FAS: Research Proposal

The views of millennials on leadership versus management and the impact thereof on
organisational strategy as a measure of organisational efficiency in for-profit
organisations.

Financial Management 352

Group 100

Business Management in Economic and Management Sciences at the University of

Stellenbosch

Solomon, T 19238215
Buchanan, CA 19970064
Harzon, JW 20196830

Lecturer: Ms H Mulholland
Date: 23rd October 2019
ABSTRACT
This research proposal explores the views of millennials on leadership versus management and the
impact thereof on organisational strategy as a measure of organisational efficiency, with a specific
focus on for-profit organizations. This study is being conducted in light of the transition from a
workforce dominated by generation x, to one in which millennials form the majority. The background
will highlight relevant information pertaining to the different components of this study with the aim
of providing a foundation on which our hypotheses will be built. Particular emphasis is placed on
understanding millennials and their defining characteristics in the workplace in addition to their
perceptions relating to leadership and managerial styles. Furthermore, the relationtionship between
leadership and specific organisational efficiency measures is investigated. Subsequently, the problem
statement serves as a synopsis of supporting information as described in the background. The
remainder of the investigation is structured as follows: determination of research objectives,
hypotheses statements, research method and research design. The final section of the study is a data
analysis in which any correlations in the collected data are established and described. Determined
correlations will prove or disprove the respective hypotheses statements specified previously in the
study as well as illustrate the relationships, if any, between the different components of the study.

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 CONTENTS PAGE
Page.

1. INTRODUCTION 1.
2. BACKGROUND 2.
2.1 Millennials in directorial positions 2.
2.1.1 Who are millennials? 2.
2.1.1.1 Understanding millennials 2.
2.1.2 Millennials in the workplace 3.
2.1.2.1 Clear career path 3.
2.1.2.2 Technological literacy and intergenerational conflict 3.
2.1.2.3 Diversity 4.
2.1.2.4 Performance appraisal 4.
2.1.3 Millennials in leadership and managerial positions 4.

2.2 Leadership versus management 5.

2.2.1 Brief progression of leadership styles 5.
2.2.2 How different leadership styles impact organisational efficiency 5.
2.2.3 Differentiating between leadership and management 6.
2.2.4 Can effective leaders be ineffective managers? 6.
2.2.5 The importance of effective management on organisational efficiency 7.

2.3 Measuring organisational efficiency 7.

2.3.1 Defining organisational efficiency within a for-profit organisation 7.
2.3.2 Measures of organisational efficiency within for-profit organisations 7.

2.3.3 Maximising human capital factors contributing to organisational 8.

efficiency
2.4 Organisational strategy 8.
2.4.1 Defining organisational strategy 8.

2.4.2 Effects of leadership and management on organisational strategy 9.

2.4.3 Relating organisational strategy and organisational efficiency 9.

3. PROBLEM STATEMENT 9.
4. RESEARCH OBJECTIVES 10.
 4.1 Primary objective 10.

4.2 Secondary objectives 10.

5. HYPOTHESES STATEMENTS 11.

6. RESEARCH METHOD 11.
6.1 Research design 11.

6.1.1 Secondary research 11.

6.1.2 Primary research 12.

6.1.2.1 Data collection method/technique 12.

6.1.2.2 Data collection instrument 13.

6.1.2.3 Sampling plan 14.

6.2 Data analyses 15.

6.2.1 Descriptive data analysis 15.

6.2.2 Inferential data analysis 16.

7. ORIENTATION OF THE STUDY 17.

7.1 Chapter 1: Introduction and background to the study 17.

7.2 Chapter 2: Millennial’s views on leadership/management and exploring 17.

the link between organisational strategy and efficiency
7.3 Chapter 3: Research design and methodology 18.

7.4 Chapter 4: Empirical results 18.

7.5 Chapter 5: Summary, conclusions and recommendations 18.

8. REFERENCES 19.
APPENDICES 24.
1. INTRODUCTION
As profoundly stated by Jim Clifton, the chairman and CEO of Gallup Inc, “for millennials, a job is no
longer just a job- it’s their life as well” (Gallup Inc, 2016). This encapsulates the essence of the work-
life balance shift being brought on by the millennial generation. Driven by the need to find purpose in
both life and work, millennial’s perceptions on leadership and management are predicted to
transform leadership and organisational dynamics. Given that 50 percent of the global workforce will
be populated by millennials by 2020, according to a report by KPMG, understanding millennials in
leadership positions and their perceptions is of paramount importance (2017). Defining features of
millennials in the workplace include their technological aptitude, their stance towards manager-
employee feedback and communication, their desire to establish a clear career path, and the diversity
they bring to any organisation in terms of breaking down the barriers created by preceding
generations that hinder equality (Gallup Inc, 2016).

The significance of leadership’s impact on every aspect of an organisation’s operations and value chain
is undisputed. Accordingly, the relationship between leadership and organisational efficiency is
definite. One of seven dimensions of organisational efficiency, as stipulated by Pinprayong and
Siengthai (2012), is organisational strategy. Organizational strategy is founded on the vision and
mission of an organisation, both of which are determined by leadership. Leadership establishes,
implements and monitors the organisation’s strategic approach to attaining its goals and objectives.

