Organization’s ethics, leadership and team effectiveness

Abstract

Insightful leadership from upper management is crucial for an organization's success, as it directly impacts its ability to experiment and expand. To gain a better understanding of the impact of Chief Executive Director (CED) performance on the People's Association's (PA) capacity for novelty and stability, this research project aims to assess the correlation between transformational, transactional, and laissez-faire styles of leadership and creative output. In order to test the primary research ideas, a statistical gap analysis was used. The first step in collecting quantitative data was to conduct a poll of the top 20 PA leaders. To minimize social desirability bias, respondents were assured that their replies would be kept anonymous. They were then given a questionnaire and a message detailing the study's rationale. To obtain a representative sample, a stratified random sample of executives was selected from a pool with a mix of job titles and years in the company. The questionnaire analyzed PA's CED's leadership styles, including transformational, transactional, and laissez-faire. The results of the study reflect PA's potential for innovation and development and highlight the quality of leadership. It was found that transformational leadership had the strongest positive correlation with creative output, followed by transactional leadership. Laissez-faire leadership had a negative correlation with creative output, suggesting that a lack of direction and guidance can inhibit innovation. Overall, these findings suggest that the CED's leadership style is critical in shaping PA's capacity for novelty and stability. By identifying the strengths and weaknesses of each leadership style, this research project provides insights into the factors that contribute to effective leadership and the potential for innovation in organizations.