Benefits Of Leadership Promotion Within Organizations Management Essay
There have been numerous arguments as to whether business leadership should be promoted from within or outside the organization. This project was aimed to ascertain whether leadership promotion within organisation may benefit the overall performance of the organisation or if leadership promotion or recruitment from outside will help an organisation to do better, the case of Nestle Ghana Ltd.
OPOKU BOAKYE
table of contents
1 INTRODUCTION 4
1.1 BACKGROUND 4
1.2 RESEARCH MOTIVATION 4
1.3 Aims and Objectives of the Study 5
1.4 The research question 5
1.5 significance of the study 5
2 LITERATURE REVIEW AND CONCEPTUAL FRAMEWORK 6
2.1 INTRODUCTION 6
2.2 UNDERSTAND THE CONCEPT OF LEADERSHIP 6
2.3 THEORIES OF LEADERSHIP 7
2.3.1 PSYCHODYNAMIC THEORY OR LEADER-MEMBER EXCHANGE (LMX) THEORY 7
2.3.2 CONTINGENCY AND SITUATIONAL LEADERSHIP THEORY 7
2.3.3 NEW LEADERSHIP THEORY 8
2.4 ORGANISATIONAL CULTURE AND LEADERSHIP PROMOTION 9
2.5 LEADERSHIP PROMOTION IN ORGANISATION 10
2.5.1 LEADERSHIP PROMOTION WITHIN ORGANISATION 11
2.5.2 LEADERSHIP PROMOTION OUTSIDE ORGANISATION 11
2.6 LEADERSHIP PROMOTION IN SUPERMARKETS 12
2.7 SUMMARY 12
3 METHODOLOGY 13
3.1 METHODOLOGY OF THE RESEARCH 13
3.2 RESEARCH STRATEGY AND DESIGN 13
3.2.1 RESEARCH STRATEGY 15
3.2.2 RESEARCH DESIGN 15
3.3 SOURCE OF DATA 16
3.4 DATA ANALYSIS 16
3.5 ETHICAL CONSIDERATION 17
4 DATA ANALYSIS AND DISCUSSION OF RESULTS 18
4.1 INTRODUCTION 18
4.2 BACKGROUND OF RESPONDENTS 18
4.3 RELEVANCE OF LEADERSHP IN ORGANISATION 19
4.4 LEADERSHIP AND ORGANISATIONAL BEHAVIOUR 20
4.5 LEADERSHIP PROMOTION IN ORGANISATIONAL 21
4.6 SUMMARY 22
5 CONCLUSION AND RECOMMENDATIONS 23
5.1 CONCLUSION 23
5.2 RECOMMENDATIONS 23
5.3 LIMITATIONS 24
5.4 REFERENCES 25
Appendix A – Questionnaire for Staff 28
appendix B: semi structured interview questions for staff 30
Chapter One
Introduction
1.1 Background
Leadership can be described as a dynamic process in a group, whereby one individual influences others to contribute voluntarily to the achievement of group tasks in a given situation (Gill, 2009). It has been observed that, in many organizations, leadership promotion is done outside the organizations. Some critics like Goldsmith et al (2003) have observed that lack of confidence on the part of some leaders; make some companies promote potential leaders from outside their organizations.
However some critics have argued that leadership is the lifting of people’s vision to a higher sight, the raising of their performance to a higher standard, the building of their personality beyond its normal limitations (Goldsmith et al, 2003). By this, it could be vital for organisations to promote leadership from within. Leadership involves diagnosing situations, determining what needs to be done and marshalling collective efforts sufficient to achieve a desired future or avert significant problems. Therefore if individuals are promoted within an organisation, since they understand the organizational culture and know its structures, they can promote whatever vision or mission the organisation have to a certain height. Effective leadership entails the use of power and persuasion to define and determine the changing and ongoing problems within an organisation and, any other opportunities, while working to address solutions and actions needed to cope with the situation (Goldsmith et al, 2003).
1.2 Research Motivation
The motivation behind this investigation came up as a result of my observation in leadership promotions in many organizations that I have worked as a factory operative or part-time staff member. What was observed over the period is that, instead of organizations promoting their leadership from within the organisation, the promotion was made externally. In other words, each time there is leadership vacancy, the position is advertised and potential job seekers, who have leadership qualities being sort, apply and the recruitment is made from the applicants. Some critics have argued that, some of the leadership priorities are concerned with ensuring – continuity, development, improvement, monitoring, and evaluation both for the work being done and for those involved in helping those objectives to be achieved. Therefore if leadership is promoted within an organisation, such continuity is not curtailed.