The aim of this research proposal is to explore the views of millennials on leadership versus
management and the impact thereof on organisational strategy as a measure of organisational
efficiency, with a specific focus on for-profit organizations.

The following background provides information so as to better understand what defines millennials
as the future leaders of the corporate world, as well as an overview of how efficiency is defined and
measured within non-profit organisations and the leadership implications thereof. Subsequently, the
problem statement summarises the key arguments discussed in the background and establishes the
variables of the study. Following the problem statement, research objectives, both primary and
secondary, will be determined; thereafter the proposed hypotheses statements, research method,
research design and data analysis are established.

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2. BACKGROUND

The following section will explore relative information pertaining to the different facets of this study.
The background discusses, in particular, millennials and their views on leadership and management,
different leadership and management styles and the link between organisational strategy and
efficiency.

2.1. Millennials in directorial positions

2.1.1. Who are millennials?

As Traditionalists and Baby Boomers approach retirement and are starting to depart the workforce,
millennials, born between 1980 and 2000, are increasingly entering the modern workforce (Fore,
2012). They differ from prior generations in general society, namely: Traditionalists (born between
1925 and 1945), Baby Boomers (born between 1946 and 1964), and Generation X (born between 1965
and 1980)(Rica and Weber, 2017). With a mix of four different generations in the work force of today,
generational differences have become a major focus point. Although generational diversity brings a
handful of perspectives to the workplace, organisations need to understand each generation, their
respective needs, values, beliefs and attitudes in order to capitalise on their strengths (Elgar, 2012). A
question to be asked is: are millennials effective leaders and managers within the modern workforce?

2.1.1.1. Understanding millennials

Millennials are entering the workforce as a very optimistic and educated generational cohort group,
already taking many organisations by surprise as employers look for possible ways to attract and retain
them. These individuals, who have been exposed to leadership roles within their schools, volunteer
organisations, as well as in their part-time jobs, enter the workforce with high expectations and the
desire to create a positive difference and impact. Yet, the current members of organisations into which
millennials are moving question the suitability of these newcomers as potential future leaders and the
roles to which they aspire (Fore, 2012).

This abnormal generation bring to their continuously developing workplace presence, the most
extensive personal experience and comfort with regards to technology. This is due to them being
exposed to advancement in technology since birth. They are well skilled in fields that require
technological expertise such as email, cell phones, the internet, social media communication, and have
an expectation of immediacy when it comes to accessing data and information. Previous generational
workers may be annoyed and potentially confused when working alongside millennials due to the fact
that the younger generation is more accustomed to living in a world of wide transparency. Millennials’

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innovation is unrestrained, as new groups are quickly formed at the click of a button and decision
making is less hierarchical and more inclusive (Weber and Rica, 2017).

2.1.2. Millennials in the workplace

2.1.2.1. Clear career path

Millennials have grown up being informed that they are capable of achieving anything. This confidence
means that they crave responsibility early in their careers. They are interested in more than just a job,
they want the opportunity to build a career. It is clear that the most effective motivator for millennials
is the path for progression. 91 percent of Millennials consider any opportunity for rapid career
progression one of the most important traits regarding their job. In order to attract millennial
professionals, employers need to ensure that they have strategies and policies in place to facilitate a
clear career path that will lead to career progression for employees (Walters, 2014).

2.1.2.2. Technological literacy and intergenerational conflict

Millennials grew up in an era where technology was the norm and thus have never really experienced
life without it. This encourages their way of thinking, learning and acting in a unique manner when
compared to Generation X or the Baby Boomers. The global growth of numerous digital devices among
the younger generations is transforming the way that information is attained (Alderman, J. 2016).
Being the first people to have grown up in a digital world, millennials are regarded as the most
technologically efficient generation in the workplace. They are highly effective at using technology
and enthusiastic about making it a growing part of their profession.

A study conducted by Robert Walters (2017) shows that 53 percent of millennials would be more likely
to accept a job that requires them to use the same technologies that they are accustomed to. They
also perceive technology to be the root cause of workplace conflicts. 34 percent of millennials
reported that older workers not understanding new technologies was the chief cause of these
conflicts, followed by 33 percent of younger workers becoming frustrated at using outdated
technology (Walters, 2014). Millennials tend to seek advice or information from online sources rather
than consult someone on a personal level (Chrisos, 2018). This emphasises that electronic channels
have gained more and more importance in delivering their sales objectives. They spend many hours
of their day with electronic devices and increasingly look for ways to simplify daily routine-based tasks.
This further emphasises the importance that businesses, whether it be profit or non-profit, adopt the
concepts of online channels to satisfy the changing demands of customers.

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 2.1.2.3. Diversity

Millennials, making up a large portion of the modern workforce are also known for being the most
diverse generation to date. Among the many challenges that managers of today face is effectively
dealing with a diverse workforce. This diversity is not necessarily limited to gender, religion, ethics and
radical backgrounds but also relates to the multi-generational values found in the modern workplace.
Millennials are the children of the Baby Boomers and extract the same incongruity of values that one
expects between parents and children. They represent the connectedness that drives the Baby
Boomers crazy and they require the need for instant gratification. This creates a need for managers in
the modern workforce to make work exciting and relevant in order to present career opportunities
(Gibson, Greenwood and Murphy, 2009).

