HO CHI MINH UNIVERSITY OF BANKING

SAIGON ISB
FINAL EXAM
Module: RESEARCH METHODS
Programme: International Bachelor
Due Date: 23h59m - November 29 2023 Code: RM-001

Student: Võ Thái Thư Trang Student ID: 110321220249 Class: IBP21 D01-02

MARK SUPERVISORS NO.

By number By word
Supervisor 1:

Supervisor 2:

Students choose a topic on business administration (BA) to write an essay for final
exam. It will be contained all sections of a research proposal.

Note:
- Do not choose topics that are not related to BA (e.g., finance, banking, law...);
- All contents (excluding cover, lists of..., appendixs...) do not exceed 15 pages;
- Present citations and references according to Havard (Bolton) standard;
- Check your essay on Turnitin (below 20%) before submitting it to LMS;
- Your file name according to syntax: Full_Name-Student ID.docx.

[Font: Time New Roman, size 12; Space: 1.5; and Page margins: Top (2.5 cm), Bottom (2.5 cm), Right (2.5 cm), Left (2.5 cm)]

1
MINISTRY OF EDUCATION AND TRAINING
HO CHI MINH UNIVERSITY OF BANKING
…………………………….

RESEARCH PROPOSAL
Subject: Research Method

TOPIC: Impacts of leadership coaching on Leadership

behavior

Instruction : Dr. Nguyen Duy Thanh

Class : IBP21D01-02

Student name : Vo Thai Thu Trang 110321220249

Ho Chi Minh, 29/11/2023

2
 Impacts of Leadership coaching on
Leadership behavior
Contents
I. Introduction 4
II. Literature review 4
II.1 Literature review 4
II.2 Research model 5
II.3 Hypothesis 7
III. Methodology 8
III.1 Research process 8
III.2 Research methods 9
References 10

3
 I. Introduction
This research takes a deep dive into the complex web of interrelated factors that profoundly
affect employee performance—motivation, leadership, and organizational culture—in the
dynamic field of organizational dynamics. Based on a solid theoretical framework derived
from a large corpus of literature, this research conducts an in-depth analysis, starting with a
close examination of the topic of employee motivation in organizational contexts. Chen et al.
(2012) reiterate the fundamental ideas of the self-determination theory, stressing the
importance of autonomy support and organizational well-being. The significance of
comprehending the internal and environmental elements influencing motivation as triggers for
improved worker performance is highlighted by their research.
Adding to the field, the categorization of extrinsic and intrinsic motivation types by
Demircioglu and Chen (2019) broadens our comprehension, and the analysis of the Islamic
work ethic by Hayati and Caniago (2012) highlights the influence of the cultural factor on
intrinsic motivation. Turning its attention to the leadership aspect, this study integrates basic
ideas such transformational leadership while drawing on groundbreaking discoveries by
Burns (1978) and Bass (1985). According to Stogdill (1974), the fact that leadership has
remained important throughout history emphasizes how dynamic it is. Upon these
foundations, Meng and Berger's (2019) analysis explores organizational culture as a crucial
factor, suggesting that it acts as a mediator between organizational characteristics and work
satisfaction.
This study integrates a transformational-transactional model of leadership (Bass, 1981, 1990;
Bennis and Nanus, 1985; Burke 1979, 1986, 1990; Burns, 1978; Tichy and Devanna, 1986;
Zaleznik, 1977) and is guided by the transformational leadership theory (Avolio and Bass,
2004; Bass, 1985, 1990) and the Full Range Model of Leadership (Avolio, Bass and Jung,
1999; Bass and Riggio, 2006). These strong theoretical foundations act as a compass for our
investigation of the complex dynamics affecting worker performance.
This study aims to provide a nuanced viewpoint to the current academic discussion by
integrating various theories and illuminating the complex relationships between motivation,
leadership, and organizational culture. By doing this, it aims to reveal useful information
about HRM inside the intricate fabric of contemporary organizational dynamics.
II. Literature review
2.1 Literature review

Many theories have been developed to explain the complex nature of employee motivation in
organizational environments as a result of the substantial research into this topic. Chen et al.
(2012) emphasized how critical it is to understand the internal and external elements that
impact motivation, emphasizing motivation's critical role as a driver of productivity,
endurance, and effectiveness. A fundamental point of view that promotes organizational
health and autonomy support is the self-determination theory.