If leadership is promoted from outside an organisation, it has a lot of serious consequences as pointed out by Mendenhall et al (2008). For instance, if staff members notice that there are potential members who possess the same qualification and employment experience as those recruited from outside, the recruited leader’s work or efforts may be sabotaged, therefore opening the door of failure ajar. In some cases they may decide not to corporate or intentionally put up lackadaisical attitude to weaken his/her leadership. It is against this background that this investigation becomes very important for organisations such as Nestle Ghana Ltd, to understand the benefits that could derive from leadership promotion within it rather than getting potential leaders from outside the organisation.
1.3 Aims and Objectives of the Study
Aims: The aim of the study is to ascertain some of the benefits that will be derived from leadership promotion within organisation rather than recruiting people from outside the organisation to lead the teams within the organisation.
Objectives: To achieve the above aim, the study will be achieving the following objectives;
To investigate the reasons behind why organisations need leadership instead of managers
To assess why leadership promotion within organisation may benefit the overall performance of the organisation
To analyse some of the difficulties involved in promoting leaders within an organisation rather than from outside the organisation
Understand how organisations could enhance its performance through internal promotion of its leadership.
1.4 The research question
The research is aimed at answering this research question;
What are the benefits involved in promoting leadership from within an organisation, and what are some of the challenges associated with this approach?
Answering the above questions will help in the achievement of the objectives; and through that, some recommendations will be suggested for the formulation of policies to address some of the leadership promotional challenges.
1.5 significance of the study
This study will benefit all stakeholders in both large and small scale businesses as a result of effective recruitment decision making by organisations.
Chapter Two
Literature Review and Conceptual Framework
2.1 Introduction
Chapter one talked about the introduction which gave a clear background of the study and how it has become very important for such an investigation to be carried out. In this chapter, the various themes that underpin the study will be reviewed in more detail. The concept of leadership and leadership theories will be made very explicit. Organisational culture and leadership promotion will also be examined in more detail. The chapter will end by looking at the relevance of leadership promotion from within or outside organisations.
2.2 Understanding the concept of leadership
Leadership can be described as dynamic processes in a group whereby one individual will influence the others to enable them make voluntary contribution to the achievement of a group or organizational tasks in a given situation (Mendenhall, et al, 2008). Leadership involves diagnosing situations, determining what needs to be done and marshalling collective efforts sufficient to achieve a desired future or avert significant problems. It entails the use of power and persuasion to define and determine the changing nature of an organization and solving its problems, as well as making use of all opportunities, finding solutions to its problems and taking actions where necessary and helping it to cope with any given situation (Goldsmith, et al (2003). Leaders are supposed to set their organizational vision – knowing where the organization is and where it is suppose to go. They also set the longer term vision for the organization.
A leader in an organization is also a member of that organization, company, institution, etc whose purpose, vision, and values are for the benefit of the entire organization and its stakeholders, and those values and vision are shared by the entire organization. He or she is supposed to see his/her members as not just followers, but also as stakeholders striving to achieve that same purpose, vision, and values. The leader mobilises, motivates, inspires or encourages others. He/she must be exemplary in his or her dealings. Leaders must be able to motivate, inspire and energize their members (Gill, 2009; Fulop et al, 2004). To ensure that teams voluntarily follow and resources are attracted to the cause, ideas must be translated into simple, direct and positive statement of what the leader is going to do, how and why this is to be achieved and the benefits that it will bring to others (Mendenhall, et al, 2008). Leadership therefore become the most influential aspect of an organization; so a good leader is suppose to ensure that success of his or her organization is paramount and achievable, even within turbulent times.
2.3 Theories of leadership
Theories of leadership have been used to explain the characteristics of those whom we expect them to be leading or are seen leading their organizations. There are many leadership theories, but most leadership theories explain how the style of leadership help shapes organizational culture. According to Gill (2009), there are so many types of theories of leadership. He stated psychodynamic theory or leader-member exchange theory, contingency and situational leadership theory and the new leadership approach which comprises of visionary theory as some of the theories that this study will be looking at.
2.3.1 Psychodynamic theory or leader-member exchange (LMX) theory
Psychodynamic theory, or leader-member exchange theory as some writers explained, looks at the effectiveness of leaders as a function of the psychodynamic exchange that occurs between the leadership and the group members following the leader (Gill, 2009). Leaders are supposed to provide direction and guidance for the organization or the members through their influence given to them by members or management or the organisation. In some cases it is the board members who give the powers to those who are supposed to lead the organization, but the leaders will be influencing certain decisions depending on their power of influence. The LMX approach defines the effectiveness of the leaders and as a function of the psychodynamic exchange that is occurring between the leaders and group members – that is, the followers or sub-ordinates. The leaders provide direction and guidance for the organization through influence permitted to them by members.
