Research Question Two Analysis
Research question two contained two data sets within the interview guide, each broken
down at the store manager and district manager role (Figure 5). These subsets received analysis
across the individual SM and DM level roles. Each level is compared to establish functional and
cross-functional themes with three themes emerging from the data. The first data set included
information pertaining to what are the organization’s priorities within the leader role (What the
organization priorities). These questions include what actions are taken by leaders and how those
actions are driven in questions eleven, twelve, thirteen, and fourteen. The second data set for
research question two includes data regarding how the organization prioritizes regarding the
organizational leadership framework impacts the organization and its leaders (How does the
organization prioritize), as addressed in interview questions fifteen, sixteen, seventeen, and
eighteen. These questions offer the second and third themes in this set of data. The second theme
addresses the organization leverages use of the leadership framework and the third them addresses
how that impacts their leaders. Appendix A contains a listing of the interview questions within the
interview guide.
Figure 5
Research Question Two Data Set
What Are the Organization Priorities? This section represents the first theme in the focus
of the second central research question. Within this data set were four questions coded for results
in two subsets with to obtain one overall theme. The first subset is interview questions eleven and
twelve, which offered data regarding leadership attributes desired by the company and insights as
to why the participants selected these attributes. The second subset is interview questions thirteen
and fourteen, which offered data regarding knowledge of success in role. These subsets expected
a higher degree of alignment as the leadership framework speaks to the desired attributes and
ultimately, it is these desired attributes that offer success in the leadership role in the participating
organization.
The first subset of data contained interview questions eleven and twelve which focused on
attributes desired of leaders within the organization and how participants arrived at this conclusion.
To the surprise of the researcher, there is no alignment at the district manager level. No
commonalities existed within either of the interview questions. The word team did appear, which
correlated with the first research questions overwhelming data theme of a people first culture.
Neither participant referenced the leadership framework language. Words such as humility and
integrity were used, which may align with the leadership framework, but not referenced is the
resource itself.
Within the first subset of data, the store manager participants also offered no alignment or
commonalities. The only trait that repeated a second time is empathy, mentioned by both
participant S2 and participant S8. The theme of people first observed in the first research question
data were even more prevalent in interview question twelve at the store manager level than that of
the district manager level. Participant S9 summed up this people-first approach as a "Genuine care
and compassion for people that desire to find what is going to enhance them and make them the
best at work" (Personal Interview, August 24, 2021). Like at the district manager level, no
participant referenced the leadership framework or its language. Like in the district manager role,
empathy and compassion were used, which may align with the leadership framework but not
referenced. Previously, the leadership framework has revealed impact on leadership behavior
through alignment of the participants in their role prioritization. The data in these results reflect
that any actions taken by participants are done so subconsciously rather than the leadership
framework acting as a continuous resource or guide.
The second subset of data, interview questions thirteen and fourteen, offered data from the
participants regarding their knowledge of success in their role as a leader. At the district manager
level, role alignment had been created but again at an unexpected result. It appeared difficult for a
leader to know if they were successful in their role. Neither participant referenced any of the
languages in the leadership framework. Participant D1 stated, "It is hard to know that" (Personal
Interview, June 7, 2021). While both referenced briefly hitting goals, the people first culture
seemed to shine through in these answers as well. For example, participant D2 reflecting
participant D1 mentioned that often years down the road, if a leader can get even one person to
state, "This has made a huge impact in my life" (Personal Interview, September 7, 2021), they
would know they are successful as leaders.
Within this same subset of data for the store managers, similar results emerged to that of
the district managers. Participant S3 and participant S8 referenced the lack of knowledge in the
success of the role. Participant S3 mentioned, "This one has been challenging for me" (Personal
Interview, July 7, 2021), while participant S8 stated, "I think that none of us ever know if we are
fulfilling it right" (Personal Interview, August 24, 2021). The remaining participants focused
heavily on the people-first culture, and participant S2 even expressed feelings like the district
manager level that down the road, or future feedback is an important measurement. Feedback also
mattered. Participant S7 stated, "Getting feedback. I always ask about the start, stop, continue"
(Personal Interview, July 28, 2021). This feedback is referenced as essential to receive from the
consumer as well. In this theme, participants sought out feedback. However, the data makes it clear
through the lack of leadership knowledge regarding their success in role that the environment lacks
a structured feedback environment tied to the leadership framework performance.