2.1.2.4. Performance appraisal

A significant factor when engaging with millennials is the constant development and delivery of
scalable training techniques that will help them succeed. An international study conducted by PwC
found that training opportunities and professional development were of the greatest value to this
generation (Kuhl, 2014). They are confident and openly ambitious, and this is reflected in what they
prioritise when job seeking. They are prepared to work hard in order for instant gratification, and in
return expect quick advancement. Only 15 percent of employers believe training and development
programs are a priority for engaging employees, despite the fact that nearly a third of Millennials rank
them as one of the most important ways to keep employees engaged (Walters, 2014). No matter how
large or small the organisation, whether it be for a profit or non-profit business, the investment you
make in the younger workforce will have a tremendous impact on their loyalty, productivity, tenure
and future success (Kuhl, 2014).

2.1.3. Millennials in leadership and managerial positions

Leadership style is the preferred method of influencing other individuals towards achieving a common
goal. Therefore, context is an important aspect of leadership that causes individuals to interpret the
actions of leaders relative to their own perceptions which is influenced by their generational cohort
(Fore, 2012). Millennials do not only seek for frequent, positive and open communication in the
workplace constantly but also gather and share information willingly. Due to this, one can expect that
millennials, as leaders, will utilise a two-way communication approach and emphasise the importance
of having reciprocal relationships with their subordinates. It is also because of their team-oriented
mindset, they tend to demonstrate an inclusive management style where immediate feedback is
emphasised (Chou, 2012). They are highly focused on teamwork and emergent leadership. Titles and

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hierarchical roles are of less importance and thus know that no one has all the right answers, making
the team more important than management. Millennial managers will portray increased focus on
building a strong, cohesive team with differing abilities, perspectives and skills. They not only celebrate
the idea of teamwork but encourage diversity within the team. In order to be the best and the most
successful, millennial managers want to utilise as many good ideas as possible (Grossman, 2019).

2.2. Leadership versus management

2.2.1. A brief progression of leadership styles

Given the rise of the modern scientific method and reasoning methodology, humans have evolved in
a manner that has allowed a greater aptitude for adaptability of effective recourse with respect to
dynamic situations. The Situational Leadership Model, created by Paul Hersey and Ken Blanchard,
acknowledged that there was no single best style of leadership: delegating, supporting, coaching and
directing (1977). The study identifies these leadership styles in relation to the amount of task-oriented
behaviour and relation- oriented behaviour employed by leaders.

In modern culture, the idea of transformational leadership has become far more prominent and is
often associated with the greatest of leaders. The transformational theory, instituted by James V.
Downton and later developed by James Macgregor Burns, entails the collaborative efforts between
leaders and teams in identifying necessary changes and then creating a vision to guide the change
through inspiration (Burns, 2003). It serves as a useful technique to increase job performance and
morale through mechanisms that include establishing a sense of self identity for individuals within the
task team whilst reiterating the collective identity of the group within the organisation.
Transformational leadership is widely regarded as the most effective leadership style for leaders of
non-profits as the leaders have a shared value and vision with the organisation which is transformative
within itself (Grace College of Divinity, 2015).

2.2.2. How leadership styles impact organisational efficiency

A study done at the Lincoln University College – United Arab Emirates established that there was a
definitive relationship between leadership styles and organisational performance. It postulates that
the respective style influences the organisational culture which, in turn, influences the organisation’s
performance. The study was done using the six most recognised leadership styles (Al Khajeh, 2018).
The study concluded in validating that, based on their research methodology, transformative,
autocratic and democratic leadership styles had a positive relationship with organisational
performance whereas transactional, charismatic and bureaucratic leadership styles were found to
have a negative relationship on organisational performance. Further, it was noted that It is important

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that leadership styles offer opportunities and a sense of belonging to employees as well as the chance
to actively participate in the decision-making process. This increase in performance can be identified
as a contributing factor to an overall organisation’s increase in efficiency.

Within non-profits, due to their nature of attracting likeminded individuals with similar professions
who tend to build close relationships, leaders feel a sense of discomfort at the idea of directing
subordinates to do specific tasks. The innate close relationships formed by these organisational
members are solid indicators of a strong organisational culture established by a shared value and
belief system which is vital to uphold. Leadership can achieve longevity of this indelible culture within
their non-profits by being consistent in projecting their values via their behaviours and actions to
inspire their colleagues (Larsson and Storhannus, 2008). Leaders with high levels of integrity will
acquire the necessary respect needed so that there is no discourse between them and their colleagues
regarding the job at hand. In addition, the leaders creating clear and specific goals will assist
significantly in a non-profit achieving the best possible results.

2.2.3. Differentiating between leadership and management

There is a consensus that stipulates a negative contrast between leadership and management. Leaders
are viewed as drivers of the organisation’s vision by ‘leading from the front,’ whereas managers are
described as ‘slave drivers’- implying that they give orders without setting an example. Any individual
is capable of fulfilling either of these roles. However, many recognise that both leadership and
management complement each other, and both are required for success (Binali, 2015). Leadership is
regarded as the ability to inspire other individuals to understand and believe in a common vision whilst
management involves the administrative and logistical oversight of day-to-day activities and making
sure that operations run efficiently (Arruda, 2016).