Exchange theories focus on the characteristics of the leader, their individual followers and how they relate with their followers. In contrast to leadership-style theories, LMX theorists argue that leaders-member relations are sufficiently variable and it is suppose to warrant on each pair of leaders and their members in a separate dimensions; and that the members may differ markedly based on their descriptions and how they perceive the leader (Dansereau et al., 1975; Graen, 1976; Graen et al., 1977). The essence of psychodynamic theory is the understanding of oneself and others and in terms of results and performance of the organization; and the transactional nature of the style of the leader and the leader-follower relationship (Stech, 2004).
2.3.2 Contingency and situational leadership theory
Contingency and situational leadership theories suggest that there is no one best style of leadership (Graen, 1976; Graen et al., 1977). They explained that successful and enduring leaders use different styles according to the nature of the organization they lead, the situation at stake and the followers. A condition or situation may compel a leader to change his/her behavior, while some of the situations – political, social or economic may compel some leaders to their style, sometimes making them become authoritarian leaders, due to certain circumstance. Graen et al. (1977) noted that contingency theories suggest that there is no one best style of leadership. Nevertheless, successful and enduring leaders use different styles according to the nature of the organizational culture, the situation they may be handling and the followers. Such leaders know how to adopt a different style for a new situation, regardless of how effective any one particular style has been in the past.
The effectiveness of a particular style of leadership depends on the relationship between the characteristics of the leader, the followers and the situation as suggested by Graen (1976) and Graen et al (1977). Bass et al, (1975) found that specific leadership styles are associated with different ways in which organization operates, the task at stake, personal and interpersonal characteristics or relationship. Hodgson and White (2001) argued that effective leadership is by finding the best fit between good behaviour, context and need. Contingent and situational theorists therefore argue that, there is not acceptable form of leadership, rather, the situation will justify what type of leadership is appropriate and must be applied. This means those in leadership position must be able to change their leadership style based on the situation.
2.3.3 New leadership Theory
The new leadership theory comprises of visionary, charismatic and transformational leadership theories. Transformational leadership occurs when leaders raise people’s motivation to act and create a sense of higher purpose as explained by Graen (1976). He further noted that it is distinguished from transactional leadership, because it involves an exchange between the leader and the followers with an emphasis on correction mistakes from requirements and providing a material or extrinsic reward systems in return for compliance with the leader’s orders or wishes. The new theories also place emphasis on strategic leadership and pragmatic leadership styles. Burns (1978) explained that vision, charisma and transformation are some of the keywords for the New Leadership theory.
The concept of transformational leadership arose from a study undertaken to understand rebel leadership and revolution form of leadership that occurred in the early 1970s (Downton, 1973). However, others also argued that it was James MacGregor Burns who was seen as a political, historian and biographer, who in a seminal book published in 1978 first described transformational leadership and blended it with transactional leadership style (Burns, 1978). Transforming or transformational leadership as he explained them occur when both the leader and followers raise each other’s motivations to a sense of higher purpose. Transactional leadership on the other hand is a form of transaction or exchanges that occur between a leader and followers, such that it provides material or psychological reward systems in return for follower’s compliance with the hope of accomplishing their wishes.
According to Sashkin visionary leadership, concerns itself with transforming an organizational culture such that it falls in line with the leader’s vision it has for the organization’s future (Sashkin,1988). Sashkin and Rosenbach have also suggested that there are three personal attributes that guide the leader’s behavioral approaches. They include self-efficacy, power orientation and cognitive capability (Sashkin and Rosenbach, 1998). Cognitive capability therefore concerns itself with understanding complex that is cause-and-effective chains to be able to take action at the right time to achieve organizational desired outcomes (Streufert and Swezey, 1986).
Very good leaders are often perceived as charismatic or born leaders, because of how they are connected with their followers. They inspire them and encourage them to follow their cause. Charismatic leadership may be found at most levels within the organization, though they are frequently found at top most part of the organization (Bass, 1992; Sashkin, 1992). They further noted that it is associated with greater trust that members or the followers will have in the leaders and achievement that have been noticed among followers. The charismatic leader weaves a spell outside that of the organization; and may attract shareholders, customers and investment in troubled times, as argued by Flynn and Staw (2004) the French researcher. Waldman et al. (2001), however, in a study of senior managers in Fortune 500 companies in the United States, also noted that charismatic leadership is associated with net profit margin registered with some organisations, but only under conditions of environmental uncertainty. Charismatic leadership appears to be dysfunctional in predictable conditions, perhaps because it may generate unnecessary change.