How Does the Organization Prioritize? This section represents the second and third
theme in the focus of the second central research question. Within this subset of data, four questions
received coding for themes in two areas. The second theme of the second central research question
is found through interview questions fifteen and sixteen, which offered data regarding how
participants were introduced to and trained for the leadership framework. The third theme of the
second central research question is found through interview question seventeen and eighteen,
which offered data around leadership impact on one another and needs for success. Within these
two themes, alignment of participants’ answers to the interview questions expected to remain high
except for interview question eighteen, which may experience needs that differ based on the
individual leader experience.
The first subset of data, interview questions fifteen and sixteen, described how leaders are
introduced and trained in the leadership framework. Interview question fifteen’s introduction to
the leadership framework at the district manager level offered alignment but with an unexpected
result. Both participants aligned that no formal introduction occurred to the leadership framework.
Simply put, participant D1 stated, "I do not believe I was" (Personal Interview, June 7, 2021). At
the district manager level for interview questions sixteen regarding how they continue to grow in
the knowledge of the leadership framework, both participants cited the leadership attributes of the
leadership framework. Both participants also mentioned maintaining growth and knowledge
through their practice due to its complex nature. Participant D1 referred to the leadership
framework as ambiguous, while participant D2 referred to the leadership framework as complex.
Within this same subset of data, results presented slightly different at the store manager
level than at the district manager level. For interview question fifteen introducing leaders to the
leadership framework, while participant S6 stated, "To be truthful, I was not" (Personal
Interview, August 28, 2021), the remaining participants received an introduction through various
meetings. However, this is where the commonality or alignment ends. Each setting is different for
each participant. It appears no formal way of introducing leaders to the leadership framework
existed. For interview question sixteen, like at the district manager level, alignment occurred at an
unexpected result. Participants remain productive and efficient with the leadership framework
through teaching themselves or others. This self-taught approach is a similar response to the district
manager level role of practice. Participant S4 offered tremendous insight in that through personal
development, they challenge themselves, and through teaching others, they "Get to learn different
perspectives on how to interpret the leadership framework" (Personal Interview, July 12, 2021).
Self-development in the leadership framework is inefficient at best as it leaves room for
inconsistency amongst the individual participant’s interpretations. A formal process to introduce
or transition new leaders and grow performance of tenured leaders in use of the leadership
framework is needed to fully leverage success for participants and the organization alike.
The second subset of data, interview question seventeen, offered data regarding how the
leadership framework impacts interactions with colleagues. Again, the data at the district manager
level offered unexpected alignment. Both participants acknowledged the existence of the
leadership framework in some of their interactions. However, participant D1 mentioned that the
actions were unconscious when working its attributes, while participant D2 referenced a similar
belief that relating actions to the leadership framework do not occur. Any attributes of the
leadership framework exhibited during interactions with others may be present but not necessarily
on purpose.
Within the same subset of data, the store managers offered a different perspective and
experience. Participants’ S1, S2, and S9 aligned with the district manager level in that it does not
impact interactions. Participant S1 stated, "I do not think it has" (Personal Interview, July 12,
2021), while participant S2 stated, "Not by the book" (Personal Interview, July 9, 2021), aligning
with the experience at the district manager level that it does not consciously get worked. Participant
S9 went a bit further in mentioning that while it has not changed things for them much, they stated
it may have somehow enhanced who they are as a leader. The remaining participants believe in the
leadership framework attributes affecting their interactions with others. Participant S10 stated that
it "Established shared goals in collaboration involving others in decision-making and builds
productive relationships" (Personal Interview, August 27, 2021). Participant S2 mentioned that the
leadership framework offers purposes in accountability which holds a standard for how they
behave. The mix of subconscious and proactive leadership framework use in interactions reflect
the lack of participant alignment to the leadership framework found in earlier analysis. This
absence of consistency in participants’ alignment towards the leadership framework is reflective
of the organization’s absences of consistency in onboarding, training, and feedback directly tied to
the leadership framework.
