Chapter 1
1.0. Introduction
The researcher followed a survey which was given out to the employees within magic care solutions care home. The researcher seeks to find out if the management within magic care is very effective. It was done through an analysis method which comprises of qualitative and quantitative. The analysis was built on primary data which was carried out through doing a questionnaire on effective leadership within magic care homes. The questionnaires were given out to staff within the care home. The results of the respondents was converted to qualitative data
Leadership styles can be different with all different types of staff within magic care solutions care home and other businesses. The definition of leadership style within magic care solutions may different from one individual to another, or circumstances. Leadership‟ is used a variety of human make an effort in different businesses. (Bucic et al,2010) . Individuals who are members of a business are set certain personal objectives, which they must achieve which will show that they are active Managers within magic care homes. The manager will maintain the business if he or she believes and know that goals and personal objectives maybe, met. Leadership style within an organization is a factor which takes part in important position in raising a higher degree of commitment and interest of a certain individuals within magic care organization.
Research Question:
How does effective leadership support the management in achieving organizational objectives within Magic care home?
1.1 Research aim:
The aim of Magic care solutions care home is about been on top and to always keep up their performance amongst the every growing market competiveness.
1.2Research Objective:
The role of effective leadership in Magic Care Solutions is important to look at in order to achieving organizational objectives.
1.3 About the study
The background of this study attracts a combination of qualitative research that will seek evidence through different techniques and methods. As a qualitative research, the researcher is looking forward to work with the management team at the magic care home as well as the employees in order to obtain the relevant information required.
Chapter 2
2.1 Literature Review
Poor leadership significantly impacts an organization's capability to maximize all its endeavors (Bryant, 2003). Developing an effective, visionary leadership assist in motivating, engaging as well as retaining followers, as well as tapping into the potential for leadership in a current employee base, that forms part of key accountability listed in most of the personal performance objective (Gibson and Birkinshaw, 2004). Leadership development programs assist in changing and making an improvement on skills as well as expanding the engagement and leadership style (Conger et al., 2000). As defined, leadership involves influencing people and an organization and ensuring an environment that involves success of organizational objectives. Effective leaders assist groups of individuals in defining their goals and realizing the ways they can achieve them (Goetsch and Davis, 2014).
Currently, among the popular leaderships style in the organization has been identified to involve transformational organization through communication, vision and the ability to build commitment which is known as transformational leadership. Rosete and Ciarrochi (2005)contends that Transitional leadership involve managing-helping organizations in achieving their objectives effectively, such as through connecting job performance to valued rewards and also making sure that followers have resources that they need to get the job done. According to Amagoh, (2009) Transformational leadership focuses on a system that involves rewards and punishment indicated that transactional leaders emphasize on taking into consideration what is expected from leaders. In exchange, leaders articulate the offer and goal rewards in case the goal is achieved.
Transactional leaders give rewards and punishment to motivate performance and to promote relationships with them. Bryant (2003) mentioned that transactional leaders have basic characteristics. First transactional leaders work their team members and attempt to provide a reward for their goal (West, 2012). Second, they exchange the rewards and promises of the reward for work efforts. Finally, transactional leaders are responsive to the immediate self-interest of workers. Transactional leadership is often experienced when leaders approach followers with the transaction in mind: to get compliance regarding effort, productivity, and loyalty (Gregory et al., 2004).
The excellence of a leader sets the bar increasingly high compared to legal compliances, effectiveness as well as efficiency in achieving organizational objectives. Currently, leaders are in the expectation of leading with excellence and ethics as well (Denis et al., 2001). Leaders who show extraordinarily ethics and are honest in their leadership, dedicated, trustworthy and accountable, often are successful in their operations. Empirical research ranks honesty as one of the most required elements in a grocery chamber while the dishonest leader is considered one of the worst, most vicious, of all (Kaplan and Norton, 2001).
Effective leaders treat their employees as intelligent human beings who have built hard as well as soft capacities of improvement and learning and have the possibility of continuing to learn and contribute more given the right chances and effective reward (Fernandez and Rainey, 2006). They consider the chance of learning their followers as unique people. They uplift them whenever they do their jobs excellently. The do not resort to punishing them when mistakes are made (House et al, 2004). Instead, they use these opportunities for teaching them. Effective leaders are seen to be keeping people on toes and with sharpened minds.
