Final file reviewed 10192016-re-edited

Running head: DISSERTATION ON LEADERSHIP 1

Dissertation on Leadership

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DISSERTATION ON LEADERSHIP 2

Chapter 1” Problem and Its Background

(A)Introduction

A leader can be referred as an important stakeholder of an organization or an institution,

who guides the sub-ordinates or the followers to the developed goals and objectives through

effective skill, knowledge, and motivation development process. It is also important to mention

that effective leadership style adopted and implemented by the leaders can help an organization

to create effective positive energy and enthusiasm, within the employees to meet the developed

organizational goals and objectives quite significantly focusing on the organizational culture, as

well as vision and mission of the particular organization. a leader needs to go through different

considerations, as he or she needs to understand the emotional intelligence, physical energy, and

motivation level of employees in order to enhance effective adoption of leadership style, which

may positively reflect in the workplace performance of the employees. Apart from this, it is also

true that different types situations within a workplace need to be assessed and examined properly

in order to ensure significant strategy development process. Effective leadership strategy

development and execution process always depends upon effective interpersonal communication

process, interpersonal relationship development process, and significant listening process. Most

importantly, an effective organizational leader needs to have significant team management and

employee motivation skills by having the ability to understand the emotions and needs of

employees or followers within an organization.

Leaders are highly responsible for the personal as well as professional development of

employees or the followers. In an addition, it is also important to mention that the leaders need to

ensure transparency and ethical considerations within the leadership strategy development and


employee management process in order to ensure better interaction with the employees and other

sub-ordinates (Harris, 2009). It is also important to mention that the leaders also ensure

individual personal as well as professional growth through the adoption and execution of

effective leadership style. Most significantly, the leaders also can grow professionally through

effective interaction with the sub-ordinates and followers.

Effective as well as successful organizational leaders also want to maintain a string.

Skilled and diverse workforce as it can help the leaders to ensure effective knowledge

management and collaborative workplace performance. Alternatively, diverse workforce helps

the leaders to ensure flexible training, support, education, and performance management process

for the employees. The employee-centric as well as visionary leaders also want to take care of

employees’ needs, satisfaction level as well as company’s objective collaboratively.

It is highly important to accept that there are several leaders in this contemporary era,

who loves to deal with innovative, self-motivated, and self-directed employees. It is true that

employees can be either self-motivated to perform effectively, or skilled but lazy to perform

(Harzing, 2014). In these cases, it is the situational as well as visionary leadership style that can

help a leader to bring enthusiasm in each and every within the workplace to perform effectively.

Alternatively, it is also vital to mention that different types of personality traits need to be

considered in effective adoption and implementation of appropriate leadership style. Successful

leaders always encourage the followers to take self-responsibility to meet the developed

organizational goals as well as objectives. Apart from this, effective visionary and situational

leadership style helps that leaders to motivate the employees and sub-ordinates to focus on risk-

taking ability development process. Ultimately, the self-directed and visionary leaders also want

that the employees should have the ability to generate innovative ideas and lead individually.


It is also essential to acknowledge the effective as well as successful leaders should also

have the ability and skill to understand the importance and impact of external sources and system

on the workplace environment of an organization. The understanding level should have a strong

co-relation with the motives and intentions of the internal stakeholders of the particular

organization that can help the firm to meet the developed objectives quite significantly. It is the

major responsibility of team leaders to make a string balance between the external system and

internal aspects to ensure best organizational fit.

It has already been discussed that the leaders need to focus on some important trait and

characteristic aspects in order to justify the job role. Apart from above mentioned traits and

attitudes, it is also important for a leaders to ensure some important factors, such as follower-

leader interaction, value addition, commitment, care for other individuals within the

organization, humanity, integrity, transparency, mercy, beliefs, and equality. These aspects may

help an organization to ensure a strong relationship between the management and employees,

without having any conflict within the workplace environment. These values are the seven

Beatitudes found in Matthew 5 and are the base of the virtuous theory of Servant Leadership

(Keely, 2001).

The capacity of a person to cause a group of people to voluntarily contribute their efforts

towards a common goal is one of the simple definition of leadership. Effective leadership

depends upon efficient interpersonal relations and sensitivity to the good of the organization. A

leader should be motivated to lead, be capable of making best use of talents, skills of its officers

and the membership – the human resources of the organization. An organized team or an

organization must have leaders. Leaders provide guidance and directions on the organization’s

efforts – without leaders; the organization could not function effectively and efficiently.


Leadership can be referred as an important as well as interesting human resource

management approach that needs to be considered by the higher management level as leadership

is referred as an important approach that helps an individual to motivate and influence a follower

or more than one follower to achieve a developed organizational goal. There are many leadership

styles which researchers have proposed, however, there is no leadership style that fits all (Burns,

in Abbasialiya, 2010). There are common, operative and proficient values or traits of a leader:

knows how to inspire, motivates, and directs activities to help achieve the organization’s goals

(cited by Amanchukwu, et. al.).

Characteristic, attitude, value expression, emotional intelligence, moral capability, and

self-awareness are referred as important leadership traits. Day, Harris, and Hadfield studied 12

schools in England and Wales which focused on heads who were deemed effective by the Office

for Standards in Education (OFSTED). They concluded that good leaders are informed by and

communicate clear sets of personal and educational values which represent their moral purposes

for the school (Morton, 2009). The leaders possess the following qualities: respect for others,

fairness and equality, caring for the well-being and whole development of students and staff,

integrity and honesty (Greenfield and Ribbins cited from Gronn and Ribbins, Leaders in Context:

Postpositivist Approaches to Understanding Educational Leadership;

http://eaq.sagepub.com/content/32/3/452.abstract; retrieved 08/31/2016).

Dynamic Leadership

Some people are born leaders, others are thrown into a situation and expected to lead. So

what is the difference between a leader and a dynamic leader? Dynamic leaders are persons with

good characters, know the difference between right and wrong and always try to do what is right,


someone to look up to and admire, who set good example for everyone, and someone who make

the world a better place.

Dynamic leaders know that conflict is a natural part of working in groups. Dynamic

leaders are generally self-directed leaders. In dynamic leadership style, the leaders are practically

oriented with the handling of conflict management and other types of issue addressing processes

(Rowley, 2010).

Dynamic leaders know that conflict usually doesn't go away by itself. Conflict is a natural

part of working in groups, because different people have different ideas and viewpoints.

Dynamic leaders always help the individuals to control their emotion and anger before giving

any statement or before making any decision or strategy as it helps to bring effectiveness in the

developed strategies.

Dynamic leaders use peer power in positive ways. They use peer education to make a

difference. Peers have power! Young people depend on friends for information, advice, and role

models.

Peer educators generally utilize positive as well as informative attitudes to assist other

young individuals integrated with any task or organization. It is highly important to state that

such educators used to collect and gather appropriate data as well as information about the

challenges that may hamper the overall workplace environment. Alternatively, they also train

other individuals regarding addressing of the challenges and make use of the used resources quite

significantly.

Dynamic leaders help solve problems through peer education. Peer education is the

process of providing information to, teaching, or instructing a person or group equal in ability,


age, rank, and/or qualifications; for example, teens teaching teens. It is highly essential to discuss

that educated peers try to listen to the other peers in any debate or argument. However, the

dynamic leaders used to take some important approaches in order to motivate the young

individuals. These approaches are selection of an issue or a challenge, which is vital for an

individual, reorganization of the challenges as well as analysis of the required information, and

educate other individuals about the particular challenges by the use of adequate and appropriate

data and information (Ardichvii & Yoon, 2009).

Dynamic leaders never get feared or feel nervous regarding any complex situation. They

always love to take challenges. Most importantly, dynamic leaders have the ability and tendency

to lead an entire team from front. Apart from the identification of the challenges, the dynamic

leaders also help in giving appropriate solutions to the problems.

A dynamic leader has the ability to stand alone within the crowd and lead the individuals

within the crowd significantly. Moreover, it is highly important to focus on the relationship

development process in order to gain success within the workplaces. Dynamic leaders love to

meet the developed organizational objectives through the development of healthy relationship

with employees as well as top level organizational management (Beugelsdijk, 2008). Leaders

can't be best friends with everyone. There may even be people in the group that they don't

especially like. Dynamic leaders are also similar to the participative leaders as the dynamic

leaders are referred as good listener similar to the participative leaders. A successful leader needs

to listen to the team before any strategy development or decision making process as it

significantly helps in the development of different types of strategic management approaches that

can enhance significant relationship development and team building process.


It is one of the important characteristics of the dynamic leaders that they used to develop

healthy and trustworthy relationship with the employees by giving credit to their jobs and good

workplace performances. It has two advantages. First of all, it strengthens the relationship.

Secondly, it helps in effective employee motivation as well as performance management process.

Apart from the above mentioned characteristics, it is also important to discuss that the

dynamic leaders significantly know about enhancement of group dynamic and team development

process. Moreover, the dynamic leaders always help the individuals to make them understand

about their responsibilities within the team to achieve the developed organizational goals.

Alternatively, the dynamic leaders also take care of the needs and motivation level of the

employees (Chen and Haung, 2007).

Dynamic leaders know how to share the leadership and allow members to contribute their

skills and take the lead also.

Dynamic leaders bring people together and enable them to work through teamwork which

means that the organization shares a common ideal and embrace a common goal regardless of

the differences and diversity; they strive shoulder to shoulder, confident in one another’s faith,

trust and commitment. In the end, teamwork can be summed up in short words - believing in

each other (Shivers, 2011).

Despite the fact that there were numerous studies conducted on the various leadership

styles, the leader-researcher finds the study unique for reason that is based on his story on

leadership on different organization in the academe/education sector, in the his religious

affiliation, in the community where he is living, and in the industry where is practicing his

personal traits and professional skills.


