RM-1sample_-uum[1]

8/6/2019 RM-1sample_-uum[1]

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TABLE OF CONTENTS

PAGES

CHAPTER 1: INTRODUCTION

1.1. Introduction 8 - 9

1.2. Background of the Study

1.2.1. The Causes of Creativity Work Environment 9

1.2.1.1. How can managers foster creativity in their

organization? 10

1.2.1.2. In that sense, PERCEPTION can be more important

than REALITY. 11

1.2.1.3. The Work Force of One 12 - 13

1.2.1.4. Segment the Work Force 13

1.2.1.5. Offer Choices 15

1.2.1.6. Be Flexible 15 - 16

1.2.1.7. Get Personal 16 - 18

1.2.2. Transformational Leadership 19 - 22

1.2.3. Transactional Leadership 22 - 23

1.3. Problem Statement 23

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1.4. Research Objectives 24

1.5. Research Question 24

1.6. Significance of the Study 24 - 26

1.7. Limitation of the Study 27

Definition of Key Terms

1.8.1. Keys to Creativity 27 - 29

1.8.2. Transformational leadership 29 - 31

1.8.3. Transactional leadership 31 - 32

1.9. Organization of the Study 32 - 33

CHAPTER 2 : CONCEPTUAL FRAMEWORK

2.1. Introduction 34

2.2. Literature review

2.2.1. Review of the Related Literature 34 - 35

2.2.2. Models of Creativity – The Work Environment for Creativity 35 - 37

2.2.3. Specific Leader Behaviours and Creativity 37 - 38

2.2.4. Rationale for Transformational Leadership 38

2.2.5. Transformational Leadership in Action 39

2.2.6. Bass’s Theory of Transformational Leadership 39 - 40

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CHAPTER 3 : RESEARCH DESIGN AND METHODOLOGY

3.1. Introduction

This chapter examines the outcomes of the research project as they related to the purpose

and objectives detailed in Chapter 1. The purpose of this research project was to identify

those factors that enhance organizational creativity are there transformational leadership

that lead to a workplace that is creative.

The literature suggested a number of factors that were regarded as important in achieving

this. I will take the factors as identifies in my research and attempt to match with those

from the literature. It was interesting to note that in a substantial number of the responses

the respondents seemed more easily able to identify barriers to creativity work

environment.

3.2. Research Design

The purpose of this study to ‘descriptive study’ – is undertaken in order to ascertain and

be able to describe the characteristics of the variables of interest in a situation.

The identification of leadership qualities is a basic ingredient of these transformational

and transaction leadership development programmes. In order to identify the strengths

and weaknesses of the target leaders, the MLQ is distributed to their followers or co-

workers. These subordinates or colleagues have to judge the frequency with which

leadership skills and actions are displayed by the target leaders. Based on this MLQ

profile, the leader generates personal ideas for self-improvement, derives learning

objectives, and plans developmental coursework. Management-by-exception relative to

individual consideration and intellectual stimulation, a leader could be trained to becomemore individually considerate through relevant role-plays and behavioural skill-building

exercises. Creativity exercises is used to foster intellectual stimulation. These action

plans may focus on a specific leadership component or on several leadership dimensions

simultaneously (Avolio & Bass, 1991).

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Table 1. Example questions from the MLQ Form 5X

Example Question Leadership Type Assessed

“I provide others with assistance in

exchange for their efforts.”

Contingent reward

“I re-examine critical assumptions to

question whether they are appropriate.”

Intellectual stimulation

“I fail to interfere until problems become

serious.”

Passive management-by-exception;

“I focus attention on irregularities,

mistakes, exceptions, and deviations

from standards.”

Active management-by-exception;

“I avoid getting involved when

important issues arise.”

