TITLE: Factors Contributing to Effective Leadership and Factors Influencing

decision making.
1.1 Introduction

The complexity and challenges of the global context in which leaders operate, has
led to an increase in the demands for effective leadership, this is perhaps due to the
production of different theories and approaches constructed by academic scholars
and practitioners which seem to demand more of leaders (Sturm et al, 2017). The
expectation is therefore on business leaders to develop capacity to effectively lead
across various levels, such as self, others, and organization, while simultaneously
fulfilling various roles and responsibilities.

Academic scholars over the decades have pointed to several variables contributing
to effective leadership like, change management, charisma, emotional stability,
communication, follower motivation to name a few (Hogan et al, 1994; Yukl, 2013;
Griffith et al, 2015). However, the common thread across these various perceptions
on leadership effectiveness is that the emotions displayed by leaders, whether
related to their personal traits or espoused message, are linked both directly and
indirectly to the success of such leader (Griffith et al, 2015). Thus, drawing on
previous research, this report primarily seeks to identify factors that contributes to
effective leadership by reviewing successful leaders. In addition, by developing and
administering and testing a questionnaire, this research seeks to ascertain the
factors that influences individuals in making effective decisions.

1.2 Research Aims

The aim of this research is to highlight factors that contributes to effective leadership.
Furthermore, the factors influencing a person to make effective leadership decisions
will also be discussed.

1.3 Research Objectives

This research is a consultancy project for Ravi a leadership consultant who advises
leaders on how to become more effective. Hence, the objectives of this research are
as follows:

1. To identify key leadership traits of key leaders by reviewing successful

leaders.
2. Identify key factors that influence a leader to make effective decisions.
3. Develop and test a questionnaire on factors influencing a person to make
effective decisions.
I.
 LITERATURE REVIEW

Comprised in this literature review are five sections, detailing the factors contributing
to effective leadership and decision making. The conceptualization of leadership,
emotional intelligence, empathy, integrity, communication, and decision making are
discussed accordingly in each section.

2.1 Leadership

The term, leadership, often conveys irrelevant connotations which creates

vagueness of meaning (Janda, 1960). This is perhaps due to it being borrowed from
the common vocabulary without being properly redefined. Stogdill (1974) stated that
there are almost as many definitions of the concept of leadership as there are
individuals who have defined it. Leadership is thus often defined according to the
individual perspectives of the researcher and the certain aspects of the phenomenon
which interests them the most. However, the definition of leadership in terms of
behaviours, traits, interaction patterns, influence, occupation of a managerial
position, and role relationships seem to be a common thread amongst most scholars
(Yukl, 2013).

Hemphill et al. (1957) defined leadership as an individual’s behaviour whilst directing

the activities of a group towards a common goal while Rauch et al (1984) defined it
in terms of influence, asserting that the concept is the process of influencing the
outcomes of the undertakings of a particular group towards the achievement of their
set goals. However, Richards et al (1986) presented a contrasting view by defining
leadership as the articulation of visions, values, and the creation of a suitable
environment in which things can be accomplished. An interesting view of leadership
is presented by Burns (2012) who defines leadership as inspiring followers to act
towards specific goals, representing the values, motivations, wants, needs,
aspirations and expectations of both the leader and those of the followers.
Furthermore, stating the genius of leadership as lying in the way in which the leader
sees and acts on their own and followers’ motivations and values. However, despite
the host of ways in which leadership has been conceptualized by various scholars,
the components central to the phenomenon is that it is a process, it entails influence,
occurs in groups and it involves having a common goal. Hence, in this research,
regarding the definition of leadership, we find that given by Burns (2012) to be most
appropriate.

2.2 Emotional Intelligence

Displaying emotion and evoking emotions in others is one of the most important
elements entailed in the role of a leaders. This is perhaps the reason for the
suggestion by various scholars that the ability of a leader to understand and manage
own feelings, emotions, and moods, as well as those of the followers contributes to
effective leadership (Gardner et al, 2002; George, 2000; Heaton et al, 2006).
Emotional intelligence entails the interplay between emotions (affective domain) and
thinking (cognitive domain) and the way in which an individual understands emotions
and applies this understanding to daily tasks (Northouse, 2015). Theorized as sets of
verbal and non-verbal abilities, emotional intelligence allows for the generation,
recognition, expression, understanding and evaluation of emotions (personal and
others’) to guide thought and actions, which consequently enables the individual
cope successfully with environmental demands and pressures (Rajah et al, 2011).
Thus, emotional intelligence has being argued by several scholars to be an important
component of effective leadership (Dasborough et al, 2002; Welch, 2020). In
describing the importance of emotional intelligence, Goleman (1998) asserts that the
crucial element linking most effective leaders together is a higher degree of
emotional intelligence. Furthermore, that without it, even though a leader possesses
the best training, has an incisive analytical mind and an endless supply of genius
ideas, he still will not make a great leader.

