The purpose of this descriptive study is to explore the influence shared-leadership has on the performance behavior of retail entry level employees between the ages of 18 and 30. The corporations being studied include clothing and food chain retail department stores. Shared-leadership is a term utilized for collaborative and task sharing. It may also be defined as follows: preventing harm to employees and aiming for their well-being consistently. Five different types of leadership have been identified in terms of shared-leadership: Directive, transformational, transactional, transitional and empowering. This study will also analyze happiness as it relates to shared-leadership. Happiness connected to shared-leadership can be defined as well-being of the soul and upholding moral standards when applied to this leadership model.
Employers are hugely affected by retail employees’ displeasure in the workplace. Discontent in the workplace may lead to more serious illness issues such as depressive disorder, absenteeism, low productivity, which all stresses the importance of this study’s urgency. Young adults have often received negative treatment with very little opportunities for career advancement because organizations may associate them with unproductivity.
The research approach selected to explore the influence of shared-leadership on happiness and displeasure will take the form of a descriptive model with a quantitative methodology via Survey Monkey. The research can potentially aid practitioners in being more aware of discontent among young retail employees and how shared-leadership influences mood and productivity. The research findings demonstrated that employees between the age of 18 and 30 have genuinely embraced the shared-leadership model.
CHAPTER ONE. INTRODUCTION
Introduction to the Problem
Background, Context and Theoretical Framework
Background
Context
Theoretical Framework
Statement of the Problem
Purpose of the Study
Research Questions
Central Question
Sub-Questions
Rationale, Relevance and Significance of the Study
Rationale
Relevance
Significance of the Study
Nature of the Study
Definition of Terms
Assumptions, Limitations and Delimitations
Assumptions
Limitations
Delimitations
Chapter One Summary
CHAPTER TWO. LITERATURE REVIEW
Introduction to the Literature Review
Theoretical Framework
Existing Problem
Themes, Trends and Main Components of Shared-Leadership
Directive Leadership
Transformational Leadership
Transactional Leadership
Transitional Leadership
Empowering Leadership
Transcendence
Connectedness
Meaningful
Compassion
Mindful
The Eleven Sub-Elements of Shared-Leadership Discussed
Review of Research Literature and Methodological Literature
Shared-Leadership Defined/ History
Shared-Leadership and Performance
Shared-Leadership and Organizational Goals
Shared-Leadership and Career Advancement
Shared-Leadership and Commitment
Shared-Leadership and Professional Development
Gap in the Literature, Arguments and Synthesis of Themes
Chapter Two Summary
CHAPTER THREE. METHODOLOGY
Introduction to Chapter Three
Research Design
Target Population, Sampling Method, and Related Procedures
Target Population
Sampling Method
Sample Size
Setting
Recruitment
Instrumentation
Data Collection Procedure
Data Analysis Procedures
Credibility
Transferability
Dependability
Confirmability
Ethical Issues
Researcher's Position Statement
Conflict of Interest Assessment
Position Statement
Ethical Issues in the Study
Chapter Three Summary
CHAPTER FOUR. DATA ANALYSIS AND RESULTS
Introduction to Chapter Four
Data Collection
Data Analysis
Results
Question 1: Please Select your Age Range
Question 2: What is your Mode or Type of Employment?
Question 3: What Type of Shared-Leadership is Experienced by your Manager or Leader?
Question 4: Are there Advantages of Shared-Leadership in the Workplace?
Question 5: The Type of Leadership Chosen in (3) has Influenced my Happiness at Work
Question 6: The Type of Leadership Chosen in (3) has Influenced my Performance Behavior in Terms of Career Advancement
Question 7: The Type of Shared-Leadership Selected in Question (3) has Influenced my Performance Behavior Regarding Commitment at Work
Question 8: The Type of Shared-Leadership Selected in Question (3) has Influenced my Performance Behavior in Terms of Organizational Goals/Outcomes
Question 9: The Type of Leadership Chosen in (3) has Influenced my Performance Behavior in Terms of Career Advancement
Question 10: The Type of Shared-Leadership Selected in Question (3) has Influenced my Performance Behavior in Terms of Professional Development
Gender
Household Income
Demographic Profile
Devices Used
Chapter Four Summary
CHAPTER FIVE. CONCLUSIONS AND DISCUSSION
Introduction to Chapter Five
Summary of the Results
Questionnaire
Discussion of the Results
Discussion Relevant to the Literature
Implications of the Results for Practice
Limitations
Recommendations
Conclusion
Study Objectives and Themes
This descriptive study aims to investigate the influence of shared-leadership styles on the performance behavior and professional outlook of retail entry-level employees aged 18 to 30. The research explores how collaborative leadership practices and the fulfillment of psychological and professional needs impact employee happiness, commitment, and career development within the retail sector.
- The impact of five shared-leadership models (Directive, Transformational, Transactional, Transitional, Empowering) on performance.
- The correlation between shared-leadership practices and employee happiness or discontent.
- The role of moral purpose, transcendence, and workplace environment in shaping employee performance behavior.
- The influence of demographic factors, employment modes, and personal needs on retail worker satisfaction.