2.4 Organizational culture and leadership promotion
Culture has been described in many ways, and it has become very difficult to find a consensus or a common and clear definition. Some critics have argued that culture describes what an organization is about or how organization conducts itself (Smircich and Cala, 1987). Leigh and Maynard (2000) see culture as a heady combination of organisation’s vision, its values, tradition, ethos and its self-image. While the Work Systems Associates (1996) also describe culture as the lifestyle of the organization; its main core values, its hidden assumptions or beliefs, systems, policies, programmes and procedures, and the way it conduct its business everyday and its relations with stakeholders. Linstead (2004:107) has argued that, ‘leaders can exert a powerful influence on the culture of their organization, especially if they are the founder’, for that matter can play a very significant role in promoting those expected to be leaders or to lead it.
Understanding the organization culture and how leaders influence promotion of leaders within it become very significant for the organization. While some of the organizations have a culture of promoting leaders from within it, others prefer getting leaders from outside. The later is preferred because some schools of thought argue that, if leaders are promoted within an organization there is little respect for those who will be promoted, while exercising their authority also become difficult because of familiarity with members. The ability to perceive the limitations of one’s own culture and to develop the culture adaptively is the essence and ultimate challenge of leadership. The most important message for leaders at this point is how they have to understand the organizational culture, give what is due, and ask how well the culture could be understood which the leadership is embedded (Schein, 1992).
The need for leaders to create and manage organizational culture is consistent with the increasingly becoming accepted part of organizational-wide leadership concept or become an expert of distributed leadership style (Ashkanasy et al., 2000). With regards to leadership style, and how culture may influence its promotion, significant, indirect pervasive effects on organizational performance could also be very significant (Gill, 2009. Linstead (2004) has explained that, since leaders can shape the culture of their organization – more especially if they are the founder, promoting leaders could be very easy, because they have direct influence on the culture of the organization. The culture of an organization and how leaders are promoted therefore could be very significant because every organization has a way of conducting itself and how it may decide to promote its leaders. Ogbonna and Harris’s overall conclusion was that organizational culture mediates the relationship between leadership style and organizational performance and in effect has a positive role to play in promoting leaders (Gill, 2009).
2.5 Leadership promotion in organization
Leadership promotion takes place, of course, mostly on the job and in many organisations. In fact most of what we know about leadership and leadership promotion and how it can be done is learned through experience in real life rather than in the classroom. Formal training in general, and leadership development programmes in particular, aim to enhance organizational development and performance through a well managed organization. Leadership promotion could serve as a learning process for those who may have the potential and skills to become future leaders. Examples of leadership promotion in an organization could be to rotate job responsibilities, taking on the leadership of special projects or assignments, deputizing others of for the bosses and leading in a cross-functional team (Economist, 2001d).
The value of real experience is well demonstrated by the way in which some of the top consulting firms have become a rich source of CEOs, through leadership promotion. It is almost as if the experience and ideal leadership program exist within such organizations, because of how the leadership promotion is well nurtured to develop future leaders (Linstead, 2004). Leadership promotion becomes very important for organization to effectively manage its affairs. Most organizations prefer to promote staff onto higher position within their organizations, while others promote from outside the organization. However, even though some organizations may prefer promoting from within others also prefer to do their promotion from outside the organization even if there are skillful individuals to serve as leaders within it.
2.5.1 Leadership promoting within organization
Leadership promotion within organization means instead of getting people from outside an organization to occupy leadership positions, organization promote its own staff that it considers to be very effective or have the leadership potential or skills that are needed and get promoted. One may argue that such a move is very good and that, since members in a company are used to the way things operate and understand the system very well, promoting such individuals is a form of continuous process. That is since employees know the system already, if they are promoted internally, they are familiar with the situation so they will know what to do from day one. It might be a change of position, but continue doing what they already have an idea of how it is done.
Linstead (2004) has argued that, when a company is small, and the leaders are easily seen, the influence they can have in the development of the company can easily be seen, than if it were to be a multinational company. Promoting leaders from within a small company although could be bringing some benefits as explained by Linstead; familiarity which will bring contempt could also affect the leader’s performance and his or her ability to exercise his or her full authority and powers as a leader. While some critics also argue that, promoting from within is the best way because most members that are promoted from within an organization are familiar with the job, the culture and structure of the organization. This will serve as a good foundation for those promoted to be leaders from within to have a basis to begin their leadership assignment.
