Example 2

Introduction and background section

By

Dr Welcome Kupangwa

15 August 2022

THE INFLUENCE OF CONTEMPORARY LEADERSHIP STYLES ON THE JOB

SATISFACTION AND ORGANISATIONAL COMMITMENT OF SME EMPLOYEES Commented [Rev1]: This is the topic that is used in this
example

EXTRACTED FROM UNPUBLISHED DISERTATION FOR TEACHING PURPOSES

ONLY

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1 INTRODUCTION AND BACKGROUND TO THE STUDY Commented [Rev2]: In this example, we use the funnel
approach to help us with our golden thread. Look at how
each paragraph speak to each other.

Small and medium-sized enterprises (SMEs) are generally regarded as a main driving We also use scholarly literature in the form on journal
articles, textbooks, research conference proceedings etc.
force for economic growth, competitiveness, job creation, and social stability (Bosch, Tait
Commented [Rev3]: This paragraph starts by setting the
& Venter, 2011:580; Krüger & Chantal, 2010:59). Mbonyane and Ladzani (2011:550) scene of the topic under investigation. The paragraph
discusses the Importance of SMEs from a global perspective.
contend that SMEs are the pillar of many economies across the globe. SMEs play a
critical role in addressing unemployment, by creating job opportunities and more
competitive markets (Nieman, 2006:10, 12). The World Business Council for Sustainable
Development (2007:4) considers that SMEs can play a much more prominent role in
developing national economies, alleviating poverty, participating in the global economy,
and collaborating with larger businesses.

In South Africa, SMEs are of great importance to the national economy for various Commented [Rev4]: This paragraph moves to discuss the
importance of SMEs in the South African context.
reasons. They assist other small businesses in their communities and create competitive
markets for other businesses (Bosch et al., 2011:580). In fact, SMEs contribute about 40
per cent to the South African Gross Domestic Product (GDP) and are responsible for 80
per cent of new jobs created in the country (Business South Africa, 2014). The SME
sector is a key player in the future growth of the South African economy. As such, SMEs
are seen as a potential solution to some of South Africa’s economic and social problems
and can be regarded as an important and growing part of the economy (Davies, 2013).

However, Van Eeden, Viviers and Venter (2003:13) point out that despite the potential Commented [Rev5]: This paragraph discusses what is not
known (the however part) – the various challenges South
role of SMEs, they face several challenges, and experience high failure rates. Business African SMEs are facing.

South Africa (2014) reports that the failure rate of SMEs in South Africa is between 70
and 80 per cent, and up to 80 per cent of all new small businesses fail within their first
five years of operations. Millions of Rands are lost on business ventures because of
preventable mistakes and problems (Van Eeden et al., 2003:13). The factors that could
explain the high failure rate of SMEs in South Africa can be categorised as either
environmental, marketing, financial, or managerial/leadership problems (Van Eeden et
al., 2003:13). According to Schermerhorn (2011:144), the reasons for failure among
SMEs are a lack of strategy, a lack of commitment, poor financial control, and a lack of

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strategic leadership. Similarly, Hatten (2009:19) asserts that poor management and
leadership can lead to business failure.

Evidence (Huang & Paterson, 2014:1; Rossy, 2011:35) exists to suggest that currently Commented [Rev6]: This paragraph expands on the
previous paragraph by explaining the challenges these SMEs
many businesses face ethical challenges in leadership. For example, many SMEs leaders face in the context of South Africa.

are involved in unethical behaviours such as bribery, corruption and financial fraud, which
affect their business practices (Ogundele, Hassan, Idris & Aliu, 2013:1). Factors
contributing to an increase in unethical behaviour are excessive competition in today’s
business world, unrealistic pressure on leaders to perform well, and high levels of
unmanaged stress among employees and leaders (Squazzo, 2012:34, 37). In addition,
modern leaders are often focused on themselves, and forget the concerns of their
employees, resulting in a decline of team performance (Spreier, Fontaine & Malloy, 2006).

Given the above leadership challenges, the need arises for leaders who involve Commented [Rev7]: This paragraph gives a rationale of
the importance of studying leadership in SMEs.
employees and have the wish to serve and care for others, leaders who are transparent,
and demonstrate high levels of integrity and ethical commitment. According to Van
Dierendonck (2011:1228), a more ethical, people-centred, character-orientated approach
to leadership may be what businesses require. As suggested by El Hadidy and Ospina
(2010:5), more attention is now directed towards shared or participative leadership and
the collective-making processes that enhance and share the experience of leadership.