- Strategies for management to improve retention and productivity through effective, ethically-grounded shared-leadership.
Excerpt from the Book
Introduction to the Problem
The purpose of this descriptive study is to explore the influence shared-leadership has on entry-level retail employees’ performance behavior between the ages of 18 and 30. Shared-leadership is a term utilized for collective tasks sharing; it implies being associated in a collaborative way to create common purpose. Leadership is distributed while workers carry out tasks within the organization with the type of leadership selected (Martin, Liao, & Cambell, 2013). Shared-leadership can also be defined as minimizing employees’ dissatisfaction and at the same time, pursuing their well-being consistently (Loewenstein, 2013). Five different types of leadership have been identified with shared-leadership: Directive, transformational, transactional, transitional and empowering.
Guidance and goals are generally stressed in the directive leadership model, perceived as the “default” style for increasing productivity on standardized tasks (Martin et al., 2013). According to Northouse (2013), transformational leadership model involves complex tasks aiming to transform inadequate behavior and replace them with ethical conduct. Transactional leadership appeals to subordinates’ self-interest and extrinsic needs by asking them to manage their behavior conventionally (Prasad & Junni, 2016). Transitional leaders must comprehend complex systems with a humanistic approach for a better society (Sturmberg & Martin, 2012). Moreover, empowering leadership enhances proactivity; the focus has shifted more on empowered team with requirements outlined for both leaders and workers (Martin et al., 2013).
This topic has been investigated for decades; as reported by researchers, employees’ decision to remain with an organization would likely be determined by the workers’ level of commitment to the corporation. However, shared-leadership styles have never been profoundly analyzed (Manz, Wassernaar, & Pearce, 2014). Manz et al. (2014) added that employees’ commitment can be largely influenced by organizational activities and their leadership. The age-group being investigated in the workplace is likely to influence other workers and may result in a negative influence on job satisfaction, commitment and engagement (Macdonald, & Levy, 2016).
Summary of Chapters
CHAPTER ONE. INTRODUCTION: This chapter introduces the study's purpose, research questions, and theoretical foundation regarding the impact of shared-leadership on young retail employees.
CHAPTER TWO. LITERATURE REVIEW: This chapter provides a comprehensive review of existing research on shared-leadership, defining its various models and its link to employee well-being and productivity.
CHAPTER THREE. METHODOLOGY: This chapter details the descriptive research design, quantitative data collection methods via Survey Monkey, and the procedures used to analyze participants' responses.
CHAPTER FOUR. DATA ANALYSIS AND RESULTS: This chapter presents the statistical findings and qualitative analysis of survey data, highlighting the responses regarding leadership influence on workplace performance.
CHAPTER FIVE. CONCLUSIONS AND DISCUSSION: This chapter summarizes the study's conclusions, discusses results in the context of literature, offers practical implications, and provides recommendations for future research.
Keywords
shared-leadership, impact, retail workers, behavior, performance, employees, mood, productivity, discontent, leadership models, organizational commitment, employee well-being, quantitative research, job satisfaction.
Frequently Asked Questions
What is the core focus of this dissertation?
The dissertation primarily investigates how different styles of shared-leadership—ranging from directive to empowering—influence the performance behavior, job satisfaction, and overall happiness of retail entry-level employees aged 18 to 30.
What are the primary themes addressed in the work?
Key themes include shared-leadership models, workplace spirituality, transcendence, employee retention, organizational commitment, and the impact of leadership on professional development and career advancement.
What is the primary research goal?
The study aims to determine the extent to which shared-leadership practices serve as a path toward happiness or contentment for young retail workers and how these leadership styles affect organizational goals and personal performance.
Which methodology was chosen for this study?
The author utilized a quantitative, descriptive research design. Data was collected through a 10-question survey distributed via Survey Monkey to 52 retail employees, using iterative categorization to code and analyze the results.
What topics are discussed in the main body of the work?
The main body covers the theoretical framework of shared-leadership, a review of relevant literature on leadership styles (directive, transformational, etc.), detailed methodology, analysis of participant data on employment and leadership experiences, and conclusions regarding the effectiveness of these leadership models.
Which keywords characterize this research?
The work is characterized by terms such as shared-leadership, retail employees, performance behavior, job satisfaction, employee commitment, organizational goals, and professional development.
How does shared-leadership specifically affect young retail employees?
The research findings suggest that when young retail employees experience supportive shared-leadership, they are more likely to exhibit positive performance behaviors, higher job commitment, and increased career satisfaction compared to environments where their feedback is unheard.
What are the implications for practitioners mentioned in the study?
Practitioners are encouraged to adopt sound shared-leadership practices, prioritize employee well-being through recognition and training, and understand the diverse needs of young workers to minimize cynicism and turnover.
How is "shared-leadership" defined in the context of this study?
Shared-leadership is defined as a collaborative approach where leadership is distributed among team members to achieve a common purpose, moving away from centralized control to emphasize mutual influence, service, and collective accountability.
- Arbeit zitieren
- Dr. Marc Nader (Autor:in), 2019, Shared Leadership. A path towards happiness or discontent, München, GRIN Verlag, https://www.grin.com/document/504631