2.2.4. Can effective leaders be ineffective managers?

Remaining consistent with the perception of both leaders and managers established in the text above,
it is understood that the two concepts complement one another. Both require a degree of competency
in the other; without which, neither would be efficient. Efficiency within leadership would necessitate
the successful inspiration of a leader’s team to invest in their goal; efficiency would be further
improved by the team’s adoption of the leader’s goal as their own. If that leader is incapable of
facilitating the administrative aspects associated with the operations required to achieve the common
goal, they would be regarded as an inefficient manager due to their incompetency in the hard skills
required.

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 2.2.5. The importance of effective management on organisational efficiency

Effective management is subjective and unique depending on the needs of an organisation and will
consider the objectives set forth by that organisation. It can be interpreted that where management
simply meets expectations, effective management exceeds it (Kea, n.d.). Non-profits must be far more
meticulous than profit seeking organisations in establishing their management as the structure will be
designed in a particular manner which best compliments its objectives. Management within non-
profits must be particularly focused on the development of their staff and volunteers in order to
ensure that the vision and mission statement lives on past the current management (Julie, 2008). By
improving the competencies of staff and volunteers, an organisation can improve their ability to
contribute to their greater strategic objectives, achieving an increase in organisational efficiency.

2.3. Measuring organisational efficiency

2.3.1. Defining organisational efficiency within a for-profit organisation

Organisational efficiency is regarded as the organisation’s degree of success in utilising their resources
to maximise their outputs whilst minimising their inputs. This capacity for efficiency ties in closely with
the potential success the organisation will experience in respect to other organisations within the
same industry (Li, n.d.). In order for a company to improve upon their organisational efficiency, they
need to utilise multiple factors that contribute to improving the system and processes within their
organisation. This includes having access to resources such as advanced technology and a highly
competent and knowledgeable labour force. Internal factors within the organisation influences these
resources potential. If management were to handle them unsuitably, they will not reap the benefit of
the competitive advantage that could be created through the increased efficiency.

A study done by Aktaş, Çiçek and Kıyak (2011) at the Okan University in Istanbul determined that
organisational culture contributes significantly to certain organisational efficiency dimensions. They
determined that there is a direct correlation between the manners in which upper leadership interacts
with the organisational culture and the potential organisational efficiency the organisation can
achieve.

2.3.2.Measures of organisational efficiency within for-profit organisations

Success directly correlates with an organisation’s ability to accomplish its objectives. These objectives
are simple in profit-seeking companies as all aspects of the company converge to focus on achieving
and remaining profitable (Root, 2019). Businesses may also have smaller objectives that are vital to
contributing to the overarching focus of maximising profit.

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An organisation’s ability to productively utilise its human capital and resources is vital in ensuring that
it continues to perform at its highest level. A reduction in productivity will see the organisation fall
short of its objectives and in turn, not reach efficiency. Other smaller objectives include excellent
customer service, mission driven core values, sustainable growth and staying ahead of the
competition.

Davis and Pett (2002) discovered that high levels of organisational efficiency was associated with high
emphasis on there being multiple strategies available. When addressing any situation, it is understood
that having a plethora of mechanisms and options in dealing with the situation can allow for synergy
from the combined methods. This assists organisations in determining the best way in dealing with
the situation, without compromising on their objectives. In many cases, it is possible to see elevated
efficiency due to the greater understanding that these multiple strategies attribute.

2.3.3. Maximising human capital factors contributing to organisational efficiency

The human capital of an organisation constitutes all knowledge, skills and competencies embodied by
individuals or groups throughout their lifetime participating in that organisation (Pettinger, 2017). This
capital is utilised as a medium by the organisation in order to maximise their profit potential in all
aspects of the organisational structure. There is growing understanding that there exists a positive
linkage between the development of human capital and organisational performance. It is considered
in an organisation’s best interest to leverage the skills of their employees whilst encouraging individual
and organisational learning. This, alongside a supportive environment that promotes knowledge being
created, shared and applied, will see the systematically increase in the capacity of the organisation’s
employees (Kulvisaechana & Stiles, 2003). In turn, this will contribute to greater performance,
productivity and efficiency.

2.4. Organisational strategy

2.4.1.Defining organisational strategy

A plethora of definitions regarding organisational strategy exist in management literature (Steensen,

2013). Simply put, organisational strategy describes the current position of an organisation and
establishes a sequence of actions through which the organisation will realize its long-term goals,
objectives and vision (Pearson, 2019). While the defining goals of an organisation are relatively
unchanging, the strategy by which these goals are achieved is malleable and subject to change as a
result of numerous internal and external factors (National Council of Nonprofits, 2019). Organisational
strategy can be described as the manner in which an organisation evolves over time to achieve its
objectives (BusinessDictionary, 2019). An important aspect of organisational strategy is the alignment

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of organisational resources. With regards to human capital, organisational strategy serves to ensure
the direction and adaptability of employees as an operating unit (Kim and Mauborgne, 2009).

