Disintegrating Relationships Between Organizational Leaders and Employees

¶ … Disintegrating Relationships Between Organizational Leaders and Employees

Organizational leadership behavior towards employees can significantly affect their perception of the workplace, and contribute to the organization high performance and most essentially create and maintain a proper organizational culture that lead to the success of the organization . The good health of the organization depends greatly on the relationship between leaders and employees. However, the relationship that exists between organizational leaders and employees are failing at a high rate in today's workplaces and the reasons for this are not clear. Leaders in organizations have a tendency to use employees in the time of the organizational needs and them to simply ignore the employee's commitment and their potential. Committed employees should be rewarded with committed organizational leadership. Critical in organizational leadership interaction with employees is communication. Communication keeps employees informed and results in a feeling of connectedness and inclusiveness in the organizational operations, decision-making and ultimately the future of the organization. There is a large volume of research that reports that employees are more satisfied with their work when employees are engaged in their workplace.

Significance of the Study

The significance of this study is in the contribution it will make to the existing knowledge and in that the majority of studies have an emphasis and focus on rewards such as increases in compensation however, other factors such as the feelings, emotions, fairness and justice among employees should be taken into consideration. Organizational leaders need employees to support the organizations in hard time, they should recognize them after economic stress is over . Employees are normally concerned about the fairness of outcomes rather than the fairness of procedures (Greenberg, 2005). Procedural justice, according to Greenberg (2005), is one of the forms of organizational justice. Greenberg defined organizational justice as a term used to describe the role of fairness in the work place. It is concerned with the ways in which employees determine if they have been treated fairly in their jobs as well as the ways in which those determinations can affect other work-related influences . A poor relationship between organizational leadership and employees create a controversial atmosphere within the place, and that could have a negative effect on the organization objectives. At the beginning of the 21st century, employee's animosity towards organizational leaders are speedily increasing. In time of hardship, leaders tend to convince employees to support the organizations by accepting to perform extra task in order for the organization to remain operative. When leaders expect employees cooperation during the organizations rainy days, they must acknowledge and show understanding after recovery, otherwise that will create unsatisfactory, which will affect the organization culture and performance. Lately, the relationship between organizational leaders and employees are disintegrating on a daily basis.

Rationale

The rationale for the research in this study is based upon the question of whether the relationship between employees and leaders is such that is motivated by the lack of leaders providing recognition of support and commitment of employees to the organization or if the organization is at risk and to pay the price of what is a poor relationship.

Importance of the Study

The importance of the study lies within the interaction between leaders and employees treatment which significantly affects the performance of employees.

Methodology

The methodology of the research proposed will be qualitative in nature and will be such that examines various circumstances including those of engagement and the growing intensity between employees and leaders in the organization. The general approach of this research is qualitative study, which seems to be the most appropriate research methodology for the problem. The rationale for selecting this research methodology is that the research focuses on understanding a human or social issue through developing a holistic view. Since the problem under evaluation does not require analysis of statistical procedures, qualitative study is the best methodology. Furthermore, this method is appropriate because there is very little knowledge regarding the phenomenon being explored. Data collection methods to be used in the study are observations, individual interviews, and analysis of documents and materials. The qualitative study will demonstrate investigate how leaders' negative behavior influences employee perception of fairness and affect their relationship. Secondly, the study will also show how organizations can pay the price for this conflict.

Research Questions

(1) Why is the relationship between organizational leaders and employees disintegrating every day?

(2) How does the poor relationship between leaders and employees affecting organizational performance?

(3) How is the organization at risk to pay the price of the existing conflict?

Research Instrument

The research instrument in this study will be that of personal interviews which will be held via the telephone or video conferences to gain a better understanding of the nature of the conflict between leaders and employees. Both leaders and employees will be observed and interviews.

Problem Statement

It is not known how the concept of leadership in organizations has come to limelight after the mid twentieth century when nations of the world realized that organizations are growing everywhere, and play a vital role in shaping the economic, social, cultural and political norms, and values of a society . Nevertheless, continuous challenges in relationship between leaders and employees are further creating obstacles for leaders to cope with the situation (Smith & Hughey, 2006).

Leaders' behavior in the workplace has created major problems for organizations and employees as well. Employees complain that their pay increases do not cover the annual inflation rates, thus resulting in lessened purchasing power, even though they are loyal and committed to the organizations. Another concern is way they have treated after cooperating with these organizational leaders in time of crisis, there is no recognition whatsoever. The relationship between employees and leaders has been disintegrating on a daily basis and that is a threat to the productivity of the organization s. The study is worthwhile since organizations continue to retain a workforce that is demoralized and people are forced to stay only because of personal financial engagement .