They discourage self-satisfaction and complacency and ensure continual improvement, change, creativity and innovation among followers (Leban and Zulauf, 2004). As observed all organizations are made up of subsystems of departments, teams or groups. Leaders manage and are additionally the coordinators between these and the organizational sub-systems of such they are a part. Kaplan (2001) proposed that all leaders have a responsibility of ensuring communication of visions, missions, strategic objectives as well as enabling activities to every worker. It is important that leaders and workers understand and agree fully with the planned objectives. It is even more important that they ensure the actions needed actually to achieve the objectives (Scott and Davis, 2015).
Effective leaders do not micromanage the procedure of deploying and implementing strategy throughout the organization (Jansen et al., 2008). Ineffective leaders need to manage every aspect of the plan-deployment procedure as well effective implementation is rarely achieved (Robbins et al, 2013). The effective plan-deployment procedure accedes from top management to allocation and levels of the organization. This implies that the top the leaders determine the objectives or targets and an action is proposed. Howell (1988) contended to the fact that charismatic leadership is neither moral nor immoral. Rather, such judgments should leave for the results of the action of leaders.
In contrast, Kanungo and Mandonca (1996) maintained that charismatic leadership, as well as every other form of leaderships, is much a moral enterprise, a determination that depends on the underlying motivation of the leader. Then they stated even more forcefully by stating that, in fact, the altruistic motivate is another moral consistency that leaders should practice (Selin et al., 2003). In contrast, immoral leadership is egotistic and benefits the leader personal rather than benefiting the organization. The challenge becomes realizing the socialized versus personal motivates that a leader practices. This difficulty is complicated by the fact that’s other personally motivated leader may truly believe that their motives are altruistic. This can continue for the lack of self-awareness or blatant denial that their vision is personally motivated (Yukl, 2008). Apparently this reality is significant enough to warrant the publication of a business allegory decrying the disaster that awaits the leader who is self-deceived.
Chapter 3
3.0Methodology
Research design:
The research under this study will involve a desk research. The study will enable researchers to assimilate a wider knowledge of the variables understudy and be able to create a focus of the study. Second, for primary data collection, the research will use interviews to collect information from managers and other senior official. Furthermore, a questionnaire will be used to collect data from the remaining members of staffs.
This research follows a survey design, and analysis is based on primary data generated through a structured questionnaire administered on respondents. Leadership Questionnaire is by far the most widely used instrument for measuring leadership styles and outcomes or effects. The independent variables are the transformational and transactional leadership styles, while the dependent variables are the outcomes: extra effort, effectiveness and satisfaction (as disaggregate performance measures of transformational leadership behaviour); effort, productivity and loyalty (as disaggregated performance measures of transactional leadership behaviour) in the selected small scale enterprises. Therefore, questions in the questionnaire are those relating to leadership styles or behaviours and performance as measured by extra effort, effectiveness and satisfaction; effort, productivity and loyalty/commitment. These variables are as proposed by Bass (1990) and House et al (1997). This study operationalizes these variables to evaluate the effect of leadership style or behavior on performance of magic care solutions in the survey area
3.2 Types of Data
PRIMARY AND SECONDARY DATA
Furthermore, data could be primary or secondary. As an example, the selected business issues that the plan was created for, in order to collect the kind of data to decide if magic care solutions' care home business, was able to succeeds in reaching the aim of 100 percent staff and managers fulfilment. To do this the researcher will collect feedback, from the staff by the means of primary data which was collected from hand out of questionnaires'/ surveys, in order to do observations and research demonstrating a quantitative format via collecting of information's. This information was collected from the staff and leaders within magic care homes in order to weigh up how many of them were happy are sad with the management. On the other hand/ this type of process may also represent a qualitative format, besides formative as of secondary data sources. (Especially compressive data which was beforehand collected as well as recorded) the applicable information's along with qualities and intrinsic worth of what the staff may prefer.
QUANTITATIVE AND QUALITATIVE DATA
Data can be gathered from different sources .e.g., graphic pictorial, written, etc. Additionally, according toShamoop.com (2015, there is two important data:
QUESTIONNAIRE
The most important centre of attention here is the questionnaire, because it can be done in different ways, as well as online, face to face, over the phone, it is the fastest and well organized way of collecting essential primary data. Furthermore the data which is collected, it will be compared with the existing data which is the secondary data. So as to decide the trends in order to make improvement on the management areas that is requiring the improvement. The questionnaires were given out to30 staff within the care homes. The results of the respondents was converted to qualitative data in this research, primary including secondary data are collected in order to support the investigation. (A, Mazzetti et al 2013), both primary and secondary data will be used for this research
3.3 Sampling Techniques
Advantages
Sample questionnaires are an organize way to collect information from the population, that may be cost-effective.