In the modern economy, human resources are the most valuable resource needed by Commented [Rev8]: This paragraph further elaborates on
the rational of the study.
organisations to run smoothly, effectively and efficiently (Mosadeghrad, 2003:37). By the
same token, well-qualified and capable personnel are important for achieving the goals
and objectives of an organisation (Bushra, Usman & Naveed, 2011:261). The success of
an organisation depends on hard-working, loyal and involved managers and employees
(Bushra et al., 2011:261). Hence, the value of any organisation depends on the capacity
of its employees to contribute to its success (Amos, Ristow, Ristow & Pearse, 2008:6).
Employees are viewed as both suppliers and customers of an organisation because of
the organisation’s responsibility to satisfy the work-related needs of employees and
motivate employees to improve their service delivery to customers. However, employees

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who are not satisfied or committed will have a negative impact on the organisation’s
performance, which will in turn affect final customers (Berndt & Tait, 2012:87).

The management of employees is largely dependent on the quality of leadership in Commented [Rev9]: This paragraph further elaborates on
the rational of the study.
organisations (Albion & Gagliardi, 2007:3). Lok and Crawford (2004:321) claim that
effective leadership plays a vital role in determining the success or failure of the
organisation. Similarly, Smit, Cronje, Brevis and Vrba (2011:313) assert that the
performance of the organisation is directly related to the quality of its leadership. Gill,
Flaschner and Shacha (2006:469) suggest that leaders help to stimulate, motivate and
encourage their followers in order to obtain key performance results. Without proper
leadership, an organisation will not realise its goals and mission. Poor leadership leads
to poor financial results, low employee morale, and high employee turnover, as well as
low goal achievement (Kokemuller, 2014). Hence, the leadership styles adopted in an
organisation have a significant influence on its success (Smit et al., 2011:313).

2 RESEARCH PROBLEM Commented [Rev10]: Sometimes referred to as “Problem

statement”

Today’s world is faced with corporate greed and misconduct, fuelled by unethical
leadership practices (Rossy, 2011:35; Bennis, 2007). Modern leadership is characterised
by dishonesty, selfishness and corruption (Johnson, 2008:11). Leaders today are more
focused on themselves (Spreier et al., 2006:1) and are becoming more obsessed with
satisfying their personal needs instead of those of their employees, customers and the
business (Valdiserri & Wilson, 2010:47). It is well documented that the behaviour of
leaders influences the job satisfaction and organisational commitment of employees
(Belias & Koustelios, 2014:40; Özşahin, Zehir, Acar & Sudak, 2013:370; Khuntia & Suar,
2004:13). In addition, several studies contend that leadership influences financial
performance, employee morale and turnover, as well as goal achievement (Kokemuller,
2014; Long, Thean, Ismail & Jusoh, 2012:580; Bushra et al., 2011:261). Job satisfaction
and organisational commitment, as well as morale and employee turnover, influence
business performance (Bushra et al., 2011:265-266). Followers or subordinates are
influenced by the unethical, selfish and corrupt behaviour of their leaders which reduces

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the productivity of employees as well as their likelihood of staying in their current
employment (Johnson, 2008:11).

Currently, organisations are focused on understanding, developing and improving their

leadership (Bushra et al., 2011:261), and perceptions are changing in that leaders are
required to be more ethical, people-centred and character-orientated (Van Dierendonck,
2011:1128). In recent times, innovation and employee well-being are given high priority
and therefore ethical and caring behaviour is of utmost importance (Van Dierendonck,
2011:1228). There is an increasing need for more leaders who are trustworthy, more
transparent and who display high levels of integrity as well as moral standards (Gardner,
Avolio, Luthans, May & Walumbwa, 2005:344). Axner (2014) contends that the traditional
model of leadership involving one leader with many followers is no longer effective.
Several authors contend that a need exists to research, develop and implement more
ethical, inclusive and relational leadership approaches (Investopedia, 2011, Valdiserri &
Wilson, 2010:47; Avolio, Walumbwa & Weber, 2009:422-423; Brown & Treviño,
2006:595-596). By investigating several contemporary leadership styles, namely servant,
authentic, ethical and participative leadership, this study responds to this need.

Although leadership continues to be one of the most widely discussed topics by

researchers all over the world (Kuchler, 2008), as far as can be established, little if any,
research has been done among SMEs in South Africa on the contemporary leadership
styles investigated in this study. El Hadidy and Ospina (2010:3) assert that not much is
known about how leadership is practised and how it can be used to inspire individuals.
Through investigating the influence of servant, authentic, ethical and participative
leadership on the job satisfaction and organisational commitment levels of employees
working in the SMEs, this study attempts to address these questions.

3 RESEARCH OBJECTIVES

This section discusses the primary and secondary research objectives of this study.

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3.1 PRIMARY RESEARCH OBJECTIVE Commented [Rev11]: SEE – there is always one primary
research objective which is closely linked to the Research
Topic

In line with the problem statement, the primary research objective of this study is to assess
the levels of several contemporary leadership styles displayed by SME owners, and to
investigate their influence on the job satisfaction and organisation commitment levels of
employees working in SMEs in the Eastern Cape.

