Grand Canyon University
In research, there are many studies available on many topics. How reliable are they, really? How valid is the research? Can it be trusted. By checking further research using a previous study is one method that can be used to test this information.
In the article “Shopfloor innovation: Facilitating the suggestion and implementation of ideas,” authors Silke Eisenbeiss, Dean Van Knippenberg, and Sabine Boerner set out to prove the team atmosphere that is fostered in the transformational leadership process. The purpose of their study is to demonstrate that this leadership style stimulates supportive behavior among members of the team. Through these shared support mechanisms, members are more willing to take risks and use unconventional processes. Creativity is encouraged among the players. The authors try to demonstrate that the use of transformational leadership will encourage innovation.
The research questions that are used include: Does transformational leadership positively relate to the need to support the innovative process? Is the climate for excellence demonstrated through the moderate relationship between the support for innovation for the team and does such support engender the team innovation only when there is a high climate for excellence? Can transformational leadership influence the innovation of a team through its relationship with support for innovation and only when focused on high levels of excellence (Eisenbeiss, van Knippenberg, Boerner, 2008)?
In the article “Transformational Leadership: Changing Individuals & Social Systems” by James “Skipper” Kendrick, it studies why transformational leadership is one of the most popular styles used in modern society. His research is focused on the positive changes that occur to enable former followers to become leaders (Axtell, Holman, Unsworth, Wall, Waterson, & Harrington, 2011).
The research questions from the two different studies have some independence from each other as well as share some of the same characteristics. Kendrick’s article and why transformational leadership is so popular can be used in many aspects of the article by Eisenbeiss, van Knippenberg, & Sabine. Many of the issues of the reason the style is so popular are also reasons why it is used to help promoter leaders to be followers, why it is so popular in the use in team environments’ and it promotes excellence in the team environment.
The groups used in the two studies do have great differences between them. Eisenbeiss, van Knippenberg, & Sabine was comprised of 33 research and development teams form one research institute and an additional four teams from an international research and development company that is a part of the automotive, packaging, scientific instruments, and semiconductor industries. Of these teams, 78.8% worked in the development sector of their respective companies. The study was compromised of 33 team leaders and 188 employees (Eisenbeiss, van Knippenberg, & Boerner, 2008).
Kendrick’s study was a simpler one, based on two businesses, one national and one international firm. Both have showed tremendous growth. Both were in the sales and marketing industry. One focused on the managerial staff, both the established and those who had been newly selected into managerial roles and why they were chosen. The other group studied studied five leaders and 55 staffers and tried to pull ideas in an equal ratio from both groups (Axtell, et. al, 2011).
The two groups did have greatly differing factors. Eisenbeiss, van Knippenberg, & Sabine had a much more complex and educated pool of participants. Those in xxx study were less educated, but had the opportunity to prove themselves first-hand when working on-the job. With this type of review, these individuals had proven themselves day after day, year after year, completing the tasks that are most relevant to the position that they not only had previously help, but also the one that they had been advanced to as well. Perhaps there is classroom experience and education lacking in those that xxx studied, but the skills that are most needed for the position are undoubtedly present.
The results from the study by Eisenbeiss, van Knippenberg, & Sabine demonstrated that transformational leadership significantly predicted support for innovation. There is also great support of the evidence that support for innovation is fostered by being given the opportunity to occur in a climate that fosters excellence. This further supports that excellence is more likely to be achieved when the team is expected to achieve excellence. When the bar is raised, the team is more likely to work to reach the expectation that has been set.
Eisenbeiss, van Knippenberg, & Sabine was a good basis for the study by xxx because it selected a smaller population, took one small aspect of the study, the ability to move forward through the support of the team, and see if that one small area can help to motivate a small and select group of workers. The newer and smaller sample study is well-supported by the older, broad based study in its research by taking the one small element and testing it with one small yet what turned out to be successful segment of a workforce in two companies (Eisenbeiss, van Knippenberg, & Boerner, 2008).
Both studies realize that more longitudinal research was needed to enhance their studies. In order for more reliability and validity to be ensured, both studies would need a greater sample size as well.
References
Eisenbeiss, S. A., van Knippenberg, D., & Boerner, S. (2008). Transformational leadership and
team innovation: Integrating team climate principles. Journal of Applied Psychology, 93(6), 1438. Retrieved from http://search.proquest.com/docview/213939727?accountid=458
Axtell, C. M., Holman, D. J., Unsworth, K. L., Wall, T. D., Waterson, P. E., & Harrington, E.
(2011). Shopfloor innovation: Facilitating the suggestion and implementation of ideas.