The third and final subset of data are interview question eighteen. Within this subset of
data, the researcher expected the least amount of alignment. This lack of alignment occurred at the
district manager level. When it came to opportunities by the organization that needs addressing to
strengthen leadership, participant D1 mentioned a lack of focus, stating, "We tend to try and go
after everything at once. You cannot do any one thing well if you are trying to fix or do ten things"
(Personal Interview, June 7, 2021). Participant D2 drilled down further and focused on learning
programs stating that they "Are not very intuitive to the actual outcome. There is a textbook way
of doing it then there is reality" (Personal Interview, September 7,
2021). This statement appears to reflect the opportunity previously mentioned in the onboarding
and ongoing training and development around the leadership framework discovered in earlier
analysis. There seemed to be a disconnect between creating the tool or resource of the leadership
framework and the actual use.
In this same subset of data, the store managers also offered little alignment and more themes
here than any other subset of data. The most prevalent results evolved around conversations and
communication when it came to opportunities by the organization that needs addressing to
strengthen leadership. Participant S2 reflected that worrying about having the appropriate language
has placed the concern for the human side of the business as an allusion. Participant S5 stated that
more effective feedback from multiple sources would help to improve or make better leaders.
Participant S10 expressed a desire to experience more organic connections. This reflects the
opportunity missed by the researcher to explore further the feedback culture tied directly to
performance in the leadership framework.
Many expressed learning as an opportunity. Participant S4 stated that any missed learning
is at the fault of self "Cause I did not seek the knowledge" (Personal Interview, July 12, 2021).
Participant S8 expressed workshops for learning because "There was so much value when we were
all doing it together" (Personal Interview, August 24, 2021). Participant S6 expressed similar
notions and added that these workshop-type training "Help to continue to develop relationships"
(Personal Interview, August 28, 2021). These reflect participant’s D2 notions mentioned at the
district manager level of quality training. The remainder of the group reflects the notions of
participant D1 at the district manager level, a lack of focus. Participant S1 mentioned that programs
implemented are out of touch with the store experience. Participant S7 called these programs "The
flavor of the month" (Personal Interview, July 28, 2021) that eventually fizzle out. Participant S10
stated that this could be resolved by "Listening and figuring a way to participate in what day in
and day out looks like" (Personal Interview, August 27, 2021). This reflects the leadership
framework and its priority or place in the organization may not be fully understood by the
participating leaders.
Inconsistent results appeared between the store manager and district manager roles when it
came to being introduced to the leadership framework. The district managers did not receive an
introduction, while store managers did but inconsistently. There is, however, consistency within
the inconsistency that there is no formal introduction to the leadership framework experienced.
The same revelation occurred with continued training and development within the leadership
framework. Elahi and Bilal (2020) showed that the success of a business process management lies
in its ability to embrace the culture, change, motivation, and communication while being consistent
in practice, involvement, empowerment of employees, and embodying of the organizational
structure. Structure in onboarding and development around the leadership framework revealed
itself as an opportunity.
Furthermore, this section revealed mixed results when it came to how the leadership
framework impacted their interactions with similar and increased roles of responsibility. The
district manager level felt it had no impact, while seven out of the 10 participants felt the leadership
framework impacted these interactions. While some felt the leadership framework had no impact,
some felt they had already been exhibiting the behaviors of the leadership framework, while others
still felt it is an essential tool for them to use as a guide to maneuver through interactions in the
company. In response to opportunities, continued improvement in communications and a more
substantial training and development process were common themes amongst participants. Here,
participants first identified or recognized a need for improved development processes. While their
identification is not specific to the leadership framework, formalized training, and development in
use of the leadership framework is necessary. Second, participants identified an opportunity to
improve communication within the organization. This reflects the researchers missed opportunity
to understand the feedback system as it relates to the leadership framework.
The data and lack of alignment in these subsets are unexpected. The leadership framework
lays out the desired attributes of a leader but does not get referenced by any leader at either level.
The analysis further revealed that leadership did not know if they were successful in their roles as
leaders under the leadership framework. This lack of knowledge in role performance is an
unexpected result in the data as the leadership framework states behaviors required for success.
Furthermore, these results revealed a missed opportunity by the researcher in the exploration of
the participants’ feedback culture. Understanding how the organization offers its leaders’
performance feedback tied to the leadership framework may have offered further insight into
strengths and opportunities regarding implementation and utilization of their leadership
framework.