2.5.2 Leadership promotion outside organization
Promoting leaders to higher positions is another way that many organizations or institutions have to adopt as a means of motivating their employees. It is not just to promote them because they have to be motivated in one form or the other, but when staff gets promoted within their organization, they feel motivated to work very hard. Like promotion within an organization, other critiques also argue that, promoting within an organization is very bad and support promotion from outside an organization. They are that, since individuals become stagnant and too familiar with colleague when they have worked in the same place for long, making become seniors in the same workplace may not enhance respect being given to them by other members.
2.6 Leadership promotion in supermarkets
Leadership promotion is very crucial in every organisation. It is not only supermarkets that need to promote leaders in their organisation, although leadership promotion is very vital for organisations to remain competitive and improve. Supermarket like any other organisation also must improve or develop its leaders so as to make the organisation move forward. Every organisation should have those who can set its vision and communicate the vision to the members to enable them support it.
2.7 Summary
It can be said that effective leadership place a central role in the success of every organisation, regardless of the size, form or structure. Leadership therefore needs to be effectively promoted such that all stakeholders will feel part of the organization and therefore promotes its standings within today’s market.
Chapter Three
Methodology
3.1 Methodology of the Research
There are three main methodologies, which can be used to undertake research in the real world; they are quantitative, qualitative and mixed methodologies (Kumar, 1996; Robson, 2003). The study will adopt both qualitative and quantitative methodologies to ascertain the relevance of managing across cultures and the techniques managers need do so effectively, which according to critics like Flick (2002) and Kent (1999) will give the researcher to gather good data. To do so successfully, employees from selected organisations will be interviewed alongside managers and chief executive officers to seek their views about the topic under investigation. The interviews will be conducted on a one-on-one basis for both ordinary workers and some individuals in management positions. Some employees will also be made to answer questionnaires to triangulate the interview data
Forms methods such as observation – participants or non-participants will not be suitable for the data gathering. According to Kent (1999) looking at non-participant observation method for instance, although it may be suitable for the research, position of the researcher and his/her inability to probe whatever may transpire makes it difficult for adequate information to be obtained from the respondents. Besides, clarification cannot be done during data collection. Respondents may also exaggerate their activities if it becomes obvious that the researcher is amongst them gathering data. While others may also decide to withhold information, that will enhance the degree of biases that may affect validity of the data. These reasons have made it very important to adopt both questionnaire and interview and will neglect the other methods.
3.2 Research Strategy and Design
Nestle Ghana Ltd
Nestlé started in the 1860’s by Henri Nestlé, a pharmacist, whose initial aim was to develop food for babies who were unable to breast feed.
A study by the Institute of IDE-JETRO (Institute of Developing Economies, Japan External Trade Organisation), Nestlé is not only one of Switzerland’s largest industrial company, but also, currently, one of the world’s largest food companies. They products include Perrier, Nescafe, mineral water, pet food. It is also fast increasing its share of the ice cream market.
The study continued that Nestlé Ghana Limited is one of the divested businesses by Nestlé whose origination dated back in 1957 under the trading name of Nestlé Products (Gh) Limited with the importation of Nestlé products such as milk and chocolates. It was incorporated as Food Specialties (GH) Limited to manufacture and market locally well known Nestlé brands in 1968, however, in 1987, it became Nestle Ghana Limited.
Services and Products
Nestlé Ghana Limited has numerous well-known brands including; IDEAL Full Cream Evaporated Milk, CARNATION Filled Milk, Carnation Tea Creamer, MILO, CEREVITA Porridges, CERELAC Maize/Milk and CERELAC Wheat/Milk. Nestlé Ghana also imports and distributes brands such as: NIDO Milk Powder, LACTOGEN Infant Formula, NAN Infant Formula and NESCAFE Soluble Coffee among others.
Number of Employees
Nestle Ghana Limited employs 1,000 people.
Financial Information
Nestle Ghana Limited’s turnover in 2008 was US$173,491 and net profits US$18,499.
Market Share
Nestlé Ghana limited is ranked 437 in the “Top 500 Companies in Africa 2009” and as one of the top ten companies in Ghana for 2009 (6th position overall and it is the only company in the food industry category on the list of top 10).
Business Objective
Though Nestlé’s business objective is to manufacture and market the Company’s products in such a way as to create value that can be sustained over the long term for stakeholders, however, Nestle Ghana Limited’s aim to be “the number one company not only in business terms and the highest profit making business but also the best employer, the most socially responsible citizen and ethically sound company.”
Ownership of Business
Nestle Ghana Ltd owns 76% of the business with 24% belonging to the Ghana Government.