Laissez-faire

Note: Questions from Bass & Avolio (1995, 2005)

Because the MLQ plays a vital role in identifying the presence or absence of certain

transformational leadership dimensions, it is important that it provides an accurate and

unbiased measurement of the various transformational leadership dimensions. As a

consequence, Bass and Avolio (1989b) suggest that more attention should be given to

biases that might occur in identifying transformational leadership qualities. This article

investigates two potential sources of bias.

First of all, MLQ ratings may be prone to halo effect. Bass (1985) originally

conceptualized transformational leadership as comprising four sub-dimensions:

intellectual stimulation, individual consideration, charisma, and inspiration. Nevertheless,

this theoretical distinction may not hold in practice. When respondents have to identify

their leader’s strengths and weaknesses, they may have difficulty in differentiating

between the various transformational behaviours and make more global ratings. In other

words, followers may perceive the various transformational facets as relating to the same

leadership domain (Bycio, Hackett, & Allen, 1995). Most previous studies support these

contentions. For example, Tepper and Percy (1994) reported high correlations among all

transformational leadership scales. Den Hartog, Van Muijen, and Koopman (1994) also

found that all four transformational leadership scales were highly correlated. These scales

clustered into one single factor, labelled “new leadership”. Other studies found that only

the charismatic and inspirational scales converged into one single construct (Howell &

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Avolio, 1989; Koh, 1990). Hater and Bass (1988), however, reported more positive

findings, as all transformational factors emerged from the analyses. Recently, Bycio et al.

(1995) concluded that although a model congruent with Bass’ (1985) original

conceptualization was tenable, there also existed high intercorrelations among all

transformational leadership scales. If the MLQ captures merely a global transformational

leadership dimension and the respondents are not able to make meaningful distinctions

between the various transformational behaviours, practitioners should formulate the

results of the survey feedback and development plans accordingly. This could imply that

a differential MLQ profile (i.e. a profile composed of separate scores for the four

transformational leadership dimensions) is not feasible. These important practical

consequences call for further research on this issue.

Although most previous research may indicate that respondents do not maximally

differentiate between transformational leadership behaviours in their evaluations, a

different pattern is found for the transactional part of the MLQ. The transactional

leadership scales are less related to each other and represent distinct leadership facets.

The following three factors are often found: contingent reward, active management-by-

exception, and passive management-by-exception (Hater & Bass, 1988; Howell &

Avolio, 1993). Den Hartog et al. (1994) discovered the same three transactional factors,

but their passive management-by-exception dimensions also converged highly with

laissez-faire leadership. On the whole, these previous studies indicate that respondents

are more able to differentiate between the various leader behaviours associated with the

transactional styles. In other words, the three transactional leadership scales seem to tap

more distinct leadership dimensions.

Avolio & Bass (1995) reported that when people are asked to describe their “ideal” leader

in behavioural terms, their list includes transformational rather than transactional

behaviours. These studies show that respondents perceive the transformational leadership

attributes as being more ideal and, thus, as more socially desirable. If social desirability

bias (and not the actual leader behaviour) is responsible for high scores on the

“transformational” leadership styles of the MLQ, the survey feedback results might hide

important developmental needs.

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3.3. Type of investigation

Correlational study involves the identification of important factors associated with the

problem. Correlational study question are the Transformational Leadership towards to

the Creativity Work Environment?

3.4. Unit of analysis : individuals, dyads, groups, organizational

Individuals – e.g. data will be collected from each employee (staff) in the organization

3.5. Time horizon longitudinal studies

Longitudinal studies - The researcher might want to study people or phenomena at more

than one point in time in order to answer to research question. E.g. study employees

before and after a change in the top management

3.6. Methodology

The purpose of the survey initiative is to assess a wide cross-section of leaders in

management/supervisory positions to determine the current status of creative work

environment towards leadership dimension inside an organization. This study used two

types of data source, primer data and secondary data.