Therefore, conducting the research will help identify ways in which organizations can address these challenges and create a system of high motivation and satisfaction among employees across all their operations.

Purpose of the Study

The purpose of this qualitative study is to examine in depth the relationship between organizations leaders and employees, where organizational leadership aims to win the commitment and loyalty of personnel in order to achieve efficiency and effectiveness, but ignore employee's commitments and needs. Leaders in organizations must possess strong negotiation skills, since they have to maintain a balance between the needs and demands of employees, and external stakeholders (Smith & Hughey, 2006). The current study will examine the main issues, by using interviews within the organizations to examine the role of key people such as leaders and will use method of observation to investigate and address the causes and effects of poor relationship that exist within most organizations.

The study will also explore why the relationship between organizational leaders and employees continue to disintegrate and whether organizations are at risk of paying the price of the existing problem. The study will be carried out on the basis of the effect of poor relationship on employee perception of the workplace. The reason for such consideration is that leaders' behaviors influence employees' perception of justice and fairness in the workplace and employee citizenship behavior can make an organization successful . The study will use MLQ to measure the leadership styles and employees perception of the workplace.

Literature Review

The work of Krebs (2008) focuses on 'social capital'. Social capital is the vesting of worth in the organizational employees. When employees benefit from possessing social capital, the organization also benefits because it is a reciprocal relationship. For example, employees with higher levels of social capital are reported to:

• Find better jobs more quickly, (Granovetter, 1995 cited in Krebs, 2008)

• Are more likely to be promoted early; (Burt, 2000 cited in: Krebs, 2008)

• Close deals faster, Mizruchi and Stearns (2000)

• Receive larger bonuses, Mizruchi and Stears (2000)

• Enhance the performance of their teams; (Rosenthal, 1996)

• Help their teams reach their goals more rapidly, (Hansen, 1998)

• Perform better as project managers; (Greve, 1999)

• Help their teams generate more creative solutions; (Anacona and Caldwell, 1992)

• Increase output from their R&D teams (Reagans and Zuckerman, 1999)

• Coordinate projects more effectively, (Gangiulo and Benassi, 2000)

• Learn more about the firm's environment and marketplace, (Lofstrom, 2000) and • Receive higher performance evaluations. (Burt, Janotta and Mahoney, 1998)

It is reported that it is not the knowledge possessed by individual employees but instead it is the unique interconnectivity of human capital, available inside and outside of the firm that will provide some economic players with an advantage over those who are not so well-connected." (Krebs, 2008) The focus therefore is not on the individual employee but instead on "emergent networks of employees'. (Krebs, 2008) It is reported that the areas in which human resources need to "map, monitor, and mold social capital" is the four areas of:

(1) identification;

(2) development;

(3) retention; and (4) enhancement. (Krebs, 2008)

It is important to note that research shows that employees who are "included in key information flows and communities of knowledge are more dedicated and have a much higher rate of retention." (Krebs, 2008)

The work of Fu (2004) reports that the idea of social capital was developed by Bourdieu in the 1970s and 1980s and that social capital for Bourdieu "represented an aggregate of the actual or potential resources which are linked to possession of a durable network." (Fu, 2004) Bourdieu is reported to have emphasized the social capital "occurred via the development of durable relationships and networks of connections especially those among prestigious groups with considerable stocks of economic and cultural capital." (Fu, 2004) Research on social capital has emphasized individuals and "their roles and relationships with other individuals within a network as their primary unit of analysis of social capital." (Fu, 2004) Fu reports that the actions of individuals and groups are "greatly facilitated by membership in specific social networks, specifically by their direct and indirect links to other actors in those networks." (2004) Putman (2000) referred to social capital as "connections among individuals -- social networks and the norms of reciprocity and trustworthiness that arise from them." (Fu, 2004) Social capital was also held by Putman (2000) as "an essential element of the norms that arise from social networks." (Fu, 2004) According to Fu (2004) trust is "closely related to social capital." Social capital is defined by the individual's "direct relationships with others and by the other people and relationships reached through those to whom may be reached through direct relationships with others." (Fu, 2004) Different studies have proffered various definitions of trust however, the primary characteristics cited by researchers is "confidence in or reliance on some quality or attributes of a person or thing, or the truth of a statement." (Fu, 2004) Trust is based on the belief of the individual concerning "how another person will perform and behave on some future occasion" and as well is indicative of a willingness to be "vulnerable to another part either as a consequence of a belief in a partners' good intent, belief in their competence and capability, belief in their reliability, or belief in their potential openness." (Fu, 2004)

