Data collection and analysisCHAPTER FOUR
RESULTS
This chapter presents data collection and analysis of chats and calculation of means and standard deviations from the employee and leaders answers. The analysis of the results from the research questions given by the employees and leaders are also provided in this chapter. The research was carried out on both the employers and their leaders as well to establish how the leadership style of the leaders impacted on the employee’s performance and how the employees viewed how they were lead. The study also provided an opportunity to understand which of the leadership styles were applied when applying any change to the institution by most of the leaders interviewed.
The leaders experienced varied opinions on their on the level of confidence when proposing a major change at their institution. From the results presented, an overwhelming 80% of the leaders agreed that they had confidence when proposing a change. 50% agreed that they had confidence when proposing the changes another 38.1% strongly agreed that they had confidence whenever proposing a change. This is represented in the pie chart below
On optimism when proposing a change, the results were as shown in the chart below
Treating each subordinate as an individual with different needs was another aspect of leadership in which the leaders gave varied opinions. The chat below indicates that over 90% of the leaders agreed that they treat each subordinate as an individual with different needs when proposing a change.
Treating each subordinate as an individual with different abilities was also another area tackled and 50% of the leaders agreed that they treated their employee as individuals with different abilities and another 50% strongly agreed to that as shown in the chart below.
Consideration of the subordinate aspiration at work gave mixed opinion among the leaders as 47% and 38% of the leaders agreed and strongly agreed that they had to put that into consideration when proposing a change. This is also reflected in the chart below.
61% of the leaders strongly agreed that they behave in a way that is consistent with the ideals and values they espouse and another 31% of the leaders agreed with the same as shown in the chat below.
Rewarding subordinate for effective performance also gave varied results as shown in the table below with 50% and 47% of the leaders agreeing and strongly agreeing respectively that they rewarded their subordinate for good performance.
. 85% and 9% of the leaders respectively agreed and strongly agreed that encourage communication between the team members in order to facilitate good working relationship at their respective institutions. This is presented in the chart below.
The chat below represents the opinion of the leaders on how they advanced team members to a higher level of morale and motivation with 65% and 35% of the leaders strongly agreeing and agreeing respectively.
The chart below show how value for justice was presented by the leaders with 78% and 19% of the leaders strongly agreeing and agreeing respectively that they valued justice.
Encouraging team members was another aspect that was dealt with. The chat below gives a presentation of their views with 67% strongly agreeing and 33% agreeing that they encouraged team work
The chat below shows a presentation on the response of the leaders if in any case they were role models to their team members. 4.8% disagreed,42% agreeing and 23% strongly agreeing.
Encouraging members to develop creativity and innovation was also another aspect dealt with and the response is presented in the chat below/
The chat below shows the leaders response on whether they enlisted the team members in a common vision
The employees on the other hand where asked on different matters relating on how they relate with their managers at work. The chats below show their responses to different questions.
The chart below is a presentation of the employees’ response on whether their managers encourage them when in difficult or stressful situation.
The chat below is a presentation of the employees’ responses on whether their managers provide them with support when in difficult or stressful situation.
The chat below is a presentation of the employees’ responses on whether their managers provide opportunities to develop their skills.
The chat below presents the response of each employee on whether his or her manager describes a clear, appealing vision of what the organization can accomplish or become
The pie chart below is presentation of the employee response on whether their managers motivate them.
The employees also had varied responses on whether their manger provided advice to help them develop new skills. Their responses are as presented in the chart below.
The chat below represents findings on whether the managers explains to the employees what must be done to get rewards such as promotion
The employees were also asked on whether their managers were trustworthy and their response as presented in the chat below.
The chat below is a presentation of employee response when asked if their managers in any way inspired them
The chat below is a presentation of employee response when asked if the manager in any way provided them with opportunity to exercise managerial roles and tasks.
The chat below is a presentation of employee response when asked whether they wanted to emulate the qualities of their managers as the process of change continued.
The chat below is a presentation of the employee response on how they felt challenged during the process of change.
The loyalty of the employees to their managers during the process of change was also put into perspective and the employee response presented as shown in the chat below to establish whether the loyalty increased or decreased during the process of change.
The chat below chows a presentation of responses by employees on whether the managers had persuasive skills when implementing change
The ability of the manager to makes their employees accept all aspects of change in their organization were also viewed and the employee response presented as shown in the chat below.
The chat below is a presentation of their responses on whether their mangers influenced their self esteem (positively or negatively
The summary for the mean and standard deviation results for the employee answers are as shown in the table below.
Employee Feedback Mean Standard Deviation
Strongly Disagree 8 16
Disagree 8 15.1921
Neither 8 29.4822
Agree 8 132.5009
Strongly Agree 8 188.8536
The summary for the mean and standard deviation results for the Leader answers are shown in the table below.
Leader Results Mean Standard Deviation
Strongly Disagree 12 9.265
Disagree 12 7.154
Neither 12 6.471
Agree 12 16.176
Strongly Agree 12 6.200