3.6.1. Data Collection

Secondary data through books, journals, internet and magazines. Primer data is through

questionnaires. The sample consisted of 320 subjects from three organizations. The

average age of the respondents was 25 to 50 years and 63% were male. Questionnaires,

written in English, containing items measuring the determinants of the creative work

environment and the dimensions of transformational/transactional leadership. On average

the respondents had worked for their organization for more than 5 years. The business

activities of the contributing organizations were very diverse, as one organization was

commercial (i.e. food), one a bank, and one a local government organization. A neutral

party (i.e. the researchers) distributed the questionnaires accompanied by a reference

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letter. The distribution of the surveys was part of a management development and change

programme. The respondents received these materials in person, at work. They were

asked to rate their immediate supervisor using the MLQ. After completion the

respondents were requested to return the questionnaires anonymously. Target 189

subjects (59.2%) returned the questionnaires. This response rate was almost equal across

the three organizations.

I used a Dutch translation of the MLQ, version 8Y (see Den Hartog et al., 1994) as a

measure of the “full” range of leadership styles and behaviours (i.e. transformational

leadership, transactional leadership). Respondents indicated how frequently their

supervisor displayed the behaviour depicted in each item using a 5-point scale. Strongly

Disagree, Slightly Disagree, Neither Agree nor Disagree, Slightly Agree and StronglyAgree. For Creativity Work Environment using a 5- point scale , Not at all, Minimally,

Somewhat, Mostly and Consistently and Effectively

Besides the Dutch MLQ, a shortened version of the Marlowe Crowne Social Desirability

Scale (Reynolds, 1982) was also used. Respondents were asked to indicate whether each

of the 13 items was true or false. The internal consistency of this shortened version was .

60. An example item is: “It is sometimes hard for me to go on with my work if I am not

encouraged”.

3.6.2. Data Analysis

After the data from the questionnaire were further analyzed by t-test, one way ANOVA

and Scheffe post hoc multiple comparisons, the most effective ways of improving

creativity work environment are in significant order according to Transformational and

Transactional Leadership.

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PART A: Demographic

Demographic variables such as Your name: Gender : Title/Position: Organization: Type

of Organization: Number of Employees: Country: Address: City: State: Zip: Phone: Fax:

Email:

PART B: Creativity Work Environment

PART C: Transformational Leadership

These survey questions comprise a representative sample of different levels (individual,

supervisor, team and organization). All of these questions are answered using a 5-point

scale:

1. Strongly Disagree

2. Slightly Disagree

3. Neither Agree nor Disagree

4. Slightly Agree

5. Strongly Agree

Its cover the scope of as below:-

• Organizational encouragement

• Supervisory encouragement

• Work group supports

• Sufficient resources

• Challenging work

• Freedom

• Organizational impediments

• Workload pressure

• Productivity

• Creativity

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CHAPTER 4 : FINDINGS

The pervading belief among respondents was that there exists in every organisation the

potential for much greater levels of creativity and if certain barriers were removed then

creativity would flourish. The project began with an assumption that organisational

creativity is important to the future sustained success of organisations. Creativity and

innovation are two responses to a market that are likely to give organisations a

competitive edge. This was agreed by the majority of the respondents.

Based on the literature reviewed in this paper, and the responses from across a range of

industry sectors one would conclude that it is possible to enhance creativity and

innovation by implementing a range of behavioral, structural and cultural initiatives.

Although these may vary from organisation to organisation there seems consensus

between the literature and my research that certain factors must be in place if

organisational creativity is to be enhanced.

This research focused on-in-depth interview and questionnaire survey. The major started

from question development, literature review, and in-depth interview. After confirming

the factors affecting design creativity work environment, the research established the

questionnaire of concrete measures elevating design organizational creativity upon thesefactors. Before a questionnaire survey, I’m managed pretest on few designers and

modified the questionnaires according to the problem discovered.