(B) Background of the Study

Leadership can be referred as a particular approach or a systematic process in which an

individual or a group of some individuals are guided, trained, and motivated by a particular

individual to perform well within the organization or society to meet the developed goals

(Linsky, 2012).

Relative to this, the leader-researcher is an instructor teaching business, professional

education, and IT & computer subjects in the academe. He is also an executive and member of

different industries and professional organizations and a servant-leader in the religious and social

community.

He is been practicing and performing various responsibilities and leadership capacities in the

education, religious, social, and technology sectors which could be a qualification of Dynamic

Leadership.

The leader-researcher would like to find out if the description he cited about himself

qualifies him to be a Dynamic Leader, therefore, he submitted himself for evaluation from

subordinates (employees/staff). This evaluation required him to prepare an assessment-tool that

contains and describes or enumerate a Dynamic Leader under two major categories: personal

traits and professional skills (Sadler, 2013).

According to Richard R. Ramos, building relationships during life is one of the most

important things we can do both personally and professionally. There are four important aspects

on leadership and relationship. These are leadership can be referred through influence that

comes through strong relationships, and relationship decides the influence’s amount or volume,


and influence as well as relationship determines the efficiency of the individuals’ ability to

manage or lead.

Together, we are on a leadership journey, a journey to become more competent

individuals, efficient managers and Dynamic Leaders. This quest involves sharing unique

experiences, learned principles and fundamental leadership lessons. This deliberate personal

development is the reason the leader-researcher is writing and devoting his time to this

dissertation (Caucci, 2006). This is what will make more Dynamic Leaders and increase the

chances of success in new roles and challenges.

(C)Statement of the Problem (SOP)

Assessment on the practice of Dynamic Leadership of the leader-researcher by his

employees/staff from education, religious, social, and technology sectors was conducted which

output was used as the basis for a proposed model on Dynamic Leadership. Specifically, the data

gathered were used to answer the following problems:

1. How do selected employees/staff from education, religious, social and technical areas

assess the personal traits of the leader-researcher in terms of self-awareness; open-mindedness;

empathy; interpersonal relationship; and persuasive attitude?

2. How do selected employees/staff from education, religious, social and technical areas

assess the professional skills of the leader-researcher in terms of technical; oral and written

communication; decision-making; creativity; and organizational development?


3. Are there significant relationship between the personal traits and professional skills of the

leader-researcher based on the assessments of personal and staff from education, religious,

social and technical areas?

4. How do selected Dynamic Leaders describe their personal traits and leadership skills?

5. Based on the findings of the study, what Dynamic Leadership Framework or model can be

proposed?

(D) Hypothesis

The following hypothesis was used and tested at .05 level of significance or margin of

error.

Ho: There is no significant relationship between the personal traits and professional

skills of the leader-researcher considering the assessments of personal and staff from

educational, religious, social and technical areas.

(D)Limitation of the Study

The study is focused on the correlation between the personal traits and the professional skills

as factors for Dynamic Leadership. It involved the total number of 76 employees and staff under

the supervision of the leader-researcher from the four sectors, specifically 20 respondents from

the Technology, and 18 from the Education, 20 from the Social and 18 from the Religion sectors.

These respondents were a combination of 52 males and 24 females. Furthermore, the study

involved another group of respondents who were composed nine (9) professional leaders whom

the leader-researcher perceived to be Dynamic Leaders. The respondents were asked about the

leader-researcher’s personal traits such self-awareness, open-mindedness, empathy, interpersonal


relationship and persuasiveness. Consequently, they were also asked to assess the professional

skills of the leader-researcher’s technical, oral & written communication, decision making,

creativity and organizational development (Schein, 2010).

The conceptualization of the study was conducted after the Candidacy Assessment/Oral

Revalida of the leader-researcher upon consultation approval from the adviser. The leader-

researcher conducted the study from June to July 2016. The data gathering for the Education,

Religious, and Social sectors were conducted in Metro Cebu while the Technology sector were

conducted through online and social media platforms for the respondents (employees/staff) who

were based in the Philippines, United States, Canada, Mexico and Puerto Rico.

(E) Relevance of the Study

This study on the correlates of assessment between the professional skills and personal traits

as factors in influencing Dynamic Leadership aims to provide a framework or model that would

be beneficial to the following sectors:

Business Industry/Technology

This sector will enable the leader to easily address the issues by providing his advanced

knowledge and skills. The leaders will be able to provide training and development on various

topics without the need of getting a lot of experts/talent pool. The leaders of this industry can

easily make and implement changes as they are authorities that know the field of study/research.

Education

With the Dynamic Leaders, an organization can influence and equip the teachers who

later on can motivate, develop, hone, and competitively trained the students to become


professionals in the future. The educators will be equipped with the skills and traits that will be

the basis and foundation of providing knowledge and know-how skills of the graduates for global

competitiveness. The attributes can be passed on to influence others who will be future leaders of

the community.

Social Community

This diverse group will benefit more on the Dynamic Leadership model because it almost

fits on how to deal with different kinds of people in terms of interpersonal and other relations.

Dynamic Leaders can handle this group best because they possess qualities and characteristics

that can address relevant social issues in the community and dealing with this group for them

will not be a challenge.

Religious Community

Denominations have different norms; however, the universal principles of Dynamic

Leadership will be useful on how the Church leader can effectively lead the congregations in

terms of applying their respective principles and the upliftment of moral and spiritual values

through Dynamic Leadership.

Employees/Staff

Employees would not find it difficult predicting and understanding their leaders and they

can freely express their opinions as Dynamic Leaders know how to hear their subordinates. With

the presence of a Dynamic leader, issues and concerns of employees can easily be addressed and

resolved. They could also be provided with continuous trainings and personal development by

the Dynamic Leader which could result to higher productivity and lesser attrition.


Clients

Stakeholders and benefactors of the different sectors from education, religious, social and

technology will benefit because they will have an efficient and effective leaders who can deliver

results and business without or lesser mistakes. Organization led by a Dynamic Leader with

diverse skills and traits will make sure that services and businesses are satisfactorily delivered.

Future Researchers

This research can be basis for a similar study and the assessment tool can also be used or

enhanced or use in the conduct of another research with the same topic or focus.

(G)Theoretical Framework

This part of the research paper presents the review of related literature and studies that

are relevant and supportive to the present study.

(a) Review of Related Literature and Studies

It is highly important for the organizational leaders and top level management of a firm to

understand certain characteristics that need to be availed by a leader within a particular company.

In several teams, the employers generally misinterpret the value and quality of a good leader

within an organization. Some employers think that a leader needs to have charm. On the other

hand, some employers think that a leaders needs to have charisma. However, it is the personality

trait and leadership aspect that can help an individual to become a successful leader. In an

addition, it is also true that different employers think that dynamic leaders are developed, not

born. Dynamic leaders are considered as the most effectual and skilled leaders (Selznick, 2014).

They have the ability to guide the employees and sub-ordinates towards the developed

organizational goals quite successfully. In an addition, it is also important to discuss that


different leading organizations across the globe are significantly focusing on the effective and

significant leadership skills of leaders to ensure high quality business operation process.

However, the organizations in this contemporary era are seeking for dynamic leaders in order to

enhance effective workplace environment and significant employee management process.

The example of Apple Inc can be considered here. Steve Jobs can be considered as an

effective example of a dynamic leader. Apple Inc can be considered as one of the leading

organizations within the electronics, computer software, and hardware industry. Effective high

quality and product differentiation aspect has helped the organizational management of Apple

Inc to make the company popular and prestigious among customers and other important

stakeholders. It is also important to mention that different organizations have considered and

implicated competitive strategy in business operation process to become successful. However,

some organizations have focused on strong centralized and hierarchical approaches in order to

ensure effectual control over the decision making and strategy development process. This type of

strategic approach has certain limitations as this type of organizational culture does not ensure

dynamic leadership style. Strong autocratic leadership style generally hampers the business

operation process and workplace environment as the autocratic leaders do not believe in the

employee engagement and stakeholder integration process (Rost, 2013). However, Steve Jobs

adopted and applied dynamic leadership style in the workplace in order to ensure effective

employee motivation and conflict free workplace environment.

The effective adoption and implication of dynamic leadership style used to depend upon

different types of personality traits, such as strength, honour, and capability. It is highly

important to mention that organizations should try to ensure the integration of these traits within

the leadership style in order to ensure effective workplace environment. Steve Jobs always


encouraged the sub-ordinates and employees to focus on effective and innovative strategy

development process. Employees of different cultural background also focused on the significant

cultural diversity aspect as Steve Jobs believed that people of different cultural background

within the workplace can enhance effective knowledge management process (Colcer, 2008).

Overall, it is also important to discuss that effective self-efficacy is one of the major

characteristics of a dynamic leader. In this case, Steve Jobs had strong believe in the strategy

development and decision making process of different employees. It ensured effective and

significant workplace performance. However, it is proved that Steve Jobs was a dynamic leader

and he believed in the personality traits of employees that can help the organization to boost the

overall productivity. Apart from all these, Steve Jobs also believed that personality traits and

professional skills are highly different from each other. Most importantly, it will be effective to

mention that different organizational leaders should try to focus on application of personality

traits. Significant practice, motivation, and integration of traits can help an individual to become

one of the effective dynamic leaders within a particular organization.