3.2 SECONDARY RESEARCH OBJECTIVES Commented [Rev12]: We do not expect you to have
many secondary research objectives like the ones contained
in this example. But we advise you to get guidance from your
supervisors.
To give effect to the primary research objective of this study, the following secondary
objectives (SOs) have been formulated:

SO1: To conduct a literature review on the nature and importance of SMEs, as well as
the nature of several contemporary leadership styles (Servant leadership,
Authentic leadership, Ethical leadership and Participative leadership).
SO2: To develop a hypothesised model that reflects the relationships between the
independent variables (Servant leadership, Authentic leadership, Ethical
leadership and Participative leadership) and the dependent variables (Job
satisfaction and Job commitment).
SO3: To choose an appropriate research design and methodology for this study.
SO4: To develop a measuring instrument that would empirically test the relationships
as described in the hypothesised model.
SO5: To collect data on the levels of Servant leadership, Authentic leadership, Ethical
leadership, and Participative leadership, as well as their influence on the Job
satisfaction and Organisational commitment levels of employees working in
SMEs.
SO6: To offer pertinent conclusions and recommendations based on the findings of the
study to SME owners on how to improve their contemporary leadership styles
and ultimately enhance the levels of Job satisfaction and Organisational
commitment levels experienced by their employees.

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4 PROPOSED RESEARCH QUESTIONS AND HYPOTHESES

The proposed research questions and hypotheses are presented in this section.

4.1 RESEARCH QUESTIONS Commented [Rev13]: We do not expect you to have

many research questions like the ones contained in this
example. But we advise you to get guidance from your
supervisors.
Given the purpose of this study and the stated research objectives, several research
questions (RQs) have been formulated:

RQ1: Does the Job satisfaction of employees working in SMEs influence their levels of
Organisational commitment?
RQ2: Does the level of Servant leadership displayed by SME owners influence the
levels of Job satisfaction and Organisational commitment of their employees?
RQ3: Does the level of Authentic leadership displayed by SME owners influence the
levels of Job satisfaction and Organisational commitment of their employees?
RQ4: Does the level of Ethical leadership displayed by SME owners influence the levels
of Job satisfaction and Organisational commitment of their employees?
RQ5: Does the level of Participative leadership displayed by SME owners influence the
levels of Job satisfaction and Organisational commitment of their employees?
RQ6: Does Job satisfaction mediate the relationship between the contemporary
leadership styles (Servant, Authentic, Ethical and Participative leadership)
investigated in this study and Organisational commitment?
RQ7: Is there a relationship between several demographic variables relating to
employees and the businesses in which they work, and the levels of Servant,
Authentic, Ethical and Participative leadership styles displayed by SME owners?

4.2 RESEARCH HYPOTHESES Commented [Rev14]: We do not expect you to have

many hypotheses like the ones contained in this example.
But we advise you to get guidance from your supervisors.

To give effect to the problem statement of the study, the following hypotheses were For qualitative studies – you will not have hypotheses but
just research questions.
constructed to test whether relationships exist between Servant leadership, Authentic

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leadership, Ethical leadership and the Participative leadership, and the dependent
variables Job satisfaction and Organisational commitment.

H1a: There is a positive relationship between the level of Job satisfaction of employees
working in SMEs and their level of Organisational commitment to those SMEs.
H1b: Job satisfaction mediates the relationships between the leadership styles
investigated in this study (Servant, Authentic, Ethical and Participative
leadership) and the Organisational commitment shown by employees working in
SMEs.
H2: There is a positive relationship between the level of Servant leadership displayed
by SME owners and the level of Job satisfaction experienced by employees
working in SMEs.
H3: There is a positive relationship between the level of Servant leadership displayed
by SME owners and the level of Organisational commitment shown by employees
working in SMEs.
H4: There is a positive relationship between the level of Authentic leadership
displayed by SME owners and the level of Job satisfaction experienced by
employees working in SMEs.
H5: There is a positive relationship between the level of Authentic leadership
displayed by SME owners and the level of Organisational commitment shown by
employees working in SMEs.
H6: There is a positive relationship between the level of Ethical leadership displayed
by SME owners and the level of Job satisfaction experienced by employees
working in SMEs.
H7: There is a positive relationship between the level of Ethical leadership displayed
by SME owners and the level of Organisational commitment shown by employees
working in SMEs.
H8: There is a positive relationship between the level of Participative leadership
displayed by SME owners and the level of Job satisfaction experienced by
employees working in SMEs.

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H9: There is a positive relationship between the level of Participative leadership
displayed by SME owners and the level of Organisational commitment shown by
employees working in SMEs.