The theoretical knowledge of motivational variables is greatly enhanced by Demircioglu and

Chen's (2019) taxonomy of intrinsic and extrinsic motivation kinds. Moreover, the
examination of the Islamic work ethic by Hayati and Caniago (2012) provides insight into the
ways in which the cultural milieu influences intrinsic motivation. Motivating others, fostering

4
a great work environment, and mediating between rewards are all closely related to job
happiness.

Turning our attention to leadership philosophies, numerous studies have demonstrated the
transforming effect of Transformational Leadership (TL) on work satisfaction and
performance. Fundamental insights into the operationalization of TL are offered by Burns
(1978) and Bass (1985), who emphasize raising followers' consciousness and putting
organizational goals before of self-interest. A crucial aspect of corporate operations,
leadership has a significant impact on employee satisfaction and output, as both conventional
and modern theories have shown.

The fact that leadership has remained important over time, as stated by Stogdill (1974),
illustrates how dynamic this aspect of the organization is. Professionals' trust, work
engagement, and job satisfaction are strongly impacted by corporate culture, which is
characterized as a group of shared underlying assumptions and beliefs among staff members.
Meng and Berger's (2019) study presents a new angle, illustrating business culture.

After reading the literature, it is clear that employee motivation, leadership philosophy, and
corporate culture all influence job satisfaction and performance. This thorough
comprehension lays the foundation for additional critical analysis and empirical study in the
ever-evolving subject of human resource management.

The Multifactor Leadership Questionnaire (MLQ) manual by Avolio and Bass (2004) and
Bass's seminal contributions in "Leadership and Performance Beyond Expectations" (1985)
and "From Transactional to Transformational Leadership: Learning to Share the Vision"
(1990) are two other important works related to Transformational Leadership Theory that are
cited in the literature. The Full Range Model of Leadership is enhanced by publications such
as "Transformational Leadership" (Bass and Riggio, 2006) and "Re-examining the
components of transformational and transactional leadership using the Multifactor Leadership
Questionnaire" (Avolio, Bass, and Jung, 1999).

Works such as "Stogdill's Handbook of Leadership: A Survey of Theory and Research" (Bass,
1981) and "Bass and Stogdill's Handbook of Leadership: Theory, Research, and Managerial
Applications" (1990), in addition to significant contributions from Bennis, Nanus, Burke,
Burns, Tichy, and Zaleznik, shed additional light on the Transformational-Transactional
Model of Leadership.

2.2 Research model

 Dependent variables

o Leadership behavior

The qualities and attributes that define a leader's effectiveness are known as their leader
behavior. Leaders use their actions to influence, motivate, and steer the work of those on their
team. (Weiss and Friedrichs, 1986)

 Independent variables

o Transformational Leadership:

5
Transformational leadership: is that which facilitates a redefinition of a people’s mission and
vision, a renewal of their commitment and the restructuring of their systems for go an
accomplishment. It is a relationship of mutual stimulation and elevation that converts
followers into leaders and may convert leaders into moral agents. (Leith wood, as cited in
Cashin et al., 2000, p.1)

o Charismatic Leadership:

Charismatic Leadership is a characteristic of transformational leadership and depends on

leaders as well as followers for its expression (Kelly, 2003).

o Autocratic Leadership:

Autocratic leadership is known for individual control over all decisions and little input from
staff. Typically autocratic leaderships make choices based on their own ideas and judgments
and rarely accept advice from followers. ( Maqsood, Bilal and Baig, 2013)

 Control variables

o Age
o Gender
o Income
o Job position
o Education
o Intelligence is conventionally defined by a single number-IQ-representing a
cohort specific index comparing the performance of a group of individuals of
the same age on a battery of sub-tests designed to assess different intellectual
skills. (Brody, N. (1999))

6
 2.3 Hypothesis
 Hypothesis 1: Transformational leadership is positively correlated with
Leadership behavior.
Transformational leadership prioritizes group help over self-serving, based on moral
principles. Pseudo transformational leaders prioritize self-interest and act immorally.
Barling et al. (2008) found transformational leadership leads to lower follower obedience,
dependence, and job insecurity, while pseudo-transformational leadership leads to higher
fear and dependency.
 Hypothesis 2: Charismatic leadership is positively correlated with Leadership
behavior.
By organizational commitment, OCBs can be connected to job engagement in addition to
the burnout-related reasoning. Using an energetic and motivating process, Hakanen et al.
(2006) investigated work-related well-being among teachers using a sample of 2,038