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CHAPTER 5: DISCUSSION, RECOMMENDATION AND CONCLUSION

The empirical findings reported in this study to show influence of Transformational and

Transactional Leadership towards the Creativity Work Environment and it can offer some

theoretical and practical implications for the future study of and Transactional Leadership

towards the Creativity Work Environment . For example, this study demonstrated that

transformational and transactional leadership can be successfully manipulated to examine

how different leadership styles affect individual and group performance as well as

creative work environment Although participants in this study interacted with the

confederate during a relatively short period of time, they still were able to develop

perceptions of either transformational or transactional leadership as intended. Future

experimental studies can investigate how different leadership styles affect creativity inthe work environment more rigorously by exposing leadership manipulation several times

during an experimental session or based on a longitudinal context.

There are several practical implications that this study may offer to managers who want

to help their subordinates learn how to increase their creativity work environment

Amabile (1998) argued that creativity can be enhanced through different ways such as

changing organizational culture where employees are encouraged to freely discuss and

exchange ideas. Therefore, if managers are trained to employ the transformational

leadership behaviors discussed in this study, they may help subordinates become more

intrinsically motivated to put extra efforts into trying out new and creative approaches to

their problems. Because managers are key players in groups and organizations who

develop, transform, and institutionalize group norms and organizational culture, they

should exert their best efforts to ensure that they establish a creativity-inducing

organizational environment. Transformational leaders may help organizations develop a

culture that promotes intrinsic motivation and rewards creative endeavors while

minimizing the fear of failure among subordinates (Amabile, 1998). This study provides

additional evidence telling us that transformational leadership behaviors can be acquired

through training, and such behaviors indeed increased followers’ creative and divergent

thinking in groups.

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This study adds one step toward unveiling the complex processes through which

transformational leaders and followers may interact to bring about innovation and

creativity. As the business environment becomes more competitive, and as innovative

and creative groups of people have become key to numerous highly successful

organizations, one of the most important roles that leaders and managers can play is to

find out how they can inspire subordinates’ creative potentials in the 21st century.

Conclusion

Research conducted to explore the transformational and transactional leadership

influence towards the creativity environment. Transformational leadership needs the right

leader at the right time in the right situation. With all these variables in place, employees

in an organization can become greater than they are and elevate their performance to new

levels in pursuit of a common good.

The need of organisations to be more competitive has sparked the interest of researches

and practitioners to understand creativity in the workplace (Mumford et al., 2002). This

study examined specific contextual variables of leadership and environmental variables

that are conducive to creativity and innovation. Although replication of all research

results is certainly desirable, the current study seems to highlight that bothtransformational and transactional leadership behaviour impact of the stimulant (i.e.

organisational encouragement, supervisory encouragement, work group support,

freedom, sufficient resources, and challenging work ) determinants of the work

environment conducive to creativity in an organisation (communications technology)

which is recognised for its creativity. The findings are consistent with the realm of

supportive management style and employees’ creative performance theories. The results

of the study reinforce the componential theory of Amabile (1988), and indeed go beyond

prior research of particular areas of leader support, such as the leader’s tendency to

provide both clear strategic direction and procedural autonomy in carrying out the work

(Pelz & Andrews 1976), or supportive, no-controlling supervision (Oldham &

Cummings, 1996).

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The key findings of this study is undoubtedly that the leaders, who see what is important,

transmit a sense of mission, provide coaching/teaching, and arouse employees to think in

new ways and emphasise problem solving, are most effective in facilitating the stimulant

determinants of the creativity work environment, as established by Amabile et al. (1996)..

This finding is particularly significant and important in the work environment for

creativity landscape that is rich in theory and rhetoric, but scarce in empirical evidence.

The findings suggest that it is those particular transformational leader behaviours (i.e.

charismatic behaviour, individualised consideration and intellectual stimulation) that

appear to have the impact on the perceived work environment that influence employees’

creative freedom, encouragement and intrinsic motivation for creativity. These leadership

behaviours are indeed essential in the process of creating new knowledge, applying

knowledge and in the words of Peter Druker (1993) “making it productive”.