Questionnaire sampling enables the researcher to estimate the chosen target of the population without carrying interviews.
Disadvantages
The questionnaire does not allow the researchers to understand the knowledge of individual situation. ( Doná, 2006)
The Respondents may not give out any information that is sensitive to him or her within the questionnaire survey format
the biggest problem for a questionnaire survey is the lack response rates
Sampling methods
The very first step that is going to be used in the process is for the population to be defined within magic care solution care homes staffs. The next step is the need for a sampling frame to be done. It is very important to develop a sampling frame, which includes the development of accounts are database for staff who is involved in the care homes then after having made a firm decision regarding the sampling frame. the next movement for the sample is to choose the size, due to the fact that it might be very impossible to collect data from everyone within magic care company (meaning staff).because it will help in accuracy in order to get an outstanding result, Enough for it to be more manageable, so as to analyse. The very last step is to identify a method of sampling.
Sampling Frame & Size
This study is specifically targeting the Magic Care Home. Therefore, the researcher’s respondents will be selected randomly from the entire workforce. A maximum of 30 questionnaires will be given to the employees randomly expecting to represent a third of the workforce of the home. As for the senior position a snowballing sampling technique will be used as it is not possible to interview every senior official.
Chapter 4
4.0 Analysis and Interpretation
These are the results from the questionnaires of the 30 respondents
4.1 Gender
Figure 1: The response received form male corresponds (50%) had an equal much with that of female participants (50%)
The results from the questionnaires of the 30 respondents
Analysis of Male and Female is 50 50
4.2 Age
Figure 2: According to age analysis, 14% if the responder were 50-65 years; 23% at 40-50; 23% for 20-30 and the majority were 20-30 (40%)
4.3: Is your manager approachable?
Figure 3: According to the analysis 16 (53.33 %) of the questioned participants agreed that their managers were approachable while 14 (46.66%) disagreed and said their managers were not approachable.
53%of the respondents said that their manager is approachable and 47% said that their manager is not approachable
4.4: Is your manager always available?
Figure 4: When questioned about the availability of their manager 18 participants (60%) attested to the fact that their mangers were always available while 12 of them (40%) disagreed.
Out of 30 respondents that were asked is your manager always available 18 said yes and 12 said no.
4.5: Does your manager give you feedback regarding your work?
Figure 5: When question of the feedback they revive form work 20 participants (66.6%) agreed that they in fact received feedback regarding their work while 10 (33.3%) disagreed and said they never received any feedback
When asked the question from 30 respondents does your manager give you feedback regarding your work 20 said yes and 10 said no.
4.6: Did your performance improve after receiving feedback from your manager?
Figure 6: 16 participants (53.3%) agreed to be improving in their performance after receiving feedback from their managers while 14 (46.6%) of the employees denied any improvements
4.7: Training staff at magic care home is effective?
Figure 7: When question of the effectives of training at Magic care 16 (53.3%) participants agreed while 14 (46.66%) disagreed to any effectiveness
When asked the question does training staff within magic care solution effective 16 said yes and 14 said no
4.8: Does your manager reward you for good work?
Figure 8: 14 (47 %) Participants agreed to be receiving rewards for the good work they do form their managers, while the majority of 16 participants (53%) disagreed
When asked the question does your manager reward you for good work, out of 30 respondents 14 said yes and 16 said no.
4.9: Are staff disciplined for bad practice?
Figure 9: 17 (56.6%) Participants, agreed to the fact that staff members are punished for bad practices while 13 (43.33%) disagreed
4.10: Is the management leadership effective?
Figure 10: In order to calculate the Mean, Mode, Median and the Standard Deviation, my response from 30 respondents is 5,5,5,5,5,5,4,4,4,4,4,3,3,3,3,3,3,3,3,3,2,2,2,2,2,2,2,1,1,1,1
Mean =3.03
Median =3
Mode=3
Standard Deviation= 1.325697
11: Staff is motivated with leadership within magic care home.
Figure 11: In order to calculate the Mean, Mode, Median and the Standard Deviation, my response from 30 respondents is 5,5,5,5,5,5,5,5,54,4,4,4,4,4,4,3,3,3,3,3,3,3,3,3,3,2,2,1,1,
Mean = 3.36
Median = 4
Mode = 3
Standard deviation = 1.188547
Findings
The research analysis results shows that from out of ages of the respondents from 20 -30 30-40 40-50 50-65+ males and females the results shows 50 satisfied and 50 dissatisfied on the issue of effective leadership within magic car. This analysis was supported through the calculation of the mean median mode and the standard deviation SD. The results of the analysis shows that mean is 3.36 the median is 4 and the mode is 3which indicate that the SD was average with the reading of 1.188547 which shows that the data reading is equal from the data which was gathered from all the 30 respondents within magic care solutions homes. The results identifies that it was 50 50 percent of males and females.