Strong vision also can be considered as an effective and important characteristic that

needs to be availed by a dynamic leader. It is highly important for the leaders within an

organization to focus on effective and significant vision and develop strategies accordingly. This

particular aspect helps an organization regarding goal development process (Adeniyi, 2007). On

the other hand, this particular aspect also helps an organization to meet the developed objectives

quite significantly. In this case also, the example of Apple Inc and Steve Jobs can be considered

as Steve Jobs always had a vision to make Apple Inc one of the leading organizations across the

globe in terms of manufacturer and distributers of innovative, high quality, and differentiated

electronic gadgets. However, he became successful as he always influenced the employees to


focus on strong vision and other approaches. In an addition, it is also important to mention that

the organizational leaders significantly obeyed and followed the leadership style and managerial

pathway of Steve Jobs.

Effective communication approach also can be considered as one of the effective and

significant characteristics of a dynamic leader. Dynamic leaders are highly responsible in

maintaining conflict free and transparent communication process between the employees and

top-level management of an organization. In this case, the example of PepsiCo can be considered

here. The top level management and organizational leaders of PepsiCo tries to motivate the

employees and improve their self-confidence level by focusing on the significant internal

organizational communication process. The top level management of PepsiCo has focused on

application of the combination of both top-down as well as bottom-up communication approach.

Most importantly, the employees can easily share their thoughts, views, and perceptions with the

top level management of company. Overall, these particular approaches can be considered as

effective characteristics of dynamic leadership style. Most importantly, these approaches can

help an organization to become a quality leader (Gardner, 2010). Apart from these, it is also

important for an individual to keep practicing on strengthening the professional skill and

competency level as several dynamic leaders across the glove believe that practice makes a man

performance. On the other hand, such leaders also have acknowledged that leaders are made, not

born.

(b) Conceptual Framework and Paradigm

Ethical leadership is known as the core values and having the courage to live with them

in all parts of your life in service of the common good. People in leadership roles do not always

follow ethical patterns.


Institutions in the education sector are under a much bigger and broader microscope of

patrol. More rules are in place and more people to enforce them; just the way it should be. True

leaders lead for the subordinates and not for the fame, money and glamour.

Establishing a vision, communicating a strategy and motivating individuals to

cooperatively solve problems, these dynamic leaders ensure organizational success and by

aligning subordinates development goals to specific, measurable, attainable, realistic and timely

strategic objectives that can establish a functional structure conducive to continuing success and

by developing the leadership dimensions of experience, problem solving ability, personality and

self-awareness, a leader can positively impact the organization’s structure and ongoing

profitability (Dunggan, 2010).

A Realtor Magazine article has ten qualities of a good leader: Have Vision, Make

Decisions, Take Risks, Motivate Others, Build Teams, Possess Self-Knowledge, Display

Integrity, Pursue Lifelong Learning, and Communicate Effectively and help others succeed. The

two points that stood out when it comes to self-presentation was Possess Self-Knowledge and

Display Integrity. With leaders possessing self-knowledge, they know their strengths and

weaknesses and can “recognize shortcomings…and willing to make changes when necessary.

Displaying integrity is also a crucial part of self-presentation. Being trustworthy is one of the

first steps to being an effective leader. People will not follow if they cannot trust the one at the

top. These two factors help leaders to gain trust and analyze their situation continuously with

subordinates.

There are six pillar of characteristic that dynamic leaders have: trustworthiness, respect,

responsibility, fairness, caring, and citizenship. The character is the “secret ingredient” inside the


best leaders. The key elements of dynamic leaders’ character are: 1) consciousness - what you do

as a leader that makes a difference and has an impact; 2) choice - each choice you make as a

leader that reflects your view of what is right; 3) courage - can you stand up for your beliefs and

do what needs to be done?

These ideas and concepts about effective Dynamic Leadership are shown in Figure 1

below.

Figure 1

Dynamic Leadership Model

In relation to the concluded study, the leader-researcher considered Clear Vision, Sense

of Purpose and Good Communicator as bases for the Personal Traits that a Dynamic Leader

possesses. Moreover, Motivation, Celebration of Success and Visibility to the Team are the bases

for Professional Skills that a Dynamic Leader owns.


To further describe the concept of this framework, Figure 2 presents the research

paradigm of the study.

Figure 2

Correlates between Personal Traits and Professional Skills as Factors of Dynamic Leadership

Figure 2 shows the different variables from the study are utilized through assessment and

correlations. Dynamic Leadership as the focus of the study is described using two major

categories: personal traits and professional skills. Personal traits were measure using the

following indicators: 1). Likewise, professional skills were measure using the indicators such as;

1). consequently, the leader-researcher who considers himself as a Dynamic Leader subjected

himself for assessment under the four (4) areas where he applied his leadership. These four (4)

areas are education, religious, social and technology.

(c) Relevance of the Related Literature

It is clear from the above discussion that managers or individuals within a particular

organization need to focus on the application of personality traits within the adopted leadership

style to become a dynamic leader. It is also important to mention that different organizational

leaders adopt and implement different types of leadership styles. Therefore, it would be effective


to focus on the traits. It is identical that professional skills and personality traits used to differ

from each other. A leader can have different types of supportive personality traits, but he or she

cannot simply become an effective dynamic leader unless he or she is experienced enough to

focus on the strengthening of professional skills. Personality traits can be somehow termed as

personal or individual skills, but it is different comparing to the professionals skills.

On the other hand, it is also important to mention that the organizational leaders may not

become successful by focusing on only the professional skill development process until and

unless they used to implement and apply traits in the leadership and managerial processes.

Several literatures and authors have discussed that an individual cannot become a successful

leader until and unless they have successfully integrated their personality traits with the

professional skill development process. It is highly acceptable.

This particular study is unique comparing to other studies as the readers may come to

know about different characteristics and personality traits of a leader that help them to become a

dynamic leader. On the other hand, it is also important for the readers to focus on the effective

and successful examples of dynamic leaders as this will help them to become professionally as

well as personally successful in near future. This study has offered real life examples, such as

leadership of PepsiCo and leadership of Steve Jobs. These considerations will help to ensure

effective and significant uniqueness of this research work.

(H) Definition of Terms

The understanding of the basic terms used in this study is necessary in order to establish

adequate channels of communication between the researcher and their readers. With this idea in

mind, the basic terms used in this research work were defined conceptually and operationally:


Assessment – process that the study went through wherein the dynamic leadership skills

and traits were evaluated by the employees/staff respondents from the TESR areas of his

leadership

Dynamic Leadership – Dynamic leadership style can be considered as an integrated form

of adoptive leadership style. This dual-focused leadership style generally allows a leader to focus

on giving reaction to the changes pro-actively. On the other hand, a dynamic leader needs to

employ a flexible leadership style, which will help the leader to make effective adjustment to

differentiated critical situations.

Education – Education can be defined as a systematic process of giving as well as

receiving knowledge and instructions that help the individuals to get success in individual life.

Culture – Culture can be defined as the customs, arts, traditions, ideas, social behaviour,

and norms of particular individuals within a society or community.

Social – This particular term can be defined as an approach or element related to society

or some organizations within a society.

Technology – Technology can be defined as the adoption and application of theoretical as

well as scientific skill and knowledge for different types of practical purposes. However, the

technological applications can be experienced in different industries.

Employees/Staff – this are the respondents of the student who are subordinates of the

leader-researcher

Personal Traits – these refer to the characteristics of the researcher-leader describe by the

respondent described by the respondents as to self-awareness,


Professional Skills – Professional skills can be defined as the skill or competency level of

an individual that helps him or her to become successful within the workplace. In an addition,

effective professional skills of individuals within the workplaces significantly help an

organization to improve overall business performance.


Chapter 2: Research Methodology

Research methodology can be considered as one of the integral parts of any kind of

research work. Effective adoption and implementation of appropriate methodological approach

can help to the researcher to gain a significant research outcome. Research methodology can be

divided into two different types, such as qualitative research methodology, and quantitative

research methodology, Qualitative research methodology generally focuses on the views,

emotion, attitude, inner feelings, and perception of the associated individuals. On the other hand,

quantitative research methodology generally focuses on the study and examination of numerical

data and information through application of several statistical formulas.

A: Research Design

The study is quantitative in nature and utilized the descriptive-comparative and

descriptive-correlation designs. These designs are to appraise carefully the worthiness of the

current study. These are used to determine the effectiveness or efficiency of practices, policies,

instruments, or other variables that may be considered. It is also a fact-finding study with

adequate interpretations of the findings and describes what actually exist. This study is

comparative because it considered and compared the evaluation of respondents and correlation.

This study used the descriptive-evaluative research design in the assessment of dynamic

leadership practice among other leaders. Descriptive-evaluative is the appropriate design since

the goal of this research paper is to find out how other leaders evaluate the practice of dynamic

leadership in their organizations.


B: Sample and Sampling Technique

Purposive sampling procedure was used in the selection of the samples. Purposive

sampling is used because the study requires responses from the particular respondents.

Moreover, it is also important to mention that the sampling technique will be conducted by

selection of respondents for the data collection process by focusing on different important

demographic backgrounds, such as gender profile, educational background, and age. Both male

and female individuals have been selected as the respondents. Total sample size is 20. There are

6 females and 14 males have been selected as the respondents in this particular research work.

On the other hand, majority of the respondents are aged between 20 and 60. However, there are

two respondents who are above 60 years of age.

C. Research Instruments

The study used a researcher’s made survey tool in the assessment of dynamic leadership

practices. This instrument is composed of ten criteria that measure the dynamic leadership

skills/practices based on 1) self-awareness, 2) open-mindedness, 3) empathy, 4) interpersonal

relationship, 5) persuasiveness, 6) technicality, 7) oral and written communication, 8) decision

making, 9) creativity, and 10 organizational development. Validation of the research instrument

was conducted through content validation (by the adviser) and pilot testing. Reliability index for

the researcher-made tool is in the table presented below.