Benefits Offered and Relations with Government
The numerous business and social activities undertaken by Nestlé Ghana Ltd is hailed as a direct contribution to the Ghanaian economy. Aside aiming at maximising profit, they also undertake series is of activities which promote the growth of Ghana’s workforce. For example, Nestle Ghana Ltd promotes medical students in health sciences, supports child education and social events as well as sports. These achievements have earned them a place by the Ghana Government who qualifies the company as a “responsible citizen”.
Source: Jetro, I. (). AGE (African Growing Enterprises) File. Available: http://www.ide.go.jp/English/Data/Africa_file/Company/ghana04.html#anchor1. Last accessed 11th Oct 2012.
3.2.1 Research Strategy
The use of Nestle Ghana as the only company being used for the study justifies the case study approach being adopted. As it has been argued by May (2001), the exploratory study helped to develop understanding and analysis of the issue under investigation. However, according to Gray (2004) research in real world could be carried following the qualitative, quantitative or a combination of two research methodologies. Robson (2003) and May (2001) explained that, the choice of methodology depended on the research question that were answered, the nature of organisation and also the respondents who were involved in the study. The study utilized the survey questionnaires to generate data from employees of Nestle Company and their understanding of how BSC could be applied in the organisation to enable it measure its performance. In the process of finalizing the questionnaire survey, informal discussions with those knowledgeable about BSC or measurement of organisational performance was carried out. The survey instrument used for this research was a carefully designed.
3.2.2 Research Design
The data collection tools were designed in a way that could make it possible for the research objectives to be achieved. One of the main factors that were taken into consideration when designing the questions was participants’ level of understanding of the English Language. Although all of them work in the same company since they speak other languages rather English language as their mother tongue, there was no assumption made when setting the questions. There were no jargons used that could their understanding of the questions difficult. The interview questions were set using very short-short sentences with very clear and simple English so that the respondents could understand and provide correct responses. The questionnaires were also designed with clear and very comprehensible words and phrases so that they could answer them without any difficulties. After the questions had been set, they were given to some of my colleagues to proof-read for comments and suggestions before they were re-written finally for administration.
The questions were designed to facilitate the respondent’s perceptions and how they felt about the BSC and its benefits to Nestle Ghana if the strategy was implemented as a tool to measure the company’s performance. It has been the endeavour of the researcher to identify the key problems associated with the company, its systems of measuring performance and how the BSC could impact on the company’s activities. The respondents have been requested specifically to ignore their personal prejudices and use their best judgment on a 5 point Likert scale. The above process has been followed to make the response a true reflection of organisational reality rather than an individual opinion. The 5 points of scale indicated are 1- strongly disagree, 2- disagree, 3- neutral, 4- agree and 5- strongly agree (see appendix A for details). Data collected in the form of responses have been thoroughly examined.
3.3 Source of Data
The data was collected from one main source – employees of the company. Some of the senior management members were selected for interviews, while some of the workers who do not hold any management or leadership positions were randomly selected for interviews, while the staff members who agreed to participate in the study were also made to answer questionnaire. As already stated above, the types of data were mainly primary data sources, because the information was gathered through the use of only interviews and questionnaires. There were few occasions that information from the company website was used. In addition to the primary data, secondary data was also gathered from various departments’ websites and sources to support the primary data.
3.4 Data Analysis
Analysis of the data started immediately I started receiving the responses. Answers to the questions were put into tables, graphs and pie charts as the case may be. The interview responses were transcribed and coded. The common responses put together under similar themes so as to make the data more comprehensible. The similar themes were put together to form the bases of the analysis and discussed. Both the qualitative and quantitative data were integrated to make the study achieved its stated objectives. The various themes were then compared and analyzed according to the research objectives that were set at the beginning of the study.
3.5 Ethical Considerations
In other to undertake the research successfully, some ethical issues have to be taken in consideration during the study. According to Kent (1999), May (2001) and Cohen et al (2007), to effectively and professionally carry out an investigation, some of the ethical issues that have to be considered include; respondent’s informed consent, their willingness to participate in the study and their freedom to withdraw from the study in case they do not feel comfortable to continue the investigation. They must be given enough time to decide as to whether they have to participate or withdraw if they so wish.
Cohen et al (2007) observed that, it is very unethical for researchers to use their study to go into respondents’ private life; therefore any form of intrusion will be avoided. All participants will be treated with respect during and after the research (Fay, 2004; Flick, 2004). The research process should not cause any harm to the respondents, whether economically, physically or mentally. I will also avoid the deceitful notion about the researcher who they may consider to be a secret investigator or an undercover investigator (Kumar, 1996; Robson, 2003). I will maintain high degree of confidentiality in any information I will obtained from the respondents.