Relationship to Findings
This section provides detailed information regarding how findings of the research relate to
key areas of the research proposal. The first area covered is how the findings addressed each of the
research questions. The second are covered is how the findings related to each element in the
conceptual framework of the study. The third area covered is how the findings related to any
anticipated, unanticipated, or missing themes. The fourth area covered is how the findings related
to similarities and differences in the research literature. The fifth and final are covered in this
section covered how the findings related to the problem being studied.
The Research Questions
The formation of the interview guide questions and the data analysis around these questions
helped the researcher ensure that the data provided addressed the specific research questions.
Research question one focused on what ways or how individual leaders approach their role within
a leadership framework environment. The specific research question is how leaders approach
accomplishing their overall organization's objectives, such as those represented in the vision,
mission, and values?
The research environment within this case study contained an organizational leadership
framework. Therefore, results of the interview data analysis representing research question one
and the conceptual framework would reflect a high degree of alignment in their understanding and
approach to the leadership role. Sembiring and Normi (2021) showed in their research tools such
as job descriptions are used to ensure that activities get carried out following the role's
responsibilities. Seeking possible alignment in the decision-making and prioritization of how
participants approached and prioritized their roles allowed for the leaders individualized approach
and provided the sought-after data of research question one while avoiding potential conformity
that would have come with a focus on job descriptions.
The analysis around this first central research question provided the only expected theme
while every other theme result remained unexpected. The only expected theme occurred around
the decision-making and prioritization of the participants’ leadership role. Across both roles the
overwhelming theme to appear is a priority of conversations with staff at a personal and
professional level. These conversations focused around personal and professional development. It
is recognized by participants at both level that these two priorities were supported through
operational or administrative activities that kept both top of mind. The first of the unexpected
themes reflected that the participants pointed to previous mentorships or career experiences when
crediting their decision-making and prioritization skills rather than the leadership framework of
the participating organization. Further analysis does support that the leadership framework did
contribute to the alignment of how participants approach their leadership role. The results reflect
how the leaders approach their role, through a people first approach which is represented as a
portion of the participating organizations leadership framework.
Research question two focused on what ways or how the leadership framework affected
the individual leader's approach. The specific research question is how does an organizational
leadership framework affect leadership's approach towards accomplishing their overall
organization's objectives, such as those represented in the vision, mission, and values? The
research environment within this case study contained an organizational leadership framework.
Therefore, results of the interview data analysis representing research question two and the
conceptual framework would reflect alignment through the leadership framework and its impact.
Unexpectedly no alignment to the leadership framework occurred overall. However, data from this
research question still provided information regarding impact on the presence of a leadership
framework and its impact on the leader’s approach to role.
Research reflected three unexpected themes within the focus of the second central research
question. The first unexpected theme revealed that although the organization provides participants
with desired attributes that make for a successful unified approach to leadership, no participants
could point to those desired attributes or use them to determine success in role. The second
unexpected theme revealed that while most were introduced to the leadership framework there is
no formal approach along with no formal ongoing training or development in the leadership
framework. Traditional leadership environments that do not contain a leadership framework often
contain guides such as annual performance reviews and competency models specific to their
position in which leaders often have experience and a working knowledge of said tools. While self-
development is a value found in this participating organization’s leadership framework, taking such
an approach with a resource new to many leaders lessened its effectiveness by leaving leaders to
their individual interpretations, something that is attempted to be avoided through the leadership
framework.
The third unexpected theme revealed that while participants acknowledged an influence of
the leadership framework on their interactions with others, it is often subconscious in nature rather
than purposely worked. Further insights reflected a previous data analysis concern while also
revealing a missed opportunity on the part of the researcher. Participants shared that there is a lack
of commitment or focus on the organization combined with a need for better training and improved
communication. The need for improved commitment and training reflects the data analysis that
revealed no formal onboarding and training to the leadership framework. The need for improved
communication revealed the researcher’s missed opportunity seeking information regarding how
participants within the organization are provided feedback related directly to their leadership
framework performance.
These themes reflect that the participating organization’s leadership framework has a direct
impact on the leadership role and environment but at a lessened value to that of what had been
expected in anticipated themes. An organizational leadership framework is likened to that of any
other organizational tool, its success is based solely on the commitment of use from those within
the organization. In this case study, the participating organization’s leadership framework use by
the participants reflected the use by the organization. While the themes and answers for the two
central research questions were unexpected, information from the analysis of research