Practices Cronbach

Alpha

Cronbach Based on

Standardized Items

Self-Awareness.720 .735

Open-Mindedness.752 .753

Empathy.819 .836

Interpersonal Relationship.738 .772

Persuasiveness.889 .892

Technicality.845 .857

Oral and Written Communication.927 .928

Decision Making.841 .844

Creativity.816 .809

Organizational Development.826 .827

Table 5: Reliability Index

The data in Table 5 reveal that ten of the criteria are within the accepted measures of a

reliable tool.


Another tool that was used was interview. This was to verify and check the accuracy of

the data gathered. This instrument also finds out what is in the respondent’s minds because the

researcher cannot observe what the respondents think and how he feels about something.

Documentary analysis was also used in this study. This was used to study and examines

written or visual contents of a document. In this study, this involved the analysis of the tests’

result of the respondents.

Before the finalization of the instrument, the researcher sought comments and

suggestions from authorities or persons with expertise. After the corrections, suggestions and

recommendations were given, the instrument was revised accordingly. This was tried out to

respondents who were not the subject-respondents of the study. A reliability test by way of

Cronbach Alpha was done and revealed which indicate internal consistency, thus the instrument

was valid and reliable. The final instrument was shown to the adviser and panel members before

it was reproduced and distributed to the subject-respondents.

D. Data Gathering Procedure

This study practically had started during the presentation of the researcher’s leadership

practice and achievements for assessment (re-valida). From this period until after six months, the

researcher prepared the proposal and presented it to her adviser. With the accomplishments of

the tool construction and its validation, the researcher started with the data gathering.

Permission was initially sought from concerned organization. It was then followed by

coordination work and the distribution and retrieval of survey tools was conducted for four

weeks. Afterwards, data were submitted for treatment and analysis.


The Gantt Chart of the Study’s Action Plan

PLAN OF

ACTIVITIES

June July August September October November

3rdweek 2nd

week

1st to 4th

week

1st to

4thweek

1st to 4th

week1st to 2nd

week

Leadership Practice

Assessment

Preparation of the

dissertation proposal;

1st meeting with the

adviser

Submission of the

proposal to the

adviser; Preparation of

survey tool; Approval

of the tool


Pilot testing of the tool;

Test on the reliability

of the tool; Request for

permission to conduct

the study; Distribution

of the questionnaires

Retrieval of the

questionnaire;

Submission for data

analysis; Finalization

of the research paper

Submission to the

adviser; Final

Revisions


To gather the needed data and information, the following basic steps were undertaken by

the researcher:

1. Related literatures, relevant studies and instruments to be used were gathered and

reviewed.

2. A researcher-made survey questionnaire was constructed according to the specific

problems of the present study. The said instrument was presented to the adviser and panel

members for approval and suggested changes in the final instrument were incorporated.

3. It was subjected to content validity and reliability by pilot-testing to non-respondents.

4. Permission from concerned individuals was requested, to administer the questionnaire

and to conduct interviews among the respondents of the study.

5. Survey-questionnaire was administered and retrieved.

6. Data gathered were recorded and appropriate statistical tools were employed to derive

necessary data for interpretation.

7. Interviews were transcribed and translated.

8. Data gathered were organized, presented, analyzed and interpreted.

Statistical Treatment

The following statistical tools were used to substantiate the findings of the study.

Frequency and Percentage was used to determine the profile and the academic

performance of the respondents. Frequency is the actual response to a specific item/ question in


the questionnaire where the respondents check choices. Percentage was used as descriptive

statistics that describes a part of a whole.

Weighted Mean and Standard Deviation were used to determine the evaluation of the

respondents. Mean was used to get the average of frequency of the responses in each weighted

item while standard deviation measures how far or spread the responses are.

Table 6 shows the rating scale that has been used in this particular study.


Scale Value Range of Values Interpretation Symbol

4 3.26 – 4.00 Highly Implemented HI

3 2.51 – 3.25 Implemented I

2 1.76 – 2.50 Moderately Implemented MI

1 1.00 – 1.75 Not Implemented NI

Table 6: Rating Scale

T-test was employed to determine if there exists a significant difference in the evaluation

of the instructional delivery system between the two groups of respondents.

Pearson Product Moment Correlation Coefficient or Pearson r was utilized to determine if

there exists a significant relationship between the departmental test result of the student-

respondents and their evaluation in the quality of instructional delivery system.

Furthermore, the study used the software Statistical Packages for Social Sciences (SPSS)

for windows to handle the statistical computations. SPSS is a powerful software tool, which is

programmed to reduce the responsibilities, tasks, and burdens on the human resources and

manual computation processes. Moreover, this particular software application helps the

researchers to execute the mathematical as well as statistical formulae related to a particular


selected test based on the chosen topic. Thus, the study is limited to the output of the software

thereby not including the details of the computation.

Chapter 3: Results and Data Analysis

This chapter presents the analysis and presentation of data and for better understanding of

the discussion of the findings, frequency and percentage, mean and standard deviation were

compared, t-test and Pearson r were also used, followed by the interpretation of the findings in

the same sequential order of the specific questions.

Population and Sampling

Table 1 presents the respondents’ profile according to their gender.

GenderTechnology Education Social Religious

f % f % f % F %

Male 14 70.0 12 66.7 13 65.0 13 72.2

Female 6 30.0 6 33.3 7 35.0 5 27.8

Total 20 100.0 18 100.0 20 100.0 18 100.0

Table 1: Respondents’ Profile in Terms of Gender

Table 1 shows the respondents’ profile as to their gender. It can be seen that the highest

frequency of respondents are 14 (70%) males from technology sector while the lowest frequency

of 5 (27.8%) was gained by females from the religious sector. Moreover, there are more male


respondents with frequency of 12 (66.7%) from education, 13 (65.0%) from social, and 13

(72.2%) from religious sectors respectively, while there are less female respondents with only 6

(30%) from the technology, 6 (33.3%) from education, and 7 (35.0%) from social sectors

respectively. These data shows that the researcher leader supervises mostly male

staff/employees.

Table 2 presents the respondents’ profile according to their age.

AgeTechnology Education Social Religious

f % F % f % f %

20-29 2 10.0 0 0.0 0 0.0 1 5.5

30-39 9 45.0 3 16.7 6 30.0 5 27.8

40-49 5 25.0 2 11.1 5 25.0 7 38.9

50-59 2 10.0 3 16.7 7 35.0 2 11.1

60 & over 2 10.0 10 55.5 2 10.0 3 16.7

Total 20 100.0 18 100.0 20 100.0 18 100.0


Table 2: Respondents’ Profile in Terms of Age

It is identified from Table 2 that in terms of age, 2 respondents from table 2 are aged

between 20 and 29, 9 respondents aged between 30 and 39, 5 respondents aged between 40 and

49, 2 respondents aged between 50 and 59, 2 respondents aged 60 and above are from

technology sector. On the other hand, 3 respondents aged between 30 and 39, 2 respondents aged

between 40 and 49, 3 respondents aged between 50 and 59, and 10 respondents aged 60 and

above are from education sector. 6 respondents aged between 30 and 39, 5 respondents aged

between 40 and 40, a7 respondents aged between 50 and 59, and 2 respondents aged 60 and

above are from different social backgrounds. Lastly, 1 respondent aged between 20 and 29, 5

respondents aged between 30 and 39, 7 respondents aged between 40 and 49, 2 respondents aged

between 50 and 59, and 3 respondents aged 60 and above are from different religious

background.


Table 3 presents the respondents’ profile according to their marital status.

Table 3: Respondents’ Profile in Terms of Marital Status

It is clear from the 3rd table that in terms of marital status, 15 married, 1 separated, 3

single from the technology background, 13 married, 2 single, and 3 widowed from education

background, 19 married and 1 widowed from social background, and 17 married and 1 widowed

from different religious background.

Marital Technology Education Social Religion

Status f % f % f % f %

Living with another 0 0.0 0 0.0 0 0.0 0 0.0

Married 15 75.0 13 72.2 19 95.0 17 94.4

Separated 1 5.0 0 0.0 0 0.0 0 0.0

Single 3 15.0 2 11.1 0 0.0 1 5.6

Widowed 0 0.0 3 16.7 1 5.0 0 0.0

Would rather not say 1 5.0 0 0.0 0 0.0 0 0.0

Total 20 100.0 18 100.0 20 100.0 18 100.0


Table 4 shows the respondents’ profile in terms of educational attainment.

Educational Technology Education Social Religion

Attainment f % f % f % f %

College undergraduate 0 0.0 0 0.0 4 20.0 3 16.7

College graduate 7 35.0 0 0.0 6 30.0 8 44.4

W/ units from graduate school 4 20.0 0 0.0 2 10.0 1 5.6

Master's degree 7 35.0 4 22.2 4 20.0 6 33.3

Doctorate degree 0 0.0 10 55.6 2 10.0 0 0.0

Professional degree (MD, JD, etc) 2 10.0 4 22.2 0 0.0 0 0.0

Professional degree w/ doctorate 0 0.0 0 0.0 2 10.0 0 0.0

Total 20 100.0 18 100.0 20 100.0 18 100.0

Table 4: Respondents’ Profile in Terms of Educational Attainment

It is clear from above table that in terms of educational attainment, 7 college students, 4

graduate school students, 7 master degree students, and 2 professional degree students are from

technology background, 4 master’s degree students, 10 doctorate degree students, and 4

professional degree students are from educational background, 4 college undergraduates, 6

college graduates, 2 graduate school students, 4 master’s degree students, 2 doctorate degree

students, and 2 professional degree students are from different social background, and 3 college


undergraduates, 8 college graduates, 1 graduate school student, and 6 master’s degree students

are from different religious backgrounds.

