Executing The Methodology Of The Research Paper: Data Result
Executing the Methodology of the Research Paper: Data Results, Tables, and Analysis
Based on the proposed methodology outlined in the research paper, this report executes each step using fabricated data to simulate the process of analyzing top managers responsible for recruiting future leaders within Saudi organizations. The aim is to demonstrate how the research methodology can be practically applied, including data collection, coding, database preparation, cleaning, analysis, and presentation through tables, graphs, and interpretative discussion.
Preparation of Questionnaire
The questionnaire was designed to capture key variables influencing leadership qualities and recruitment processes in government and private sectors. Sample questions included: "On a scale of 1-5, how important is charisma in leadership?", "Rate the significance of cultural understanding in leadership selection," and "How strongly do you agree that transformational leadership impacts TQM implementation?" The questionnaire incorporated 20 items targeting leadership traits, organizational culture, and recruitment practices, based on validated instruments from prior studies.
Preparation of Variables for Data Coding
Variables were categorized into thematic clusters such as Leadership Traits (charisma, creativity, responsibility), Cultural Factors (language, customs, norms), and Organizational Aspects (training programs, HR policies). Each response on the Likert scale was coded numerically (e.g., 1 = Strongly Disagree to 5 = Strongly Agree). Categorical variables like 'Leadership Style' were assigned dummy codes (e.g., 0 = Transactional, 1 = Transformational).
Data Base Preparation in IBM SPSS Version 22
The coded data were entered into SPSS as a dataset with cases representing individual managers and variables representing questionnaire items. A sample of 50 managers across five Saudi organizations was simulated, evenly split between government and private sectors. Data were saved in .sav format for analysis.
Data Cleaning
Data cleaning involved checking for missing values, outliers, and inconsistent responses. Missing data were minimal (
Data Analysis
Descriptive Statistics
| Variable | Mean | Standard Deviation | Minimum | Maximum |
|---|---|---|---|---|
| Charisma | 4.2 | 0.65 | 2 | 5 |
| Creativity | 4.0 | 0.70 | 2 | 5 |
| Responsibility | 4.5 | 0.50 | 3 | 5 |
This indicates high levels of perceived leadership qualities among managers, with responsibility scored highest.
Correlation Analysis
Pearson correlation coefficients were calculated to assess relationships between leadership traits and perceptions of organizational effectiveness.
| Variables | Charisma | Creativity | Responsibility |
|---|---|---|---|
| Charisma | 1.00 | 0.65** | 0.72** |
| Creativity | 0.65** | 1.00 | 0.68** |
| Responsibility | 0.72** | 0.68** | 1.00 |
All correlations are significant at p
Multiple Regression Analysis
To predict perceptions of leadership effectiveness, a multiple regression was conducted with charisma, creativity, and responsibility as predictors.
Results:
- R2 = 0.78, indicating that 78% of the variance in leadership effectiveness perception is explained by the three traits.
- Significant predictors included responsibility (β=0.45, p
Factor Analysis
Factor analysis was performed to explore underlying constructs among leadership traits. Using principal component analysis with varimax rotation, two factors emerged, accounting for 75% of total variance:
- Transformational Traits (charisma, creativity, responsibility)
- Organizational Alignment (communication, integrity, decision-making skills)
| Variable | Factor 1 | Factor 2 |
|---|---|---|
| Charisma | 0.85 | 0.40 |
| Creativity | 0.82 | 0.35 |
| Responsibility | 0.78 | 0.45 |
| Communication | 0.38 | 0.83 |
| Integrity | 0.42 | 0.76 |
| Decision-making Skills | 0.39 | 0.70 |
Tables, Graphs, and Visualizations
Bar charts illustrating the mean scores of leadership traits indicated high levels of responsibility and charisma. A scree plot from the factor analysis revealed eigenvalues supporting the two-factor solution, confirming distinct leadership profiles.
[Note: Placeholder image; in actual report, insert real graph generated in SPSS]
Interpretation and Report Writing
The data suggests that Saudi managers in both government and private sectors perceive responsibility and charisma as crucial leadership qualities. Significant correlations among traits indicate a cohesive leadership style associated with transformational attributes. Regression results underscore the central role of responsibility and charisma in influencing perceptions of effective leadership, aligning with theories emphasizing transformational leadership's importance in high-performance organizations.
Factor analysis confirms that leadership traits cluster into transformational and organizational alignment factors, reflecting the multidimensional nature of leadership qualities within Saudi organizational contexts. The results demonstrate the potential of targeted development programs focusing on the identified traits to cultivate high-quality future leaders, consistent with prior theoretical frameworks and empirical studies.
Conclusion
This application of the research methodology demonstrates a comprehensive process from questionnaire design to advanced statistical analysis using IBM SPSS. Fabricated data illustrated the methodology's practical feasibility, providing insights into leadership assessment that can inform policies for leadership development in Saudi organizations.
References
- Ulle, R. S., & Kumar, A. N. (2014). A Review on Total Quality Leadership in TQM Practices-Industrial Management and Organizations. International Journal of Emerging Research in Management & Technology, 3(5).
- Wickramaratne, W. R. (2013). Leadership and TQM Excellence: Empirical Study of ISO Certified Manufacturing Firms in Sri Lanka. International Journal of Arts and Commerce.
- Arsovski, S., & Nikezić, S. J. (2012). Leadership communications and quality. 5th International Conference.
- Alharbi, M., & Yusoff, R. Z. (2012). Leadership styles and their relationship with quality management practices in Saudi Arabia. Management, 1(10), 59–67.
- Ismail, K., Khurram, W., & Jafri, S. K. A. (2011). Role of leaders’ behavioral integrity in determining successful TQM implementation and organizational performance. International Journal of Humanities and Social Science, 1(10), 236–241.
- Mustafa, E., & Bon, A. T. (2012). Top management commitment in TQM: A review and conceptual framework. Elixir Human Resource Management, 51, 11029–11033.
- Argia, H. A. A., & Ismail, A. (2013). The influence of transformational leadership on TQM implementation in higher education. Higher Education Studies, 3(1).
- Ibrahim, O. (2010). TQM and Continuous Improvement. International Journal of Scientific and Research Publications.
- Ekuma, K. J. (2014). Transformational leadership: Implications for organizational competitive advantage. International Journal of Human Resource Studies, 4(1), 276.
- Ashraf, A. A., Lodhi, S. A., & Farooq, U. (2014). Leadership-Culture Fit in Quality and Cost Reduction. World Applied Sciences Journal, 32(3).