2.4.2.Effects of leadership and management on organisational strategy

Organisational strategy is premised on the vision and mission of the organisation. Leadership plays an
invaluable role in the formulation of an organisation’s vision and mission as well as in ensuring the
setting and attaining of strategic objectives imperative to realizing the organisation’s vision. The
leadership and management team are the crux of the organisation; accordingly, their success
translates into the degree of success achieved by the organisation as a whole (Hussein and Jabbar,
2017).

Leadership and management are responsible for determining factors that contribute to the efficiency
of the organisation by seeing that their strategy is effectively executed. These factors include values,
culture, change tolerance and employee motivation (Germano, 2010). Strategy serves as a bridge
between the organisation’s vision and its ultimate success or failure. If these factors are not
established and adapted with the growth of the organisation by the leadership, maximum efficiency
will never be achieved. Leadership need to be conscious that they will be unable to carry out their
organisational strategy without human capital. Within NPOs it is even more vital to ensure that the
organisation’s workforce is sufficiently taken care of in all aspects of their working environment as a
prerequisite for safeguarding the success of the strategy.

2.4.3.Relating organisational strategy and organisational efficiency

There is a distinction to be made between business and organisational efficiency, as found by

Pinprayong and Siengthai (2012). According to their study, organisational efficiency is demonstrated
through the improvement of internal organisational processes, two measures of which are
organisational strategy and corporate structure design.

3. PROBLEM STATEMENT

By 2020 millennials will form 50 percent of the global workforce (KPGM, 2017). According to Gallup
Inc’s report “How millennials want to work and live,” millennials place a high degree of importance on
the style of management under which they will be employed. This translates to the form of leadership
they will employ in the management of their future teams. In accordance with the observation that
millennials’ jobs “are their lives,” they seek continuous development in both professional and personal
respects. Relating this to their current employment, millennials seek management that do more than

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simply delegate tasks, they want coaches (Gallup Inc, 2016). Subsequently, this relates to their desire
for constant communication with and feedback from their superiors.

Organisational strategy can be described as the manner in which an organisation evolves over time to
realise its strategic objectives. As leadership is at the core of any organisation, the leadership team
serves to ensure the successful setting and attaining of strategic objectives imperative to realizing the
organisation’s vision.

Understanding the way that millennials view leadership is vital given the inevitable migration of
millennials into management positions as baby boomers retire. Furthermore, understanding the
relationship between leadership and organisational strategy is of immense importance as
organisational strategy defines every move an organisation makes.

This study is being undertaken to explore the views of millennials in directorial positions on leadership
versus management, and the effects thereof on organisational strategy as a measurement of
efficiency.

4. RESEARCH OBJECTIVES

The following section presents the primary and secondary objectives that the study intends to
investigate.

4.1. Primary objective

The primary objective of this study is to investigate the views of millennials in directorial positions on
leadership and management, and the effects thereof on organisational strategy as a measure of
efficiency.

4.2. Secondary objectives

The secondary objectives of this study are to:

1. Determine whether millennials in directorial positions attribute leadership or management to

successful implementation of effective organisational strategy.
2. Determine if there is a correlation between specific leadership or management traits, and
effective organisational strategy.
3. Investigate factors of organisational strategy that impact organisational efficiency to
determine the respective scale of influence of each factor.

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5. HYPOTHESES STATEMENTS

The following hypotheses statements will be proved or disproved in order for inferential correlations
and conclusions to be made.

H0: There is a relationship between the views of millennial in directorial positions on leadership and
management and organisational strategy.

Ha: There is not a relationship between the views of millennial in directorial positions on leadership
and management and organisational strategy.

H01: Millennials in directorial positions attribute leadership to successful implementation of effective

organisational strategy.

Ha1: Millennials in directorial positions attribute management to successful implementation of

effective organisational strategy.

H02: There is a correlation between specific leadership and management traits, and effective
organisational strategy.

Ha2: There is not a correlation between specific leadership and management traits, and effective
organisational strategy.

H03: There is a positive correlation between factors influencing organisational strategy as a measure
of efficiency.

Ha3: There is a negative correlation between factors influencing organisational strategy as a measure
of efficiency.

6. RESEARCH METHOD

This section explores the method and design of the proposed research, and an in-depth discussion of
how data will be analysed.

6.1. Research design

6.1.1.Secondary data

In the first part of this study extensive exploratory research is required to identify which aspects of
relative theory are appropriate for investigation; this is imperative in the development of the data
collection instrument. Exploratory research is a medium through which ambiguous problems become
more clearly defined. It is used to build theory and define variables.

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Research is conducted to obtain external qualitative data that forms the foundation of the study.
According to Zikmund, Babin, Carr and Griffin (2013: 132) qualitative data is not characterised by
numbers. In this study qualitative data is textual with a focus on meaningful characterisations and
interpretations; particularly the fundamental characteristics of leadership and management that
millennials in directorial positions attribute to the successful implementation of organisational
strategy.

The qualitative data is external as, per definition, it is “created, recorded, or generated by an entity
other than the researcher’s organisation.” External secondary data for this study was extracted from
numerous articles, journals, books and blogs. All articles and journals were found through search
engines; namely, google, google scholar and the Stellenbosch University Library online platform.