Table 5 presents the respondents’ profile in terms of work affiliation.

Work Affiliation

Technology Education Social Religion

f % f % f % f %

Public sector 0 0.0 10 55.5 12 60.0 1 5.60

Private sector 19 95.0 7 38.9 8 40.0 12 66.6

Private non-profitable 1 5.0 1 5.6 0 0.0 4 22.2

Religion 0 0.0 0 0.0 0 0.0 1 5.6

Total 20 100.0 18 100.0 20 100.0 18 100.0

Table 5: Respondents’ Profile in Terms of Work Affiliation

It is clear from the 5th table that in terms of work or job affiliation, 19 private sector

employees and 1 private non-profitable sector employee belong to the technological background.

10 public sector employees, 7 private sector employees, and 1 private non-profitable sector

employees belong to the educational background. 12 public sector employees and 8 private

sector employees are from different social backgrounds. Apart from this, 1 public sector

employees, 12 private sector employees, 4 private non-profitable sector employees, and 1

religion oriented employee belong to differentiated religious oriented.


Weighted Mean Distribution of the Respondents’ Assessment of the Leader-Researcher’s

Personal Traits

INDICATORS Technology Education Social Religion

self-awareness Wx V.I. Wx V.I. Wx V.I. Wx V.I. 1. enjoys venturing into new experience … 4.10 AA 4.22 AA 3.95 AA 4.00 AA

2. careful observer of events and people … 4.30 AA 4.17 AA 4.20 AA 4.22 AA

3. actively participates in "here-and-now … 4.15 AA 4.40 AA 4.35 AA 4.06 AA

open-mindedness 4. have open & unprejudiced attitude … 4.10 AA 4.33 AA 4.30 AA 4.28 AA

5. receptive to new ideas & emerging … 4.55 A 4.44 AA 4.45 AA 4.61 A

6. broad-minded & tolerant of other people's … 4.35 AA 4.44 AA 4.50 AA 4.33 AA

Empathy 7. tries to imagine how it would feel … 4.20 AA 4.22 AA 4.20 AA 3.89 AA

8. Looks at everybody's side of a disagreement… 4.25 AA 4.33 AA 4.45 AA 4.00 AA

9. makes sure other person's point of view … 4.45 AA 4.39 AA 4.45 AA 4.06 AA

interpersonal relationship 4.44 AA 4.35 AA 4.17 AA


11. easily builds relationship with the people … 4.65 A 4.72 A 4.40 AA 4.17 AA

12. shows actions that are strongly influence … 4.45 AA 4.44 AA 4.35 AA 4.44 AA

Persuasiveness 13. Encourages others of what they have to offer… 4.30 AA 4.22 AA 4.25 AA 4.28 AA

14. finds ways to motivate people to perform … 4.65 A 4.72 A 4.40 AA 4.33 AA

15. has a convincing attitude that creates … 4.70 A 4.56 A 4.50 AA 4.50 AA

The researcher has considered different aspects in terms of indicators to determine the

personality traits of the leader-researchers. The respondents are from different democratic

backgrounds. On the other hand, it is also important to state that the respondents belong to

technological sector, educational sector, religious backgrounds, and different social backgrounds

in terms of employment, education attainment, and age group. However, the considered

indicators in this particular analysis part are persuasiveness, interpersonal relationship, open

mindedness, empathy, and self-awareness.


Weighted Mean Distribution of the Respondents’ Assessment of the Leader-Researcher’s

Professional Skills

INDICATORS Technology Education Social Religion

Technical w.m des w.m des w.m des w.m des16. uses & incorporates new technology … 5.00 A 4.94 A 4.70 A 4.78 A

17. understands & executes computer … 5.00 A 4.94 A 4.80 A 4.78 A

18. savvy on how to use chat, email … 5.00 A 5.00 A 4.80 A 4.72 A

Oral & Written Communication 19. Has adequate level of English com. … 4.90 A 5.00 A 4.75 A 4.78 A

20. Knowledgeable & sensitive on regional… 4.95 A 5.00 A 4.85 A 4.72 A

21. Has the ability to choose appropriate… 4.90 A 5.00 A 4.90 A 4.78 A

Decision Making 22. consults & uses advice of other reliable… 4.70 A 4.94 A 4.70 A 4.61 A

23. checks information sources & decides … 4.80 A 4.94 A 4.75 A 4.56 A

24. puts careful thoughts & considers … 4.85 A 5.00 A 4.80 A 4.67 A

Creativity 25. can easily come up with lots of ideas… 4.25 AA 4.50 AA 4.45 AA 4.06 AA

26. gathers information from wide variety … 4.55 A 4.83 A 4.65 A 4.17 AA


27. sees problems, complaints, setbacks … 4.50 AA 4.83 A 4.65 A 4.17 AA

Organizational Development 28. builds relationship of trust and deal … 4.75 A 4.39 AA 4.70 A 4.33 AA

29. observes appropriate processes … 4.70 A 4.78 A 4.65 A 4.22 AA

30. clarifies outcomes & builds realistic … 4.80 A 4.89 A 4.70 A 4.39 AA

The above mention table has showcased different types of indicators and aspects

regarding the professional skills of the leader researchers. The indicators are developed based on

the education, employment, social, as well as religious orientation of the respondents. It is highly

important to mention that different types of responses of the respondents have been recorded.

The indicators are technical, oral and written communication, organizational development,

creativity, and decision making.

Running head: DISSERTATION ON LEADERSHIP 43

Relationship Between the Assessed Personal Traits and Professional Skills of the Leader-Researcher

Personal

Traits

Professional

Skills

TECHNOLOGY EDUCATION SOCIAL RELIGION

r- critical decision r- critical decision r- critical decision r- critical decisionvalue value value value value value value value

technical 0.02 0.468 accept Ho 0.19 0.497 accept Ho 0.27 0.468 accept Ho 0.35 0.497 accept Ho

Self-

Awareness

oral & written com. -0.10 0.468 accept Ho 0.19 0.497 accept Ho 0.33 0.468 accept Ho 0.38 0.497 accept Ho

decision-making 0.13 0.468 accept Ho -0.06 0.497 accept Ho 0.29 0.468 accept Ho 0.05 0.497 accept Ho

creativity 0.48 0.468 reject Ho 0.54 0.497 reject Ho 0.72 0.468 reject Ho -0.11 0.497 accept Ho

org. development 0.55 0.468 reject Ho 0.55 0.497 reject Ho 0.37 0.468 accept Ho -0.02 0.497 accept Ho

technical 0.00 0.468 accept Ho -0.17 0.497 accept Ho 0.56 0.468 reject Ho 0.12 0.497 accept Ho

Open-

Mindedness

oral & written com. -0.39 0.468 accept Ho -0.17 0.497 accept Ho 0.58 0.468 reject Ho 0.03 0.497 accept Ho

decision-making 0.05 0.468 accept Ho 0.07 0.497 accept Ho 0.63 0.468 reject Ho -0.19 0.497 accept Ho

creativity 0.36 0.468 accept Ho 0.42 0.497 accept Ho 0.61 0.468 reject Ho -0.38 0.497 accept Ho

org. development 0.38 0.468 accept Ho 0.58 0.497 reject Ho 0.66 0.468 reject Ho -0.35 0.497 accept Ho

Empathy

technical -0.39 0.468 accept Ho -0.01 0.497 accept Ho 0.22 0.468 accept Ho -0.13 0.497 accept Ho

oral & written com. 0.03 0.468 accept Ho -0.01 0.497 accept Ho 0.33 0.468 accept Ho -0.20 0.497 accept Ho

decision-making -0.02 0.468 accept Ho 0.15 0.497 accept Ho 0.20 0.468 reject Ho 0.18 0.497 accept Ho

creativity 0.60 0.468 reject Ho 0.01 0.497 accept Ho 0.43 0.468 accept Ho 0.32 0.497 accept Ho

org. development 0.38 0.468 accept Ho 0.33 0.497 accept Ho 0.34 0.468 accept Ho 0.30 0.497 accept Ho

technical -0.17 0.468 accept Ho -0.08 0.497 accept Ho 0.51 0.468 reject Ho -0.49 0.497 accept Ho

Inter-Personal

Relationship

oral & written com. -0.41 0.468 accept Ho -0.08 0.497 accept Ho 0.40 0.468 accept Ho -0.45 0.497 accept Ho

decision-making 0.11 0.468 accept Ho 0.03 0.497 accept Ho 0.41 0.468 accept Ho 0.12 0.497 accept Ho

creativity 0.52 0.468 reject Ho 0.06 0.497 accept Ho 0.51 0.468 reject Ho 0.53 0.497 reject Ho

org. development 0.60 0.468 reject Ho 0.39 0.497 accept Ho 0.38 0.468 accept Ho 0.08 0.497 accept Ho

technical 0.08 0.468 accept Ho -0.44 0.497 accept Ho 0.43 0.468 accept Ho -0.18 0.497 accept Ho


PersuasiveAttitude

oral & written com. 0.42 0.468 accept Ho -0.44 0.497 accept Ho 0.44 0.468 accept Ho 0.01 0.497 accept Ho

decision-making 0.34 0.468 accept Ho 0.00 0.497 accept Ho 0.47 0.468 reject Ho 0.27 0.497 accept Ho

creativity 0.45 0.468 accept Ho -0.16 0.497 accept Ho 0.73 0.468 reject Ho 0.35 0.497 accept Ho

org. development 0.27 0.468 accept Ho 0.30 0.497 accept Ho 0.43 0.468 accept Ho 0.12 0.497 accept Ho

Table: Relationship Between the Assessed Personal Traits and Professional Skills of the Leader-researcher

The above mentioned table is the statistical analysis on the relationship between the professional skills and personal traits of the

leader-researcher. All the above mentioned used indicators have been considered in this analysis. The r- value, critical value and

decision value has been considered as the important output as the result regarding the relationship between personality traits and

professional skills.