One could assume that a portion of the remaining variance could be explained by other

leadership styles, such as Stogdill’s (1974) consideration leadership, and Manz and

Sims’s (1987) self-management leadership, both of which contain certain themes

common to those measured by Bass’s (1985) transformational leadership dimensions. In

addition, another portion of the remaining variance could be explained by the

subordinates’ perceptions of themselves – particularly their competence and the value of

their work (Amabile et al., 2004), the employees’ mood (Isen, 1999); and the employees’

personality characteristics (Amabile, 1996; Feist, 1999). Thus, future research should

examine models that integrate the Ohio studies consideration leadership; the self-

management leadership factor of the Manz and Sims’s (1987) studies; the

transformational/transactional leadership factors of the Bass’s (1985) studies; the

variables of personality characteristics; employee’s mood; and the subordinates’

perceptions of themselves.

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INDIVIDUAL CONSENT FORM:

Dear Participant,

You have been randomly selected to be part of this survey and we would, therefore, likeyou to fill up the questionnaire. This survey is conducted by the UTM-BATC student for

the subject of Research Methodology.

There are total 14 questionnaires, you need to answer them in 15 minutes. The questions

divided to 3 categories:

PART APART B

PART C

The information you provide is totally confidential and will not be disclosed to anyone. Itwill only be used for research purposes. Your name, address, and other personal

information will be removed from the questionnaire, and only a code will be used toconnect your name and your answers without identifying you. The Survey Team may

contact you again only if it is necessary to complete the information on the survey.

Your participation is voluntary and you can withdraw from the survey after havingagreed to participate. You are free to refuse to answer any question that is asked in the

questionnaire. If you have any questions about this survey you may ask me, Mr.

Karunagaran.

Signing this consent indicates that you understand what will be expected of you and are

willing to participate in this survey.

Read by Respondent [ ] Student [ ]

Agreed [ ] Refused [ ]

Respondent : _____________________________________ Date: ___/___/___

Student : _____________________________________ Date: ___/___/___

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PART A:

Company Demographics: Please submit the following information with your survey.

Your name:

Gender :

Title/Position:

Organization:

Type of Organization:

Number of Employees:

Country:

Address:

City: State: Zip:

Phone: Fax:

Email:

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þÿ

þÿ

þÿ

þÿ

þÿ

þÿ

þÿ

þÿ

þÿ þÿ þÿ

þÿ þÿ

þÿ



PART B:

1. Our organization has moved beyond hit-and-miss creative to a more strategic approachthat is aligned with our growth strategies.

Not at all Minimally Somewhat Mostly Consistently and

Effectively

2. Our organization has fostered a culture that expects everyone, at every level, to

contribute to the creative and innovation process.


Effectively

3. Our organization has built networks, pathways and platforms that promote the flow of

creative both internally and externally through alliances and partnerships.


Effectively

4. Our organization has adopted/adapted a step-by step funnel process that facilitates ideageneration/collection right through the development of a business case and deployment of

the new product/service/process.


Effectively

5. Our organization has created opportunities to learn by building systems that capturekey learning’s from the creative process and communicate these learning’s across the

entire enterprise.


Effectively

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PART C:

1. My immediate supervisor is very committed to improving the quality of our division's

work and service.

Strongly Disagree Slightly Disagree Neither Agree nor Disagree

Slightly Agree Strongly Agree

2. My immediate supervisor has excellent interpersonal skills.



3. Other people who report to my immediate supervisor respect him/her.



4. Employees’ complaints are dealt with effectively.



5. The race of a team/division member does NOT affect how much attention is paid totheir opinions.



6. Coworkers are able to provide reliable information about ways to improve job performance.


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7. Library employees have the job knowledge and skills required to deliver superior

quality work and service.



8. The work I do is very important to me.



9. My impact on what happens in my team/division is large.



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REFERENCES

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RM-1sample_-uum[1]

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