6.1.2.Primary data
6.1.2.1. Data collection method/technique

In the second part of the study descriptive research will be conducted to generate quantitative primary
data. Descriptive research is developed from exploratory research and can be defined by its tendency
to describe the characteristics of objects, people, groups, or environments (Zikmund, et al., 2013: 53).
Descriptive research is being employed as the study attempts to describe the views of millennials in
directorial positions on leadership and management, and the correlation, if any, they perceive
between leadership/management traits and organisational efficiency. Primary research is required as
there is a lack of existing data regarding the topic of interest and the relationships it aims to
investigate.

Data will be collected by means of a survey; “a method of collecting primary data based on
communication with a representative sample of individuals” (Zikmund, et al., 2013: 185). In line with
millennial’s immersion in technology, the survey will be distributed by means electronic mail and in
the form of non-interactive media. Non interactive media refers to the absence of a need for an
interviewer to administer the survey.

The use of a survey permits numerous advantages. Notable advantages include accessing information
quickly, inexpensively and efficiently. In addition, time flexibility means that respondents are able to
complete the survey when it is most convenient for them. Surveys also present little or no observer
subjectivity, meaning the researcher is unable to assign personal interpretation to the obtained results
(Ratner, 2002). This disallows the interference of the researcher’s bias in data correlation and analysis;
results are objective.

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In the survey respondents rank their views numerically, allowing for the collection of quantitative data.
Quantitative data represents views or the relationship between variables in a methodical and
meaningful manner. Quantitative data allows for easy compilation and statistical analysis of data.

6.1.2.2. Data collection instrument

Data Collection is the process to gathering information to answer research problems. Many different
questions need to be addressed before initiating this process including; what data to collect, how
much data to collect, who will collect the data and when will the data be collected. Data collection
instruments are the devices or mediums used to collect this data. What instruments researches will
use are dependent on the kind of data that will be collected.

Given that we are looking to gauge the views of our interviewees, we will conduct a structured
questionnaire with disguised questions allowing for a comprehensive understanding of the purpose
of the questionnaire. Section A will gather personal information about the individual taking the
questionnaire (which will be denoted by the question code I1 – I5) in order to determine variations in
data results due to different potential variables. I1, I2 and I5 will be dichotomous questions (Krosnick
and Presser, 2009) whereas I3 and I4 will be determinant-choice questions with numerous options
(Zikmund, et al., 2013:338).

Section B will use a Likert scales, with a scale of 7, to determine the extent to which survey takers
agree or disagree with certain aspects of leadership (which will be denoted by the question code L1 –
L8 in the questionnaire) and management (which will be denoted by the question code M1 – M8) and
their influence on organisational strategy (McLeod, 2019). The categories will range from completely
disagree, with a ranking of 1, to completely agree, with a ranking of 7. From these numerical
representations of different qualitative measures, we hope to determine respective quantitative data
to compute averages and correlative strengths (Kostoulas, 2013). This will enable us to determine
between these two factors against organisational strategy which from we can deduce which skills our
interviewees deem more necessary for overall organisational efficiency.

A Likert scale, that is exactly like the above stated ones, will be used in the final section which will
explore the degree as to which interview takers agree with statements attributed to organisation
strategy.

Each section also gives interview takers to rank their top 3 most applicable traits to determine a
specific top 3 ranking of the respective traits in the case that there are averages that equate to the
same result. Each section, abiding the final question on organisation strategy, also gives interview

13
takers the opportunity to submit a trait that they deem more important that those specified in the
questionnaire.

6.1.2.3. Sampling plan

The following sections provide information about the sampling plan that will identify the target
population, sampling frame as well as the sampling technique to be investigated.

a) Target population

The target population for conducting research is an entire set of units for which the survey data is to
be used to make an inference. Thus, the target population defines those units for which the findings
of the research are meant to generalise (Lavrakas, 2008). A three-step approach will be implemented
to identify the target population (Babin & Zikmund, 2016). These steps include identifying regions
under study, identifying the undesirable population groups and identifying market segment
characteristics of the study.

South Africa will form the geographic location for this study and therefore the countries boarders will
be the regional limit. The second step will involve screening out the undesirable units, the individuals
that do not apply to the context of this research assignment. The individuals that will be excluded from
the study are individuals that do not currently work in profit generating directorial positions within
small, medium and large organisations. The market segment characteristics will be yielded via the use
of demographics. Millennials are the primary target population of this study; individuals born between
the 1980’s and the late 1990’s are considered Millennials.

b) Sample frame

The sampling frame is a list of elements from which the sample may be drawn. It is also referred to as
the working population because these units will eventually provide units involved in the research
analysis (Zikmund, et al., 2013:388). Certain examples of sample frames that will provide data includes
Millennials in management or leadership positions within organisations. Thus, this will conclude that
this sample frame will include individuals that are born between 1980 and the late 1990’s, and have
directorial positions within small, medium and large organisations. The survey for this research
assignment will be conducted via email and therefore the sample frames will provide email addresses
of the Millennials to ensure that the data obtained is licit and not forget by the researcher or computer
software.