Table: Relationship Between the Assessed Personal Traits and Professional Skills of the Leader-researcher

The above mentioned table is the statistical analysis on the relationship between the professional skills and personal traits of the leader-researcher. All the above mentioned used indicators have been considered in this analysis. The r- value, critical value and decision value has been considered as the important output as the result regarding the

relationship between personality traits and professional skills.

Running head: DISSERTATION ON LEADERSHIP

45

Table

Dynamic Leaders Personal Traits and Professional Characteristics

LEADERS

DEMOGRAPHIC

INFORMATIONPERSONAL TRAITS PROFESSIONAL SKILLS

A

Gender: Male

Age: 40-49

Marital

Status: Married

Education:

MS/MA

degree

Organization:

Public & private

sectors

Considers him a dynamic leader and

cited some personal factors

contributory to his practice such as: 1)

authority of leadership character; 2) a

vision that moves; 3) an effective

communication; 4) sound judgment;

and 5) open mindedness.

The following contribute to his

professional skills: 1) academic

portfolio specifically graduate

studies that equipped sufficient

knowledge; 2) corporate

experience that honed a

manager’s supervisory skills;

and 3) academic experience to

teach the next generation’s

specific skills and business

acumen.

Gender: Female She says she is diligent, understanding

and compassionate. She is a manager

She has the following skills: 1)

conceptual skills following the


B

Age: Over 60

Marital

Status: Married

Education:

Doctorate

degree

Organization:

Private sector

and leader, good at planning,

organizing and directing, and applying

situational leadership. She delegates

tasks to show trust to her people, task

and people oriented. She is

approachable and helpful and

maintain balance in leading her

people.

“machinist” theory; and 2)

technical skills having the

portfolio of a manager and a

leader. She believes that you

have to wear your iron clubs to

get your hands dirty sometimes

but not all the time when needed.

She provided manuals,

framework, instructional

materials such as lessons, test

questions, evaluations for her

teachers; and 3) human skills

which other say she’s good at

because she knows how to treat

people well.

C

Gender: Female

Age: Over 60

Marital

Status: Married

She considers herself a dynamic

leader where she applied and practiced

her skills as an educational head with

the following personal traits: 1)

honesty where she speaks with

authentic information and inspires not

only through words but also through

She describes her professional

skills as 1) honest where she

builds her team through building

of trust; 2) she believes that the

dimension of openness is

essential and keeping an open

mind and sharing ideas can help


Education:

Doctorate

degree

Organization:

Public sector

actions; 2) she is open with her

experiences, insights and imagination

in building her team. She listens with

keenness to every member of her team

and make them feel important; 3) she

sees herself as a decisive person and

tried to establish loyalty in doing what

is right for the organization. She

always try her best to do the right

thing and consult with knowledgeable

people. She is confident; 4) she sees

leadership as a futuristic and forward-

looking activity where she practices

good listening habit to know more her

team members and help them to

improve more.

to achieve their goals. She

likewise listens to the ideas of

her members; 3) she is confident

specific, responsible with a quick

eye that detect errors and spell

these errors out objectively. She

is good at convincing as well as

enthusing others; 4) she is

sociable, loyal adviser, dynamic

and loyal friend.

D

Gender: Male

Age: 40-49

Marital

Status: Married

He considers himself a dynamic leader

and takes ownership of his decisions.

He’s not afraid to make mistakes. He

is open to suggestions and listens, and

if the suggestion is good, he

acknowledges it. He likes to impart

For him, IT skills are necessary.

He’s very impartial to marketing

and sales since it is something

he’s been doing ever since.

According to him, it pays to be

creative. It pays to have a ready


Education:

MS/MA

degree

Organization:

Private sector

and teach so he can delegate and focus

on things which need most of his

attention. He does his homework and

keeps his ears on the ground. At the

end of the day, he makes sure that his

level of expertise is very high.

visionary concepts that are clear.

Sales is something we do on a

daily basis. Whether it’s a selling

of our idea and vision or services

on paper or a physical product or

even ourselves as a candidate for

promotion. Leaders tend to be

very persuasive sales persons.

They capture the imagination of

their subordinates and make their

dream a shared one. His most

honed skills is his ability to

subtly sell his point. He

reinforces it and tweaks for

improvements to keep everyone

constantly engaged. One way of

doing this is to effectively

communicate the “big picture.”

Gender: Male

Age: 30-39

If he’s going to base his answer to the

Principles of Dynamic Leadership by

Chris Stricklin, possessing/applying 7

Perhaps, of the professional

skills he could mention that

contributes to his practice of


E Marital

Status: Married

Education:

Professional

degree (MD)

Organization:

Private

(Corporate),

Private Non-

Profit

out of 8 could probably convince me

to be deemed as a dynamic leader. Of

the 8, such as (1) Focus on positive

change; (2) Question everything:

yesterday is interesting but irrelevant;

(3) Don’t be a ninth letter leaders; (4)

Know that the true measure of

leadership is not found in an

individual but the individuals

developed; (5) Be efficient

effectively; (6) Time is of the essence;

(7) Indecision is still a decision; and

(8) Leadership is a process, not a

position. He only does not adhere to

#7. While he adheres to the

application and practice of

abovementioned principles in my

daily life, I am not as patient to people

who cannot make decisions, even

though there’s enough time. For him,

he believes that it is very important to

simply answer yes or no,

straightforward, rather than make

dynamic leadership some would

be: strategic planning, problem-

solving, persuasion, presentation,

negotiations, multitasking,

motivation, interpersonal,

flexibility, decision-making,

project management, cross-

cultural competency, among

others.


people wait for nothing.

F

Gender: Male

Age: 50-59

Marital

Status: Married

Education:

Doctorate

degree

Organization:

Private sector

He is a dynamic leader because he’s

open to new experiences. He’s

imaginative with open mind to find

dynamic ways to achieve

organizational goals. He is a dynamic

leader because he nurtures a culture of

excellence where every member’s

ideas are heard and valued. I am a

dynamic leader because he is highly

organized person and I sympathize

with his employees and always there

when they need my support. He’s a

dynamic leader because he inspires his

people through actions and empower

them to work with by building trust.

As a leader, the following are

some of his professional skills:

1) Drives results – he

demonstrates the ability to act in

a decisive way to achieve results,

he encourages and rewards

improvements, creativity, and

innovation by establishing high

standards of performance; 2)

Creates integrity and trust

environment – he interacts with

others on a straightforward

manner and recognizes and

respects the impact of emotions

on a situation; 3) Develops high

potential workforce – as a leader,

he continually grow to serve as

model in giving importance of

enhancing knowledge and skills.


G

Gender: Male

Age: 40-49

Marital

Status: Married

Education:

MA/MS degree

Organization:

Private non-

profit

sector

He is not certain if he is a dynamic

leader but enumerated his traits as a

leader. Among his practices as a

leader are: 1) His great fear of status

quo. He wants to see changes,

development, in the way things are

done, changes in the system and the

way goals are set, improvements

beyond what already have seen in the

past; 2) He doesn’t embrace new

ideas, he create with others new ideas;

3) He doesn’t kill himself to pursue

for his vision, he inspires, develops

and empowers more people to pursue

their vision; 4) He cannot delay what

is important. If it can be delayed, then

that can be set aside forever and be

replaced by something that cannot be

delayed; 5) He believes that a

discussion w/o decision or action is a

waste of time; 6) He can move

forward with confidence even with

According to him, the

professional skills that he has are

within the average, he just know

how to utilize them. He cited

that: 1) He can listen for hours

with understanding and empathy

without getting drained; 2) He

can ask good questions that help

others to think differently; 3) He

has average computer skills but

knows what particular

technology can be used. He even

challenged their programmers to

explore on things that have not

been done yet in the digital

world; 4) He has planning and

management skills – a kind of

planning process where all

stakeholders are involved and

contributing to our goal setting

and in identifying the

organization’s critical steps; and


incomplete data or facts. He hates too

much analysis that brings paralysis; 7)

He believes that his calling is doing

what he cannot do, with resources he

does not have for the rest of his life; 8)

He talks less but listens more; 9) He

rarely offers his ideas. He prefers

generating more ideas from others;

10) If he doesn’t want to do it, he

won’t ask others to do it; 11) He’s

okay to be himself with limited talent

or giftedness. There are many people

around whom he can tap to do it for

him; and 12) He can’t stop learning.

He loves learning from others, most

especially from people who are

reporting to him.

5) He has mastered the basics of

movement-building which is

critical to the mission of their

organization.

H

Gender: Male

Age: 40-49

Marital

He is a dynamic leader in the context

of being able to lead and motivate

members of an organization utilizing

creative manners and conduct. He’s a

dynamic leaders in a sense that he

He’s being a theatre practitioner

and a teacher has developed in

me the necessary skills to wade

his way in his professional


Status: Single

Education:

MA/MS degree

Organization:

Public sector

practices “shared leadership and

management.” He doesn’t only

empower the members of the

organization but enable them to

achieve organizational goal vis-a-vis

personal goals.

As for his personal traits, he is

creative, with very good social and

interactive skills. He does things the

way he imagines them and always

believe that if he can imagine

something in his mind, then it can be

done. He always capitalizes on the

strength of an individual. He trusts

people for what they are and what

they can give. He is caring and

nurturing. He doesn’t easily give up.

He perseveres a lot and celebrates the

good life.

practice and in managing people.