Chapter 5
Most operational problems are associated with the assessment of leadership effectiveness. Magic care solution care home ensures the very principle coexisting goals are met in situations that are clear cuts and need effective management. Further, the usual goal clusters contain elements that have differential weight in the attainment of still “higher” goals in a hierarchy. An organization, for instance, can have many goals: high employee morale, labor peace, high productivity, contribution to community welfare among others. These several goals can attribute to more inclusive goals. In such instances, specific leadership’s acts can assist in the attainment of certain goals while regarding the attainment of other
Conclusion
Magic Care Solutions Care Home concept of leadership effectiveness can and should be considered non-moral, in that it implies nothing about goodness or badness of the goals of influence, nor, for that matter, about the influence methods used to achieve goals. Phelps the most challenging question relating to leadership effectiveness is the one which focuses on the variables most closely associated with such effectiveness. What can be said about leadership process, which can assist in making better that which makes for leadership effectiveness? Leader sacrifice for leadership effectiveness of an organization
Recommendation
Leadership is only one of many variables that directly or indirectly contribute to the results that an organization produces. It may be the primary contributor on some situations and contexts. Through further research in the relation of team member familiarity and shared leadership can be effective. The study discovery of this relationship is logically connected with research connecting familiarity with productivity, decision-making effectiveness, shared knowledge. All these should be logically present for shared leadership to exist and so this study confirms this additional leadership between the level of familiarity among team members with shared leadership.
Limitation
The culture at intervals a corporation is incredibly necessary, taking part in an oversized role in whether or not it's a cheerful and healthy atmosphere during which to figure. In human action and promoting the structure attribute to staff, their acknowledgement and acceptance of it will influence their work behaviour and attitudes. Once the interaction between the leadership and staff is nice, the latter can create a bigger contribution to team communication and collaboration, and can even be inspired to accomplish the mission and objectives allotted by the organization, thereby enhancing job satisfaction
References
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Gibson, C.B. and Birkinshaw, J., 2004. The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), pp.209-226.
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Appendix
Research Project Proposal
Proposal Revision Number: 5319
Identify a research question (AIM):
Identify the Objectives of the study
The Need or Justification for the research (why you have chosen this subject area including an introduction to the area):
The Main Areas of Research (Methodology):
Justification of the chosen research methodology:
Action Plan (include a Brief Scope of Work and Gantt Chart):
Devise a code of ethics for the conduct of the study:
Other Information to Support this Research Project Proposal
Reference
Arslan &Stub, 2013
Boal & hooijeberge 2003) Smith, Martorana &Owens 2003
Finkselstein & Hambrick 1996)
http://www.magiccaresolutions.co.uk/
Jennifer Rowley, (2012) "Conducting research interviews", Management Research Review, Vol. 35 Iss: 3/4, pp.260 - 271
Jenny Rowley , (2014) "Designing and using research questionnaires", Management Research Review, Vol. 37 Iss: 3, pp.308 - 330
Rosemary K. Rushmer, (1997) "How do we measure the effectiveness of team building? Is it good enough? Team Management Systems ‐ a case study", Journal of Management Development, Vol. 16 Iss: 2, pp.93 - 110
Research Project
Logbook
Actions to be completed
Ideas / General Notes
Activity Diary
Research
Sources of Information
Bibliography
Queries
Contacts
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APPENDICES
Questionnaire
Dear respondent I would be grateful if you could answer the questions below in order to know how staffs are feeling within magic care solutions care home. This will enable the researcher to gain understanding of the leadership of management and how best to improve it.
Please can you tick the appropriate boxes?
1. Gender
Male
Female
2. Age
20-30 30-40 40-50 d. 50-65+
3: Is your manager approachable?
Yes
No
4: Is your manager always available?
Yes
No
5: Does your manager give you feedback regarding your work?
Yes
No
6: Did your performance improve after receiving feedback from your manager?
Yes
No
7: Training staff at magic care home is effective?
Yes
No
8: Does your manager reward you for good work?
Yes
No
9: Are staff disciplined for bad practice?
Yes
No
10: Is the management leadership effective?
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
11: Staff are motivated with leadership within magic care home.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