According to Swindall (2011), employees' ability to engage is affected by various factors including the type of relationships with organizational leaders (p. 212). While leaders can create performance goals, employees experience difficulties in meeting these goals if their relationship with leaders is disintegrating. Broner (2009), states that employees' perceptions of workplace fairness in light of leaders' attitudes towards subordinates have significant effects on employee retention (p.19). For instance, the fast food industry experience annual high turnover rates of employees because of poor relationships between leaders and workers. Smither & London (2009), state that disintegrating relationship between leaders and employees is demonstrated in interpersonal aggression toward employees. This kind of treatment is specifically strong when employees work for financial need instead of personal fulfillment purposes. The existing literature shows that & #8230;

Employee retention is affected by their perceptions of workplace fairness and justice, which are dependent on organizational leaders' behaviors.

While some employees are forced to stay and be committed to organizations because of lack of alternatives, high turnover rates are experienced in some industries because of disintegrating relationship between employees and leaders.

Disintegrating relationship between employees and leaders is demonstrated in aggression where organizational leaders take employees for granted.

When employees have poor relationships with their leaders, they stay and commit to the organization for financial gain rather than personal fulfillment reasons.

Research Design

The study will use grounded theory research design, which is research based on observations or data from various data sources. This design aligns with the research methodology since the data sources will provide information that will be subjected to analysis and review. The design is appropriate because the problem has gained minimal focus in the past though employees are ready to provide information that will address the issue. In addition, the phenomenon being evaluated is based on generation of theory rather than theory description or testing.

Source of Data

The types of data that will be collected in the study include relationship between leaders and employees, the link between leadership behavior and employees' perception, and employees' production and rewards. The data will be gathered from organizational leaders and employees as well as documents and materials that address the problem.

Data Collection and Procedures

Interviews are the most frequently used method to explore what leadership patterns exist in organizations. However, this study will use both interviews and observations as methods to collect data. The interview is undoubtedly the most common source of data collection in qualitative studies. For this study's approach, using person-to-person format is most prevalent for accuracy. Interviews could be formatted from the highly structured style, in which questions will be determined before the interviews, to the open-ended, and conversational format. Twelve (12 )organizations are targeted and will be selected across the states of New York, and the participants will include high ranking leaders such as Presidents, Vice-presidents, general managers, and departmental supervisors. For the employees, both interviews and observations will be used. For the most part, interviews are more open ended and less structured (Merriam, 2001) .In the process, the study will use the same tactic to ask the same questions of all the participants, but the order of the questions, the exact wording, and the type of follow-up questions may vary considerably for leaders and employees.

Since data collection in qualitative research is usually a time consuming process because of research methodology, the data will be collected from a group of 30 participants and evaluation of 7 different documents and materials on the subject. The study tend to use as data collection instruments the Multifactor Leadership Questionnaire (MLQ) 45 item questionnaire with four dimensions (Transformational, Transactional, Laissez-Faire Leadership and Outcomes of Leadership, such as Effort, Effectiveness and Satisfaction) (see Bass, 1998.This instrument have been systematically developed and tested in relation to subordinates outcomes, has been scientifically studied tend to be appropriate for this study. This will be followed by making observations on the participants during direct interactions. The final step in the process will be analysis of current literature regarding the relationship between employees and leaders in organizations.

Data Analysis Procedures

This study will use simple Correlation to analyze the relationship between leaders and employees relationship, transformational leadership dimensions of organizational leaders. Based on the relationship of thematic analysis to phenomenology, this study will use a thematic analysis of data, where it will focus on recurring themes and patterns in the process. To be more specific, coding will play a critical role in the analysis process of the data collected from participants. In the process, Creswell's (2007) linear, hierarchical approach data coding will be used. Three steps will be used in the process: organizing and preparing data for analysis, critically reading through all data, and then coding the data. Emerging, recurring themes, and ideas will be grouped in different categories. That will show how various factors are interrelated and how they can lead to a successful relationship between leadership and employees within organizations. The procedures to be used to conduct the data analysis include constant comparative analysis and discourse analysis. The two procedures will be used in analyzing the first research question to compare the reasons provided by employees and examine the pattern or flow of communication respectively. The second and third research questions will be analyzed through constant comparative analysis to determine the similarities and differences in the risks organizations face because of disintegrated relationship.