?Innovation, and Organisational …………………………… 1 answer below »

Innovation, and Organisational Performance.’’
Sethibe, (2012), seeks to further understand the relativity and relationship of leadership style with organisational output, performance, productivity, and culture, referred to as climate. Research is sampled and obtained through 231 participants from multiple South African companies.
Sethibe, (2012), uses a survey strategy across 112 different organisations. Participants were asked to respond to questionnaires, exclusively and specifically, for the purpose of this study and is therefore primary in nature. Moreover, of the 231 participants, 146 completed the questionnaire, proving a response rate of 63.2%
This study does not use any reported secondary data sources, leaving certain aspects of its validity in question as a comparative and research critique is not provided at any point for the reader.
Tebogo Sethibe, may have sought secondary data from auditing bodies associated with the 112 different organisations in question. I believe this would have provided a depth and alternative perspective to either support or argue against the hypothesis and resulting conclusions.
Additional to the questionnaires, the study may have pursued other data collection methods such as interviews and focus groups that still provide qualitative data, but vary in perspective. Furthermore, and comparatively, Sethibes study could have been further enhanced through the promotion of a more quantifiable or even mixed method approach. A more statistically based research method would have given Tebogo Sethibe the opportunity to drive a systematic approach to the data collection and analysis section of the research. In turn, this world further support the hypothesis that transformational leadership styles positively impact organisational climate.
Moreover, the author may have looked to adoptTamkin’s (2005)Chain of Impactmodel. Tamkin’s model is commonly used to examine the relationship between activity and performance/deliverables. As this is widely used as Human Resource tool to measure policy and programme output, it would have sat very well alongside the assessment of climate and culture, relative to performance and innovative results Sethibe aimed to understand. Furthermore, the lack of comparative data leads to limitations in the study. Multiple and varied research methods provide further examples of cause and effect for the reader, thus presenting a more practical and educational read.
Sethibe., T, (2012) ‘The Nature of the Relationship Between Leadership Styles, Organisational Climate, Innovation and Organisational Performance`. pp 537-543
Avolio, B.J, Bass, B.M & Jung, D (1995). Multifactor leadership questionnaire technical report. Palo Alto, CA: Mind Garden.
Chen, H., Liu, H., & Cheung, H. (2014). Radical innovation, market forces, political and business relationships. Chinese Management Studies, 8(2), 218.

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