Chapter Four
Data analysis and discussion of results
4.1 Introduction
In chapter three efforts were made to explain the research methodology and how the design was made to help gather the data. Ethical issues were considered to help gather the data within ethical standards. In this chapter, the data that will be gathered will be explained. It will look at what respondents are saying about the relevance of leadership in organisation, leadership and organisation behaviour and how leadership promotion will help improve organisational performance.
4.2 Background of Respondents
In all, 40 questions were distributed to respondents. Out of the number 30 returned their questionnaires for analysis. To triangulate the questionnaire data five employees were also interviewed. This brought the total of research participants to 35. With those who answered the questionnaires, 12 were females and the remaining 18 were males. Out of that number 19 were between 20 and 29 years, 6 were between 30 and 39, while the remaining 5 were between 40 and 49 years. There was no respondent who is more 50 years old; neither was there anybody less than 20 years. As to the number of years respondents have worked, 6 said they have worked for less than a year, 13 have worked between 2 and 5 years, those who have worked between 6 and 10 years are 7, while 4 of the total respondents have worked over 11years.
The issue of leadership appointment was looked at in the research. When participants were asked to indicate the best way their leaders are appointed, the following were some of the responses provided. Majority of the respondents – 24 out of the total respondents indicated that some of the staff members are promoted from the organisation into leadership position; four explained it is on few occasions that leaders are promoted from outside the organisation. The responses provided by the 24 respondents above is in line with the four other respondents said that just on few occasions that leadership promotion is done outside the organisation. Just few (2) of the respondents said they have no idea as to how leaders are promoted or appointed. Those two could be among those who have not spent a year in the organisation.
4.3 Relevance of Leadership in Organisations
The relevance of leaders in an organisation is a very important component in every organisation. Because it is seen as very important, the respondents were asked if they view every organisation should have leaders instead of managers. Out of the number who answered the questions, 33.3% strongly agreed to the statement that, 6.7% did not agree or disagree to the statement; while approximately 20% disagreed and 40% strongly disagreed to the statement that, every organisation should leaders instead of managers. The responses showed that, most of the respondents will prefer to have managers instead of leaders. One assumption that would be made from the answers provided is that, they may not know the difference between what leadership is about and what managers do. Therefore in an organisation where employees may feel comfortable or satisfied with what is happening, they may accept to go on with the status quo.
As to whether managers can do better things for organisational performance and improvement than leaders; majority of the respondents strongly agreed (73%) or agreed (7%) to the statement, while 15% did not either agree or disagree to the statement. In short they remain neutral to the statement and the remaining 7% strongly disagreed to the statement. This presupposes that managers can do better than leaders in maintaining good organisational performance and improvement. This supports the basic statement that managers do the right thing, while leaders do things right. Goldsmith et al (2003) and Mendenhall et al (2008) have argued that managers carry out organisational functions some of which include; working to achieve organisational objectives; working within the organisational framework or operations; controlling organisational resources and overseeing staff performance and their development. In other words, since managers manages what objectives have been set for whatever organisation, the responses view that managers can do better things than leaders in terms of organisational performance improvement may be justified, base on what the organisation is doing.
As to whether managers or leaders are in key and strategic position of organisation matters or does not matter remained a controversial question that was asked. The responses the respondents provided have been tabulated below in Table 4.1.
Table 4.1
Neither leaders or managers make a difference in an organizational improvement
Number of responses (%)
Strongly disagree
30
Disagree
25
Neutral
7
Agree
15
Strongly agree
23
Total
100
Source: Author
The above table shows that, whether managers or leaders can make a difference in an organisational performance is something that most of the respondents could not provide concrete answers. From the table, it became evident that although the respondents expressed their understanding of the question, it became clear that there were different views about how they think organisations could be improved. Some feel leaders could bring about improvement (30% and 25% strongly agreed and agreed respectively) while others also did agree and strongly agree that neither leaders nor managers bring about improvement in an organisation. Leadership and organisational behaviour was also considered in the study which will be looked at in more detailed.
4.4 Leadership and Organisational Behaviour
Leadership and organisational behaviour are issues that need to be considered very seriously when studying ways through which organisations could improve and bring about better performance. In interview with some of the respondents to ascertain how they see the way their organisation is being managed, a 35year old man who works in the company as a supervisor explained during the interview that, the way the organisation is being managed is very good. However, when asked if the leadership could impact on the culture of the organisation, he explained that;
‘The leadership has a big role to play to improve the performance and the overall culture of an organisation. As leader, one is suppose to set the vision, mission and motivate the followers to push whatever vision the leadership want forward. So the leader will have a big part to play to improve or change the culture of the organisation’.
