Res724 V6 Mock Study Development Worksheet Page 5

Res724 V6mock Study Development Worksheetres724 V6page 5 Of 5mock St

Identify a research topic related to your degree program that would be best approached from a qualitative perspective. Specify a research problem related to this topic, explain why a qualitative approach is suitable, connect it to your degree program, and summarize your current understanding and interest. Develop research questions for exploratory, descriptive, and explanatory purposes, considering how each aligns with your literature review. Design a mock study using two data collection methods—interviews and observations—detailing your questions, methodology, target population, sampling, ethical considerations, and how your study will contribute to your discipline.

Paper For Above instruction

The exploration of unethical leadership behaviors through a qualitative lens offers valuable insights into the intricate dynamics of how immoral conduct at the top influences human capital within organizations. This study seeks to understand the nuances of leadership misconduct, its transmission, and effects on employees' psychological wellbeing and organizational outcomes. Given the complexity and contextual nature of ethical dilemmas in leadership, a qualitative approach is ideal for exploring perceptions, experiences, and underlying motivations, which quantitative methods might overlook.

My research topic—unethical leadership behaviors—is rooted in the recognition that leadership profoundly impacts organizational culture and employee wellbeing. Existing literature indicates that unethical conduct from leaders can lead to diminished morale, trust erosion, and psychological distress among employees (Brown & Treviño, 2006). However, there is a paucity of in-depth qualitative studies that explore how employees perceive, experience, and respond to such misconduct over time. Understanding these perceptions is crucial for developing effective interventions and organizational policies aimed at fostering ethical leadership.

The problem statement centers on how adverse leadership behaviors influence human capital, specifically focusing on psychological wellbeing and organizational commitment. A qualitative approach allows for exploration of employees' lived experiences and the social context in which unethical behaviors occur. This approach provides rich, detailed narratives that can uncover the mechanisms through which unethical conduct transmits effects on human capital, offering a deeper understanding than quantitative measures alone.

Connecting to my DBA program, this research aims to develop a theoretical model that delineates pathways through which unethical leadership impacts human capital and proposes strategies to mitigate these effects. Leadership is integral to my academic and professional development, and this study can inform leadership development programs that emphasize ethical decision-making and integrity.

Currently, I understand that unethical leadership behaviors undermine employee morale, induce psychological stress, and can impair productivity. These issues interest me because they suggest that addressing leadership misconduct requires nuanced, context-sensitive strategies. By investigating employees’ perceptions and experiences, I aim to contribute to a more comprehensive understanding of how unethical conduct influences human capital at a granular level.

References

  • Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595–616.
  • Marasi, S., Bennett, R. J., & Budden, H. (2018). The structure of an organization: Does it influence workplace deviance and its' dimensions? Journal of Managerial Issues, 30(1), 8-27.
  • Camps, J., Stouten, J., Euwema, M., & De Cremer, D. (2020). Abusive supervision as a response to follower hostility: A moderated mediation model. Journal of Business Ethics, 164(3), 471–487. https://doi.org/10.1007/s10551-018-4014-3
  • Cialdini, R., Li, Y. J., Samper, A., & Wellman, N. (2021). How bad apples promote bad barrels: Unethical leader behavior and the selective attrition effect. Journal of Business Ethics, 168(4), 647–660. https://doi.org/10.1007/s10551-021-04867-3
  • Erkutlu, H. V. (2012). The impact of ethical leadership on job satisfaction and organizational commitment. Procedia - Social and Behavioral Sciences, 58, 195-200.
  • Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. The Leadership Quarterly, 21(4), 636-651.
  • Palmer, D. K., & Farris, G. (2011). Unethical leadership and organizational reputation. Journal of Business Ethics, 104(2), 255–268.
  • Resick, C. J., & Rupp, D. E. (2013). Power and leadership: How the experience of unethical behaviors influences followers’ perceptions. Leadership Quarterly, 24(2), 168–181.
  • Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). Jossey-Bass.
  • Treviño, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right. John Wiley & Sons.

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