Mayer et al. (2000) defines emotional intelligence as the ability to express and
discern emotions, employ emotions to facilitate thinking, understand and reason with
emotions and control emotions within oneself and in association with others. Self-
awareness and self-regulation are both elements asserted by Goleman (1998) as
being an important component of emotional intelligence. He states self-awareness
as the in-depth understanding of one’s own emotions, strengths, weaknesses, drives
and needs, and how this emotion affects both the individual personally and others.
Hence, self-awareness entails the knowledge of individual emotions and their
impacts on others, appreciation of own’s values and skills and the capacity to reflect
on actions taken (Petrovici, 2014). A leader with good self-awareness is conscious
of his feelings and how they may transfer or impact on his professional performance,
and thus constantly engages in the habits of cultivating self-reflection as opposed to
reacting impulsively. Goleman (1998) describes self-regulation as the component of
emotional intelligence that enables individuals’ control over their emotions, as
opposed to being enslaved by their feelings. Stating further that even though leaders
with self-regulations may feel bad moods and emotional impulses just like everyone
else, they however find ways of controlling and channelling such emotions into
something useful. Several scholars have found link between emotional intelligence
and effective leadership, positive relationship between emotional intelligence and
employee job satisfaction as also being established (Goleman, 1998; Brief et al,
2002; Ashkanasy et al, 2000; Miao et al, 2016). Yukl (2013) posits that because
emotionally intelligent leaders are more self-aware of their strengths and
weaknesses, less self-centred, have more self-control and are more in control of
their emotions, they can maintain a cooperative relationship with their followers.
Therefore, leaders in control of their feelings and impulses can create within their
environment an atmosphere of trust and fairness, in which politics and infighting are
reduced, productivity is improved, talented people flock to such organization and are
not tempted to leave (Goleman, 2011).

2.3 Empathy

Ickes (1997) posits on the social importance of empathy, stating it as the second
greatest achievement in which the mind is capable as it establishes relational bonds
and facilitates communication. Empathy is often described as ‘putting oneself in
another’s shoes’ or experiencing the emotions of another person (Burch et al, 2016).
Thus, empathy is of particular importance to effective leadership as it enables a
leader to understand the viewpoints of others which in turn helps foster group
cohesiveness (Klare et al, 2014). Furthermore, they assert empathy as serving as a
lens through which leaders gauge the emotional states and reactions of their
followers and respond in appropriate manner. Salovey et al. (1990) defined empathy
as the ability to grasp the feelings of another and re-experience those feelings. For a
leader, however, it does not mean pleasing everybody and adopting people’s
emotions as one’s own but rather it entails the thoughtful consideration of
employee’s feelings in addition with other factors in the process of making decisions
(Goleman, 2011). Empathy therefore allows a leader’s grasp both the feelings and
views of others, identify and priorities shared values which guides and generates
positive reactions amongst the followers (Petrovici, 2014). A leader with no empathy
will send a discordant message which generates negative reactions. Therefore,
empathy is the sine qua non element of effective leadership and efficient social
interaction which enables a leader to be trusted by followers even when they may
not agree with his decisions (Quinn et al, 2015).

2.3 Integrity

The notion on the importance of integrity to effective leadership is often asserted in

leadership studies, to a point that it should be considered as an axiom (Palanski et
al, 2009). Identified as a basic element of effective leadership, integrity enables a
leader demonstrate trustworthiness which subsequently allows him to attain reliability
among followers and other key stakeholders (Martin et al, 2013). The integrity of a
leader is often associated with the individual traits of honesty, fairness, sincerity, and
trustworthiness indicated in the leader’s actions towards others (Moorman et al,
2013). Integrity is defined by Palanski et al (2007) as the consistency between words
and actions. This definition is like that given by Simons (1999) in which integrity was
defined as the recognisable pattern of fit between an entity’s words and deeds.