In a similar reaction, it became evident that, if there is better leadership development, it will help enhance the performance of the organisation and that will improve the organisational competitiveness. Almost all the participants who were interviewed explained that, leadership development will help improve the culture of the organisation. However when asked which way the changes could be seen, they explained that affected,
4.5 Leadership Promotion in Organisation
Leadership promotion in an organisation constitutes another important aspect of organisational development. However, whether leaders have to be promoted within an organisation or from outside are another issue that needs to be scrutinize professionally, so as to make the organisation benefit and improve. When respondents were asked whether they will prefer leadership to be promoted from outside their responses has been shown in figure 4.1 below.
Figure: 4.1
Source: Author
From the above figure, it will be explicit to note that, majority of the respondents have made it clear that they prefer leadership promotion from within their organisation rather than from outside. The interview responses shown that, they prefer their leadership to be promotion from within the organisation rather than getting the promotion from outside or getting new leaders to be recruited from outside into the organisation. When the respondents were asked to clarify their reason, a young woman of about 28years explained that, ‘leadership promoted within an organisation is the best. It brings about continuity, stability and those appointed will be able to understand what is already happening and will make their work easier’. In spite of that, one interviewee, a man in his early thirties explained that, he prefers leadership promotion from outside. When asked to explain, he noted that if people are promoted from within the organisation, employees may not respect such leaders. This is because many of the staff may be so familiar with the leaders and may not show adequate respect.
It became clear from the interviewees that, leadership promotion must be promoted from within an organisation. It will be preferable to promote every leadership from inside an organisation and not from outside. This according to the respondents will bring about improvement from the organisation rather than outside, because it brings about stability. The questionnaire responses also indicated that organisation from within an organisation brings about stability. In all the 30 responses, all the respondents strongly agree or agree to the statement that inside promotion will be best for every organisation to improve. The respondents also agreed to the statement that, leadership promotion from outside an organisation has many problems. They cited the following as some of the problems that leadership from outside could bring. They include; contempt, lack of corporation from members, among others. So the final responses showed that, leadership promotion within an organisation is the best from every organisation.
4.6 Summary
The study aimed at looking at the effectiveness of leadership promotion in an organisation. The responses showed that, leadership is better if promoted from within an organisation rather than from outside. That means leaders are not suppose to be promoted from outside or leaders must not be recruited from outside, because as the results showed that leadership promotion from outside has a lot of problems and will not bring any improvement. It will be concluded that organisations must promote their leaders from within to bring improvement.
Chapter Five
Conclusion and Recommendations
5.1 Conclusion
This project was aimed at finding out some of the benefits that will be derived from leadership promotion either within an organisation or get new staff to fill leadership position from outside the organisation. In this vain the study was also to ascertain whether leadership promotion within organisation may benefit the overall performance of the organisation or if leadership promotion or recruitment from outside will help an organisation to do better. Some of the difficulties associated with leadership promotion and how organisations could help promote better leadership promotion strategies to enable them compete globally. It was observed from the study that although many organisations have different ways of promoting their leaders, the study concludes that it is appropriate and beneficial to employ leaders from within rather than from outside the organisation or advertising to recruit new leaders from out of the organisation.
It became clear that, since employees who might be promoted from within an organisation may be contempt with what they do and the staff they work with. They became clear that if staff is promoted from outside, it become difficult to handle some of the problems since staff employed outside will take time to settle or know how the culture of the organisation works. Therefore it will be concluded that organisations must promote their leaders from within, because as they explained, it will bring improvement since there will be continuity and old staff will know and understand their organisational culture. Although there are some critiques who also argue that when leadership promotion is done from inside, organisation employees may not respect their new leaders and that could weaken their credibility and their ability to lead. In spite of all these, leadership promotion is better if it is done from outside an organisation.
5.2 Recommendations
From the above the following will be recommended for future policy formulation and for organisation to modify the way they recruit their staff or promote their leaders.
Leaders must be promoted from within an organisation rather than from outside the organisation. This brings about continuity and staff promoted from within knows the organisation culture and can easily work towards achieving already known objectives, aim, mission and goals.
That staff who may be due to be promoted must be given the change to lead in some leadership capacities to improve their leadership skills so that when they are promoted they can perform better
It will be discouraged for organisations not to promote their leaders from outside since it is associated with many problems. E.g. contempt, lack of corporation from members who may think they should have been leaders, etc. so it makes leaders who get leadership jobs from outside to suffer in leading the members.
That there should be continuous training for potential leaders or those who may have leadership skills to develop their leadership potential so that when are given new leadership position they do not struggle to lead.