DATA RELIABILITY TEST

Following is the data reliability test. In this data reliability test, the authenticity, accuracy,

and reliability of the collected and sourced data will be analyzed and evaluated. In an addition, it

is also important to mention that different types of statistical analysis, such as reliability

statistics, item statistics, and correlation matrix have been considered in order to ensure the

reliability of data. Different indicators, such as self-awareness, open mindedness, empathy,

interpersonal relationship, persuasiveness, technicality, oral and written communication, decision

making, creativity, and organizational development have been considered as data used in these

indicators have been analyzed for the reliability testing.

A. Self-Awareness

Reliability StatisticsCronbach's

AlphaCronbach's Alpha

Based on Standardized Items

N of Items

.720 .735 3

Item StatisticsMean Std.

DeviationN

aware1 4.0769 .89098 26aware2 4.1154 .76561 26aware3 4.3077 .67937 26


Inter-Item Correlation Matrixaware1 aware2 aware3

aware1 1.000 .397 .422aware2 .397 1.000 .621aware3 .422 .621 1.000

Item-Total StatisticsScale Mean if Item Deleted

Scale Variance if

Item Deleted

Corrected Item-Total Correlation

Squared Multiple

Correlation

Cronbach's Alpha if Item

Deletedaware1 8.4231 1.694 .454 .208 .763aware2 8.3846 1.766 .584 .408 .578aware3 8.1923 1.922 .614 .422 .564

B. Open-Mindedness


AlphaCronbach's

Alpha Based on

Standardized Items

N of Items

.752 .753 3


DeviationN

mindedness4 4.2308 .81524 26mindedness5 4.0769 .79614 26mindedness6 4.3846 .80384 26


Inter-Item Correlation Matrixaware1 aware2 aware3

aware1 1.000 .397 .422aware2 .397 1.000 .621aware3 .422 .621 1.000


Scale Variance if

Item Deleted


Squared Multiple

Correlation


Deletedaware1 8.4231 1.694 .454 .208 .763aware2 8.3846 1.766 .584 .408 .578aware3 8.1923 1.922 .614 .422 .564

C. Empathy


AlphaCronbach's

Alpha Based on

Standardized Items

N of Items

.819 .836 3


DeviationN

empathy7 4.0385 1.18257 26empathy8 4.1923 .84943 26empathy9 4.1154 .86380 26

Inter-Item Correlation Matrix


empathy7 empathy8 empathy9empathy7 1.000 .590 .622empathy8 .590 1.000 .677empathy9 .622 .677 1.000


Scale Variance if

Item Deleted


Squared Multiple

Correlation


Deletedempathy7 8.3077 2.462 .662 .439 .808empathy8 8.1538 3.415 .694 .505 .744empathy9 8.2308 3.305 .721 .535 .717

D. Interpersonal Relationship


AlphaCronbach's

Alpha Based on

Standardized Items

N of Items

.738 .772 3



DeviationN

inter10 3.9231 1.26248 26inter11 4.8077 .40192 26inter12 4.2308 .86291 26

Inter-Item Correlation Matrixinter10 inter11 inter12

inter10 1.000 .285 .825inter11 .285 1.000 .479inter12 .825 .479 1.000


Scale Variance if

Item Deleted


Squared Multiple

Correlation


Deletedinter10 9.0385 1.238 .742 .696 .537inter11 8.1538 4.135 .380 .267 .869inter12 8.7308 2.045 .863 .745 .283

E. Persuasiveness

Reliability Statistics

Cronbach's Alpha

Cronbach's Alpha Based

on Standardized

Items

N of Items

.889 .892 3



DeviationN

persuasive13 4.0385 .87090 26persuasive14 4.0769 .93480 26persuasive15 4.3077 .78838 26

Inter-Item Correlation Matrixpersuasive13 persuasive14 persuasive15

persuasive13 1.000 .733 .798persuasive14 .733 1.000 .672persuasive15 .798 .672 1.000


Scale Variance if

Item Deleted


Squared Multiple

Correlation


Deletedpersuasive13 8.3846 2.486 .834 .707 .797persuasive14 8.3462 2.475 .743 .559 .885persuasive15 8.1154 2.826 .787 .653 .845

F. Technicality


AlphaCronbach's

Alpha Based on

Standardized Items

N of Items

.845 .857 3


DeviationN


technical16 3.6538 .93562 26technical17 3.6154 .89786 26technical18 3.0769 1.16355 26

Inter-Item Correlation Matrixtechnical16 technical17 technical18

technical16 1.000 .740 .577technical17 .740 1.000 .680technical18 .577 .680 1.000


Scale Variance if

Item Deleted


Squared Multiple

Correlation


Deletedtechnical16 6.6923 3.582 .706 .557 .794technical17 6.7308 3.485 .795 .644 .721technical18 7.2692 2.925 .673 .475 .850

G. Oral and Written Communication


AlphaCronbach's

Alpha Based on

Standardized Items

N of Items

.927 .928 3



DeviationN

oral19 4.3077 .78838 26oral20 4.2692 .87442 26oral21 4.3846 .80384 26

Inter-Item Correlation Matrixoral19 oral20 oral21

oral19 1.000 .745 .816oral20 .745 1.000 .871oral21 .816 .871 1.000


Scale Variance if

Item Deleted


Squared Multiple

Correlation


Deletedoral19 8.6538 2.635 .805 .670 .929oral20 8.6923 2.302 .849 .762 .898oral21 8.5769 2.414 .904 .821 .851

H. Decision Making


AlphaCronbach's

Alpha Based on

Standardized Items

N of Items

.841 .844 3



DeviationN

decision22 4.3462 .74524 26decision23 4.4231 .75753 26decision24 4.4615 .70602 26

Inter-Item Correlation Matrixdecision22 decision23 decision24

decision22 1.000 .439 .673decision23 .439 1.000 .817decision24 .673 .817 1.000


Scale Variance if

Item Deleted


Squared Multiple

Correlation


Deleteddecision22 8.8846 1.946 .579 .489 .898decision23 8.8077 1.762 .681 .690 .803decision24 8.7692 1.625 .879 .790 .610

I. Creativity


AlphaCronbach's

Alpha Based on

Standardized Items

N of Items

.816 .809 3



DeviationN

creativity25

4.1538 .96715 26

creativity26

4.1538 .96715 26

creativity27

4.4615 .81146 26

Inter-Item Correlation Matrixcreativity2

5creativity2

6creativity2

7creativity2

51.000 .872 .467

creativity26

.872 1.000 .416

creativity27

.467 .416 1.000


Scale Variance if

Item Deleted


Squared Multiple

Correlation


Deletedcreativity2

58.6154 2.246 .815 .773 .581

creativity26

8.6154 2.326 .774 .760 .630

creativity27

8.3077 3.502 .456 .218 .931


J. Organizational Development


AlphaCronbach's

Alpha Based on

Standardized Items

N of Items

.826 .827 3


DeviationN

OD28 4.1538 1.00766 26OD29 4.1923 1.02056 26OD30 4.5769 .70274 26

Inter-Item Correlation MatrixOD28 OD29 OD30

OD28 1.000 .787 .547OD29 .787 1.000 .508OD30 .547 .508 1.000


Scale Variance if

Item Deleted


Squared Multiple

Correlation


DeletedOD28 8.7692 2.265 .789 .649 .644OD29 8.7308 2.285 .761 .628 .679OD30 8.3462 3.675 .558 .316 .881


Chapter 4: Discussions, Conclusion, and Recommendation

SUMMARY OF FINDINGS

It is clear from the responses of the respondents that each and every organization needs to

adopt effective participative and dynamic leadership style in the business operation process in

order to ensure effective professional development. On the other hand, adequate dynamic

leadership style also helps an organization to maintain effective workplace environment and

positive employee motivation. The analysis and findings of each and every indicators will be

discussed below.

In terms of personality traits, open mindedness, self-awareness, empathy, persuasive

attitude, and inter personal relationship have been considered regarding the data collection

process. Majority of the respondents have replied that open-mindedness can be referred as

effective as well as important aspect that can help an individual to become a strong dynamic

leader. First of all, a successful dynamic leader needs to communicate well with the sub-

ordinates and other associate individuals with the workplace. However, different types of

important as well as adequate stakeholders also give high value to the effective as well as

transparent communication between the employees and management. However, it will be

effective to discuss that all the leaders need to be open-minded. Leaders have to deal with

different workplace situations and employees of different attitudes. Therefore, the leaders need to

take all the considerations significantly as this aspect will help the leaders in the strategy

development and implementation process. Moreover, it is also important for a leader to


understand that open mindedness can help a dynamic leader to be flexible and lead by examples

during the critical situations.

It is clear from the responses of the respondents that the leaders need to have four

different important professional skills in order to become one of the successful open minded

leaders within the workplace. First of all, it is highly important to consider that the leaders need

to have effective technical skills as it can help the organizations to bring efficiency in overall

business operation process. Alternatively, it is also important to mention that different types of

differentiated and value added strategy development as well as decision making process is

required to become a successful open minded leader. On the other hand, it is also important to

discuss that open minded leaders should have a vision about innovation and creativity regarding

the strategy development process as it may help the organizational leaders as well as

management to influence the sub-ordinates and other employees within the organization to focus

on creative idea generation and execution aspect. Majority of the respondents also have

mentioned that the organizational ladders and top level management needs to adopt and

implement adequate organizational development process considering effective communication

and creative idea generation aspect as these can help a leader to be open-minded. Effective and

skilled open minded leaders are considered as dynamic leader and it is the responsibility and

duty of the dynamic leaders to maintain positive employee motivation and conflict free

workplace environment.