7
instructors using the Job Demand-Resources Model (Demerouti, Bakker, Nachreiner, and
Schaufeli, 2001) as a foundation. The study's findings showed a favorable correlation
between organizational commitment and work engagement. To be more precise, the
relationship between job resources and organizational commitment was mediated by work
engagement. Work engagement is expected to have a good relationship with OCB since
OCB is preceded by organizational commitment (Ehigie and Otukoya, 2005).
 Hypothesis 2: Autocratic leadership is positively correlated with Leadership
behavior.
This viewpoint was also expressed by Peterson (1997), who contended that autocratic
leadership has mostly been defined in terms of the leader making all of the decisions, in
line with Lewin's research (e.g., Lewin et al., 1939). Peterson countered that the leader's
actions and demeanor during the deliberation process also contribute to the definition of
authoritarian leadership. In other words, Peterson contends that authoritarian leadership
frequently exhibits negative.
III. Methodology
3.1 Research process

8
 3.2 Research methods

The study of leadership behavior is an important field of research in the ever-changing field
of organizational dynamics. This study begins with the identification of theoretical and
practical difficulties that serve as the study's foundation before going on a methodical
investigation. Issues with team dynamics, employee engagement, and leadership effectiveness
are common manifestations of practical problems in businesses. Conversely, theoretical
difficulties are disagreements or holes in the current theories of leadership that call for more
research.

A model that incorporates ideas from both modern organizational psychology and well-
established leadership theories is painstakingly developed to address these problems. The
model functions as a theoretical structure that facilitates the comprehension and examination
of leadership conduct in many settings. A combination of focus group conversations and
expert discussions are used to acquire inputs for the model in order to ensure its relevance and
enrich it. The suggested paradigm is improved upon and validated by the priceless insights
gained from these exchanges.

As the research progresses, a meticulously crafted questionnaire is created, symbolizing the

consolidation of theoretical ideas into quantifiable factors. For quantitative analysis, the
deductive method is used, which aligns the study with the accuracy and rigor needed for
empirical investigation. Next comes the survey phase, which reaches out to a wide range of
respondents based on predetermined criteria. The sample size follows the formula n: 8m,
where m is the number of items or questions, or n: 5m + 50. The utilization of strategic
sampling guarantees the acquisition of comprehensive data that is indicative of the wider
organizational environment.

Regression analysis is a tool that helps to better our understanding of leadership behavior. By
revealing the predictive correlations between independent and dependent variables, this
statistical technique aids in deciphering the complex dynamics of leadership influence. Lastly,
Analysis of Variance (ANOVA) is used to investigate variations in the data, providing insight
into possible variations in leadership behavior among various contextual or organizational
elements. This study trip essentially represents a thorough and methodical effort to
deciphering the complexity of leadership behavior.

9
References

1. De Cremer, D. (2006). Affective and motivational consequences of leader self-

sacrifice: The moderating effect of autocratic leadership. The Leadership Quarterly,
17(1), 79-93.
2. Babcock-Roberson, M. E., and Strickland, O. J. (2010). The relationship between
charismatic leadership, work engagement, and organizational citizenship behaviors.
The Journal of psychology, 144(3), 313-326.
3. Brody, N. (1999). What is intelligence? .International Review of Psychiatry, 11(1),
19-25.
4. Barling, J., Christie, A., and Turner, N. (2008). Pseudo-transformational leadership:
Towards the development and test of a model. Journal of Business Ethics, 81, 851-
861.
5. Stewart, J. (2006). Transformational leadership: An evolving concept examined
through the works of Burns, Bass, Avolio, and Leith wood. Canadian journal of
educational administration and policy, (54).
6. Bass, B. M., and Riggio, R. E. (2010). The transformational model of leadership.
Leading organizations: Perspectives for a new era, 2(1), 76-86.
7. Church, A. H., and Waclawski, J. (1999). The Impact of Leadership Style on Global
Management Practices 1. Journal of Applied Social Psychology, 29(7), 1416-1443.
8. Weiss, M. R., and Friedrichs, W. D. (1986). The influence of leader behaviors, coach
attributes, and institutional variables on performance and satisfaction of collegiate
basketball teams. Journal of Sport and Exercise Psychology, 8(4), 332-346.
9. Hay, I. (2006). Transformational leadership: Characteristics and criticisms. E-journal
of Organizational Learning and Leadership, 5(2).

10