14
 c) Sampling technique

The selection process of the sampling frame will be conducted via non-probability sampling. This is
chosen due to the fact that the probability of any particular member of the target population being
completely random and based on the researcher’s personal judgement on the sample unit selection
(Zikmund, et al., 2013:392). The sample units will be chosen from a variation of judgement sampling
as well as convenient sampling. Convenience sampling is one of the least rigorous techniques,
involving the selection of the most accessible subjects. It will be implemented due to its convenient
availability and it being the most costly option in terms of time, effort and money (Marshall, 1996).
Judgement sampling is a non-random sampling method in which the researcher selects the sample
units based on their experienced judgement about some relevant characteristics or attributes that is
ideal regarding the target population (Zikmund, et al., 2013:393).

d) Sample

The primary sampling unit will be selected at random, choosing every 10th individual and secondary
unit would be Millennials in directorial positions. This will determine a random sampling frame that
will be used to analyse the data for this specific research proposal.

6.2. Data analyses

All the data that will be collected by the research method above will have to be critically analysed and
processed on Microsoft Excel. The process will involve numerical scores to indicate respective results.
This will be done by means of inferential and descriptive analysis which will be further explained in
the sections below.

6.2.1.Descriptive data analysis

Descriptive analysis is the fundamental transformation of data in a way that best describes the
characteristics such as the central tendency, frequency distribution and variability. Descriptive analysis
will be used to transform the data that was collected into meaningful information that will be used for
later evaluation purposes to make specific inferences about the sample (Zikmund, et al., 2013:484).
Section A of the survey uses a nominal scale in order to classify the personal information of the sample.
A frequency table will be used to display the categorical data collected from the sample to reflect the
proportion of respondents.

An interval scale measured in section B of the survey is using a 7-point Likert Scale thus collecting
continuous data. In order to measure the central position of the sample, measures of central tendency

15
will be looked at. Measures of central tendency will be used to describe the pattern of responses
among the sample. These measures include the mean, median, mode, standard deviation and
correlation coefficient. These measures will yield a single number that best describes the middle of
the group and summarise the individuals of the sample (LoBiondo-Wood and Haber, 2014). A
histogram will be created to determine the distribution patterns that arise from the data (Zikmund, et
al., 2013:419). The mean reflects the arithmetic average of all variables present in this study. The mean
and median will be utilised to determine whether the data is skewed or not. If equal, it will represent
a normal distribution. If it is not equal, the median will be utilised to determine in which direction the
data will be skewed (LoBiondo-Wood and Haber, 2014:316). Deviations from the mean will be
identified using standard deviation calculations. The correlation coefficients will be measured for
leadership characteristics and organisational efficiency as well as management characteristics and
organisational efficiency. This will determine the nature of the respective relationships.

6.2.2.Inferential data analysis

Inferential statistics are conclusions drawn from the sample representation of the population about
the population. The hypotheses of this study are tested using multivariate statistical analysis.

A multiple regression analysis will be conducted to determine possible dependence between

variables, specifying a cause and effect relationship. That is, determining the dependence of the
successful implementation of an organisational strategy on specific leadership and management
characteristics, as perceived by millennials in directorial positions.

These variables include eight traits of leadership and eight traits of management that potentially
influence organisational strategy as well as six organisational strategy factors that potentially impact
organisational efficiency. These hypotheses are included in section five of this study. A 95 percent
confidence level will be used to test each of the null hypotheses at a 5 percent level of significance
(). A significance level is a crucial probability associated with a statistical hypotheses test that
indicates how likely it is that an inference supporting a difference between an observed value and
some statistical expectation is true.

The strength and direction of the relationships between the dependent variable and independent
variables will be measured through the beta coefficient (standardised regression coefficient). The beta
coefficient will extrapolate from the data, which independent variables have greater effects on the
dependent variable. This will enable a ranking of the degree to which leadership/management
characteristics respectively influence the successful implementation of an organisational strategy.

16
7. ORIENTATION OF THE STUDY

The following section will briefly discuss the proposed outline of the research proposal as well as the
relevant importance of the content in each chapter.

7.1. Chapter 1: Introduction and background to the study

This is the first step within the proposed study introducing the topic chosen for research. A brief
overview of the topic and layout of the research proposal is provided and followed by an in-depth
overview of the background. The background touches on the various points of research, supporting
the research proposal.

7.2. Chapter 2: Millennial’s views on leadership/management and exploring the link

between organisational strategy and efficiency

Multiple sources were consulted in order to establish a theoretical background on millennials, their
views on leadership and management, and their workplace characteristics. Sources include articles
from reputable journals such as the International Journal of Human Resource Studies, published
dissertations, and a research report by Gallup- an American analytics and advisory company.

The above-mentioned sources concluded the following characteristics that shape the critical factors
of this study:

a) Millennials are exposed to leadership roles at a very young age

b) Millennials have extensive experience with regards to technology
c) Millennials are characterised by their aptitude for innovation
d) Millennials are the most diverse generation to date
e) Millennials value workplace relationships, communication and seek coaching/mentors
f) Millennials value teamwork above management

Further journal articles by Pinprayong and Siengthai define and explore organisational strategy as a
measurement of organisational efficiency.

The secondary research objectives of this study are as follows:

1. Determine whether millennials in directorial positions attribute leadership or management to

successful implementation of effective organisational strategy.
2. Determine if there is a correlation between specific leadership or management traits, and
effective organisational strategy.