Apart from open-mindedness, it is also important for the organizational leaders to focus

on other important aspects to become one of the successful dynamic organizational leaders. A

successful dynamic organizational leader needs to have effective oral and written communication

skill. Effective and conflict free organizational communication is generally considered as one of


the effective and important inter-personal skill of an individual that helps a leader to maintain a

strong relationship with the sub-ordinates as well as management of the organization. Employees

are considered as real assets of an organization. Therefore, it is the responsibility of the

organizational leaders to take care of the motivation and performance level of employees as

effective inter-personal relationship between the employees and managers or leaders help to

boost the motivation as well as self-confidence level of employees. In an addition, majority of

the respondents also have stated that effective interpersonal relationships between employees and

managers generally help an organization to focus on significant strategy development process.

According to the respondents, inter-personal relationships as well as communication skill

generally helps an organization to focus on the creative strategy development and decision

making process as the respondents have replied that effective inter-personal relationship

generally influences the dynamic organizational leaders to contribute in the organizational

development process and approaches. Apart from these professional skills, all the respondents

have accepted that dynamic leaders need to integrate technologically advanced social media tools

as it will help in maintaining conflict free and transparent interpersonal communication process,

which will help to maintain a strong and healthy relationship between employees and other

organizational leaders.

Apart from the open-mindedness and interpersonal communication skills, all the

respondents have acknowledged that dynamic leaders can become successful if he or she has the

ability to influence other employees and staffs within the workplace. Effective and significant

persuasive attitude has helped several organizational leaders in the reality to take care of the

needs of employees and motivate them to perform significantly. Majority of the respondents

have replied that different employees have different skill level, knowledge level, and competency


level. They have stated that the employees need to focus on significant skill development process

to enhance their performance level within the workplace. It this case, the respondents have

replied that the team leaders or managers or organizational leaders need to be persuasive as

strong influence and motivation can help the employees to boost individual motivation as well as

performance level. Apart from these things, it is also important to discuss that students need to

focus on significant leadership approach development and implementation process as these

aspects will help them in near future to become the influential dynamic leaders within the

workplace. Apart from these things, it is also important to discuss that different types of

strategies used to lack of creative ideas and intelligence. Lack of creativity can hamper the

workplace performance as well as business performance of an organization. Therefore, the

majority of the respondents have replied that the organizational leaders should have the ability to

influence the sub-ordinates in order to enhance effective as well as vital organizational

development process. Motivate employees always have the extra passion to contribute in the

performance level of the organizations. Therefore, it would be effective for the organizational

leaders to improve the degree of the performance of the employees. Apart from this, it is also

important to mention that organizational culture as well as organizational structure used to

differentiate from an organization to other organization. Therefore, different employees used to

work with freedom and autonomy as it helps them to get self-motivated. On the other hand, it is

vital to state that majority of the respondents have acknowledged that employees should try to

motivated in sharing thoughts, innovative ideas, and perceptions with the top level management

of an organization, as it can help the organizational management to produce skilled and high-

quality dynamic leaders.


Empathy also can be referred as an important personality trait that can help a leader to

become one of the successful dynamic leaders within an organization. Effective understanding

level between employees and leaders can be enhanced through the consideration of this

particular personality trait. On the other hand, it is also true that effective empathy can help the

employees to response to the leaders quite significantly. Respondents of all ages and

demographic background have acknowledged that each and every leader within an organization

should have the power to maintain an effective understanding level with employees, and other

sub-ordinates. However, the respondents also have mentioned that it is the integrity and ethicsw

that needs to be incorporated in the strategy development process. Effective implementation of

empathy in performance management and employee motivation aspect actually can help a leader

to become a successful dynamic leader as it will take care of the positive business growth rate of

an organization. In an addition, it is also important to mention that the respondents have put

pressure on effective written and verbal communication process in order to ensure effective

understanding between employees and managers.

According to the majority of the employees, effective communication process can help a

leader or a manager to focus on significant strategy development and implementation process.

Moreover, it is also true that different types of training and development programme for leaders

as well as employees can ensure significant strategy implication process. Improved

understanding level also can help the leaders to contribute significantly in the organizational

development process, which can be considered as a vital aspect for the business operation

process of an organization.

Last but not the least; it is also important for a leader to focus on effective and major self-

awareness approaches in order to become one of the successful dynamic leaders within a


workplace. Majority of the respondents have accepted that several leading multinational as well

as small and medium scaled enterprises are trying to capitalize on the fruitful opportunities that

are developed due to globalization and technological advancement. However, self-awareness of

the usage of advanced technological applications within the workplaces is highly vital for the

leaders within the organization. Alternatively, it is also important for an enterprise to motivate

the leaders and managers to focus on creative business operation processes. Creativity and

innovation can be considered as two most important things that are required within the attitudes

of the dynamic leaders. Apart from this, all the respondents have agreed that the leaders need to

focus on bottom-up communication approaches as this will help in successful and significant

sharing of views and thought process of employees. Moreover, it is also important to discuss that

the respondents have accepted the effectiveness of ethical organizational development process

through strong integrity as self-awareness of communication process, decision making process,

and creative strategy development process will enhance establishment of the adequate dynamic

leadership style.

Conclusion

It is clear from the above analysis, findings, and discussion that organizational leaders

and top level management should focus on the managers as well as leaders to adopt and

implement adequate dynamic leadership style. Poor employee motivation, inadequate

performance management, lack of creativity, affected organizational communication process,

and hampered inter-personal relationships can be considered as the major consequences of the

poor leadership style adopted by the organizational leaders.

It has been identified in this contemporary era that organizations are only focusing on the

customer centric strategy development process in order to ensure competitive edges. However,


this is also true that such organizations can face corporate governance and business ethics related

challenges due to lack of adoption of dynamic as well as participative leadership style. Most

importantly, there are different types of leaders as well as managers that can either influence the

employees to do well or else create fear among employees to do well or they may get terminated.

It is true that different employees used to prefer different types of motivational approaches from

the leaders and managers. Some employees are self-motivated within the workplaces. On the

other hand, some employees are lazy despite having the potentiality. Lack of effective situational

dynamic leadership style can hamper the workplace environment and performance level of the

employees.

There are several organizations in this contemporary era that follow centralized decision

making approaches. Alternatively, there are such organizations that used to follow the

hierarchical organizational structure and centralized organizational culture. In this type of

organizational culture and structure, the leaders used to follow authoritative as well as autocratic

leadership style. Moreover, there are some organizations that do not follow the stakeholder

engagement and stakeholder value aspect in the business operation process such strategies can

hamper the employee motivation as well as workplace environment of an organization.

Too much centralization may force the leaders and managers to follow the developed

guidelines and rules and impose them on the employees within the workplace. In an addition, it

is also valuable to discuss that autocratic leadership style cannot help the employees, who are not

self motivated. Moreover, poor performance management and inadequate employee orientation

are the major consequences of this autocratic as well as authoritative leadership style. Therefore,

majority of the multinational organizations in this contemporary era are focusing on effective

and significant adoption as well as implication of dynamic leadership style. It is highly important


for the organizational leaders as well as top level management to overcome such challenges.

Following recommendation plans will help the organizations in this contemporary era to

overcome such challenges.

Recommendations

In order to consider and implement dynamic leadership style successfully, it is vital for

the organizational leaders to ensure the consideration of change management plan in the

organizational business operation process. First of all, it is highly essential for the leaders and top

level management of a firm to focus on the reformation of organizational culture. Several

organizations used to follow centralised organizational culture. It generally allows to ensure

authoritative leadership style, which affects the employee motivation and workplace

environment. First of all, the organizational management should try to focus on the adoption and

implementation of decentralized organizational culture as well as strategy development process.

Effective decentralization can help an organization to allow the leaders to adopt and implement

democratic, dynamic, and visionary leadership style. These leadership orientations can also help

the leaders to take care of the professional as well as personal needs and satisfaction level of the

employees. Moreover, this particular leadership style will also help the leaders as well as

managers within the workplace to motivate the employees to ensure innovative idea generation

and implementation process. Apart from all these things, effective decentralization will also help

the leaders to take care of the performance management process of employees. Different types of

strategies and development process need to be employee centric as these may help in the

maintaining conflict free and sustainable workplace environment.

Secondly, it is important for the top level management an organizational leaders to focus

on the effective and significant establishment of flatter organizational structure. There are two


types of organizational structures that considered by the organizational management, such as

flatter organizational structure and hierarchical organization structure. Flatter organizational

structure can help the employees as well as top level management of the organization to

participate in the interaction process. This particular process may help the organizational leaders

and top level management to focus on the performance level of employees more closely. On the

other hand, the employees may share their perceptions more effectively with the management of

the organizations.

Thirdly, it is important for the leaders as well as managers to establish strong as well as

effective bottom-up communication network or approach. This type of communication approach

can be considered as two way communication approach in which both employees as well as

supervisors participate in the strategy development process. There are two different types of

communication approaches within an organization, such as top-down communication approach

and bottom-up communication approach. In this bottom-up communication approach, the

managers or leaders always integrate the leaders in the strategy development as well as

implication process. Moreover, this type of communication process in transparent. Adoption of

this communication approach generally helps an organizational leader to justify his or her

adopted and implemented dynamic leadership skills.

Last but not the least; the dynamic leaders should always try to integrate important

internal as well as external stakeholders in the decision making process. It is really acceptable

that different types of stakeholders can offer different important strategies or options in the

decision making process that can help a firm to improve the growth rate of business profitability.

Apart from all these things, it is also important to focus effective corporate governance. Dynamic

leadership style always helps the leaders to maintain ethics, transparency, and corporate


governance of organizations. Alternatively, positive stakeholder engagement also helps a leader

to focus on effective and significant visionary leadership style in which the leaders will go for

innovation and creative approaches in the business operation process.


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