be useful to organizations in the human services arena. Discussion of leadership is detailed since it is imperative the success of any organization. An extensive analysis of leadership perceptions was presented since it formed the shaping of how leadership skills affect employees. Leadership adds to the organizations place of self- worth, employee burnout, and gets the most out of individual promise and then better meets the goals of the organization (Glisson,1989).

The third chapter explained the design of the study including the utilization of a survey instrument, the company and administration of the instrument as well as the compulsory sample size required to acquire accuracy. The approach for collecting data was discussed including where the survey would be conducted and how many rejoinders were needed to make certain the results were precise. The chapter as well specified the questions being utilized within the survey and made clear how each hypothesis would be addressed. The methodology for data analysis was as well was roofed in Chapter 3. It was concluded that two -group analysis will be used t- tests, ANOVA. ANCOVA, MANOVA, or MANOVA tests to ascertain the relationship amongst the variables of leadership behaviors: aims emphasis; personal backing; and work easing.

The fourth chapter presented the analysis of the data that was acquired utilizing the survey instrument. The data that was gathered was the use of a questionnaire and was presented on a question- by question basis. With the statistical verdicts of each overviewed and structured. As well, any correlations among variables were reconnoitered using correlations, chi-squares, and multivariate analysis of covariance (MANCOVA). The hypotheses were reviewed using the MANOVA determined if conclusions might be drawn on the legality of each hypotheses. All hypotheses were reconnoitered, the matching data was offered, and suitable suppositions made clear. Also, Chi-Square analysis was used to examine demographic variables pertaining to the managers’ background in human service. The meticulous results of the survey are conferred within segment 5.4.

Discussion and Conclusions

The effectiveness of research is very important because the selected topic is directly interacted with the project success. Employees are the most important part of an organization as the whole workflow is dependent of the employees as if the performance is appropriate, the business or an organization will be successful. Leadership factors are necessary to integrate with the organization because there are small teams in every organization and each team has been managed by a leader. Leadership interaction with the employees defines the consequence of the task or a project whereas the behavior of the leader at the workplace is also very important in the organizational success. The conducted research is the result provider about the employee’s perspective about the behavior of leadership (Helgesen, 2005).

In organizational leadership, there are two major things on which we focus appropriately. First is about employer’s focus in organizational important consequences in which the employees use to arrange their interpersonal behavior regarding their organization. Secondly, employee focuses on his/her perceptions which are really necessary for the employer’s development. So that he can percept several consequences about their organization Organizational Leadership have some dimension which describe the influence in the social behavior. Where an employee can built a good social circle and interactions with other people so that can effect there interpersonal skills which can also lead them toward Leader Political Skills which will be very useful for the management purpose of an organization. Another important constraint for employee, that he/she has to control or has to come up on the emotional exhaustion so that he can implement the work inn organizational appropriately.

Organizational regulations are usually violated with the behavior of an individual that may affect their organization as well as its citizen. The organizational management can make some negative deviance whereas effect will be on financial well-being of organization which may contain a big loss of the organization. Positive deviance is the behavior which an organization does not authorize until unless that behavior help the organization to achieved their targets and goals .If positive deviance can help in these sequential purpose , organization can give that behavior a title of the innovative behavior with dysfunctional derivatives .Negative deviance occur in an organization because of absenteeism and workload on the employees ,this actually create negative behavior among employees which can affect the desire target of an organization either its profit or loss .Organization has to face it very well otherwise it will be really harmful for the organization (J. M. Birkinshaw and A. J. Morrision, 1995).

When ethical environment of any organization is good, the perception of employees depends the management if the environment provided to employees is better than positive deviance will be mentioned as an innovative behavior otherwise negative behavior will definitely effect on the organizational behavior. In any organization leadership tactics influences is also the major category which may create an ethical and pure political environment by which we vividly gleam the ligations of an article development. Influence tactics may distribute the workload of an employee or may be increase the workload. That totally depends upon the numbers of tactics which are given by management system.

Demographics

A total of 113 individuals completed surveys. Of those, 10 participants (cases 4, 14, 20, 21, 33, 45, 62, 78, 101, 105) failed to provide information on their managerial educational background, leadership style, or both. They were eliminated from further analyses. The demographic results showed that a modal participant was a married Caucasian woman in her 40’s who had worked for her current organization for 10 years and her current manager for five years. There were 75 participants whose managers did not hold human service degrees and 28 participants who managers held human service degrees. There was a 3-to 1 ratio of non-degree – holders to degree holders. This is correct in general for human services organizations the majority of managers are taught what they are required to know to be successful in management is developed on the job. If not they acquire through their own experience the knowledge and skills that are vital to their effectiveness. It showed that there were significantly fewer degree holders without human services backgrounds than expected but also significantly more non- degree- holders without human services backgrounds than expected. This is one of the observations, which led the researcher to this study, is that a quarter of the participants work for managers who have neither formal education nor professional experience in human services. That combination of inexperience would make it difficult for someone to perform well at work.

In these two groups each participant was a member of one of the two groups: those with whose managers hold a human service degree and those managers did not hold a human services degree. They were asked if their manager’s professional background included human services experience, irrespective of formal education. Mangers that have human services background have a greater chance of being able to understand the needs of their employees due to the strong background.

Research Question 1 (RQ1):

Is there a difference in aims emphasis, as a leadership behavior between non-profit human services managers with or without human services degrees? Two survey items measured the leadership dimension of “aims emphasis.” An example of a survey question measure aims emphasis. “My manager makes sure subordinates have clear goals to achieve. According to the sources and the research it is clear that the aims and the goals emphasis as a leadership behavior is the important factor in an organization and there are minor differences, but the leaders should bring both aims and the goals on the same platform, so the results will be more effective.

Research Question 2 (RQ2)

Is there a difference in personal backing, as leadership behavior, between non-profit human services managers with and without human services degrees? Three survey items measured the leadership dimension of “personal backing.” An example of a survey item that measured personal backing is: My manager is concerned about his/her subordinates. There are no personal backing exists in the leadership behavior because the leaders are already having the skills to manage the consequences between the profit human services managers with and without the human services degrees. It’s about the ethical skills of the leaders.

Research Question 3 (RQ3)

All three research questions were address at once in a single analysis by using the MANCOVA test. Holding a human degree did not seem to increase the manager’s effectiveness. However, valuable information was gained. One that manager’s overall effectiveness matched their effectiveness in three individual dimensions of leadership: aims emphasis; personal backing; and work easing. The results argued that the related dependent variables (aims emphasis; personal backing and work easing) do not represent a conceptually distinct outcome: effectiveness. An effectiveness rating on a scale of 1-10 should be conducted. Another was that differences between managers with and without degrees disappeared when the overall effectiveness was factor out, but there were differences between the means that showed that managers with degrees are better at aims emphasis: personal backing; and work easing therefore future research should be proposed to discover what managers without human services degrees and or professional backgrounds do to make up for their deficits.