research design and methods used in leadership

Data Collection in Leadership As a social science, leadership research may involve any type of quantitative or qualitative data collection method. Qualitative research data collection methods include observation, participant-observation, interview, and document or content analysis (“Data Collection Methods,” n.d.). Quantitative data collection methods used in leadership research may include surveys and experiments, which allow for statistical analysis, the establishment of causality between independent and dependent variables, and the tracking of results over time.

Whereas quantitative data collection methods had once been the most commonly used in the social sciences, recent trends in leadership research have shifted towards qualitative methods (Antonakis, Schriescheim, Donovan, et al., 2003). Qualitative methods often reveal nuances, patterns, and ideas that quantitative methods overlook or take for granted, making mixed-methods approaches extremely attractive in emerging literature on leadership and organizational behavior. Methods of data collection and research design trends eventually feed the formation of new theories in leadership.

Just as the research questions may influence the choice of research design and methods, the researcher’s theoretical orientation may impact the choice of research questions. The results of leadership research may also transform—or simply reinforce—existing theories of leadership. For example, a new study that assesses the impact of transformational leadership on organizational outcomes could be used to bolster theories that stress leadership style. Alternatively, a study that shows that situational leadership leads to improved outcomes might change existing theories.

Leadership and organizational behavior theories can account for various factors like leadership traits and styles, as well as followership, organizational culture and structure, and variables like gender, age, or ethnicity. A collective body of research not only evolves leadership theory but also promotes the development of evidence-based leadership and organizational practices. References Antonakis, J., Schriesheim, C.A., Donovan, J.A., et al. (2003). Methods for studying leaderhsip. http://www.hec.unil.ch/jantonakis/Antonakis%20Chapter%2003_5013.pdf “Data Collection Methods,” (n.d.).

https://us.sagepub.com/sites/default/files/upm-binaries/10985_Chapter_4.pdf Measurement Methods Researchers select appropriate measurement methods, processes, and instruments based on factors like the research design, research question(s), and the variables involved. Qualitative research would not use any measurement tools at all, whereas quantitative research does depend on measurement methods and instruments. Personality and other psychological assessments may be used in leadership research, especially studies based on trait theories. However, some studies may be designed in ways that require measurement instruments to assess behaviors.

In these cases, researchers need to use established, reliable, and valid constructs or instruments for measuring behavioral variables (MacKenzie, Podsakoff & Podsakoff, 2011). Moreover, the instrument or measurement device must be implemented in a way that is consistent to yield reliable results. Researchers must also take care to use instruments that have been vetted in order to protect study validity and reliability. Measurement methods, techniques, and instruments help add to the growing body of literature on leadership, which can be used for promoting evidence-based and therefore cost-effective organizational change.

Organizational consultants or organizational behavior specialists use research to guide best practices. Many organizations want to develop the means by which to change behaviors and practices in order to achieve specific goals. Measurement devices are the only way.