17
 3. Investigate factors of organisational strategy that impact organisational efficiency to
determine the respective scale of influence of each factor.
7.3. Chapter 3: Research design and methodology

The research methodology sets out by explaining where the secondary research is conducted in the
background study. It further explains how primary research will be utilised in the form of quantitative
data through the online survey. The design outlines the survey that will be used to gather the
necessary data by dividing it into three sections; specific leadership traits, specific management traits
and the degree these traits influence organisational strategy. This will be measured by means of a 7-
point Likert scale which indicates respondent preference to various questions rated from completely
disagree to completely agree.

7.4. Chapter 4: Empirical results

The data will be analysed by means of descriptive and inferential statistics. All analysis will be
conducted using Microsoft Excel, and an Excel coding sheet will be used to help make sense of the
questions that will be asked within the survey by assigning numerical values to each possible answer.
The descriptive analysis section will comprise frequency tables and histograms to identify the central
tendency, spread and shape of the collected data. The inferential analysis includes hypotheses testing
by means of regression to measure the relationship between the dependent variable and the
independent variable. From this, it will then be determined whether the null hypotheses are rejected
or not, and how strong the correlation between the variables are.

7.5. Chapter 5: Summary, conclusions and recommendations

This research proposal aims to investigate the views of Millennials in directorial positions on
leadership versus management and the effects thereof on organisational structure as a measure of
organisational efficiency. The Millennial generation is slowly starting to dominate the modern
workforce and understanding their views regarding the traits of leadership and management is crucial
for understanding organisational strategy as a means of efficiency. Therefore, this proposal aims to
build awareness and investigate the importance of specific leadership and management traits that
could influence organisational strategy and thus increase organisational efficiency. Organisations need
to invest in developing the Millennials to develop these traits in order to improve the strategy thus
making them more efficient.

18
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 APPENDIX
Appendix 1- Email Survey

Section A
Thank you for taking time out to participate in this study. Please read the following questions carefully and answer completely.
I1 Please identify your cisgender. Male Female
I2 Are you South African? Yes No
I3 Please indicate your age bracket. 22-25 26-29 30-33 34-38
8<
I4 How long you have held your directorial position? <1 year 1-3 years 4-7 years
years
I5 Do you understand the concept of organisation strategy? Yes No
If you answered 'No' for I5, please read the following definition.
The manner in which an organisation evolves overtime to realise its strategic objectives.
Section B
The following questions are designed to determine your views on how different leadership and management traits may be able to influence organisational strategy. Please
read each question carefully and decide which statement you agree with most.
The following traits in upper leadership/management influence the Completely Somewhat Somewhat Completely
Disagree Neutral Agree
effective implementation of organisational strategy: Disagree Disagree Agree Agree
L1 Integrity 1 2 3 4 5 6 7
L2 Communication Skills 1 2 3 4 5 6 7
L3 Loyalty 1 2 3 4 5 6 7
L4 Adaptability 1 2 3 4 5 6 7
L5 Charisma 1 2 3 4 5 6 7
L6 Empowerment/ Edification 1 2 3 4 5 6 7
L7 Vision 1 2 3 4 5 6 7
L8 Confidence 1 2 3 4 5 6 7
Of the above specified traits, please rank which 3 you feel are the most 1) ________________________ 2) ________________________
important by their question code (L1 – L8). 3) ________________________
If there is a trait you determine as more important, please specify it:

24
 The following traits in upper leadership/management influence the Completely Somewhat Somewhat Completely
Disagree Neutral Agree
effective implementation of organisational strategy: Disagree Disagree Agree Agree
M1 Technical Skills (Knowledge of techniques to achieve objectives) 1 2 3 4 5 6 7
M2 Advanced Problem Solving and Conceptual Thinking Skills 1 2 3 4 5 6 7
M3 Interpersonal Skills 1 2 3 4 5 6 7
M4 Delegation Skills 1 2 3 4 5 6 7
M5 Strategic Planning/ Organisation 1 2 3 4 5 6 7
M6 Project Management 1 2 3 4 5 6 7
M7 Analytical Ability 1 2 3 4 5 6 7
M8 Rational Decision-Making Skills 1 2 3 4 5 6 7
Of the above specified traits, please rank which 3 you feel are the most 1) ________________________ 2) ________________________
important by their question code (M1 – M8). 3) ________________________
If there is a trait you determine as more important, please specify it:

The degree to which you agree with the following statements regarding Completely Somewhat Somewhat Completely
Disagree Neutral Agree
organisational strategy: Disagree Disagree Agree Agree
OS1 Strategic planning is vital whilst establishing OS' 1 2 3 4 5 6 7
OS2 Middle and lower management should adopt goals to fulfil OS' 1 2 3 4 5 6 7
OS3 Mission and Vision play central roles in defining OS' 1 2 3 4 5 6 7
OS4 OS' should be dynamic and adopt to changes where necessary 1 2 3 4 5 6 7
OS5 Accessible resources are important to effective execution of OS' 1 2 3 4 5 6 7
OS6 Large amounts of central control necessary to achieve success in OS' 1 2 3 4 5 6 7
Of the above specified factors, please rank which 3 you feel are the most 1) ________________________ 2) ________________________
important by their question code (OS1 – OS6). 3) ________________________

25
26