Integrity is the key determinant of interpersonal trust, as it signifies the consistency of

a person’s behaviour to their espoused values (Yukl, 2013). Hence, unless a leader
is perceived to be trustworthy, it would be nearly impossible to retain the loyalty of
followers. Yukl (2013) states further, that the extent in which a leader’s behaviour is
consistent with those values repeatedly articulated to followers is a key determinant
of integrity. Thus, a leader that aspires to inspire followers to support a particular
vision or idea must set an example in his or her own behaviour. Taking responsibility
for one’s actions and decisions is also an important aspect of integrity. This is
because leaders who try to deny responsibility or push blame on followers appears
weak and undependable. Leaders with integrity thus, inspires confidence in followers
because they are loyal, dependable, and not deceptive (Northouse, 2015). Hence,
integrity signifies that a leader is believable and worthy of follower’s trust which in
turn translates into effective leadership.
2.4 Effective Communication

Harrison et al. (2014) commenting on the importance of communication to

leadership, states that ‘leadership cannot exist without communication as the leader
who refuses to communicate in some situations so as not to show his hand, is also
communicating by that taciturn strategy’. Communicating a desired state is arguably
one of the most important tasks entrusted to a leader (Venus et al, 2013). Previous
literature on leadership have considered effective communication of vision, goals,
and the motivation of followers through value infused messages as an important
component of effective leadership (House, 1996; Berson et al, 2004, Colbert et al,
2008). Neufeld et al. (2008) posit that simply having a vision and plans for achieving
said vision is not enough but rather a leader must be able to effectively articulate
their vision and strategies for action as to influence their followers. Furthermore, that
through effective communication leaders can aid the understanding of followers
which helps them derive meaning from any given activity.

Open communication or communication transparency is another component of

effective communication highlighted by various academic scholars (Gross, 2002;
Rogers, 1987; Norman et al, 2010). Rogers (1987)’s empirical research established
the importance of open communication in increasing followers’ perception of
honesty, trust, and supportiveness of the leader. Norman et al (2010) defines open
communication as the perception of the follower that a leader listens, follows up,
provides recommendations, and takes actions. Hence, in leadership open
communication is perceived in terms of information exchange and the quality of
relationship existing between the leader and his or her followers. Transparency in
communication has also been linked to better leader and follower relationship,
increase in follower motivation, job satisfaction, clarity of role, trust, and
organizational citizenship (Kay et al, 1995; Weiss et al, 2002; Korsgaard et al, 2002).
Therefore, when leaders solicit inputs, follows up on suggestions and acts on
criticism, followers perceive that the leader’s words and deeds are in alignment and
that their opinions and suggestions are of importance which in turn has a positive
impact on leadership (Vogelgesang et al, 2013).
2.5 Decision Making

Mosier at al. (2010) asserts that decision making cannot be assessed in a vacuum
but rather in context, as it is the key component of problem solving, alarms
responses and human automation interactions. Furthermore, that individual
judgements and decisions are impacted by contextual variables; knowledge, skills,
expertise, experience, and said decisions in turn impact the context. The words
judgement and decision making are often used interchangeably, in this research
however, decision making is defined in line with those given by Cannon-Bowers et
al, (1995) as the capacity to assemble and integrate information, utilise good
judgement, spot alternatives, pick the best solution, and gauge the consequences.

How do people make decisions and how should decisions be made? Are the two
questions the scholars of decision making seek to answer. This fundamental
question divides the study of decision making into two: descriptive and prescriptive
research, while descriptive research entails the development of decision-making
models based on observing expert decision makers in changing environments,
prescriptive research provides explanations on the deviations from optimal
mathematical models in human decision making (Stagl et al, 2007). Dholakia et al,
(2002) states on four phases of decision making: pre-decisional phase, post-
decisional phase, actional phase, and post-actional phase. The pre-decisional phase
is characterised by deliberations by the decision maker on the feasibility and
desirability of the many and often conflicting desires he or she might be entertaining.
It is in this phase that one goal or option is selected over the other. In the post-
decisional phase, action for the attainment of the chosen goal is formulated while the
actional phase entails environmental engagement to enable the enactment of the
chosen goal. The post -actional phase involves the examination of the outcomes of
the chosen goal by the decision maker, to determine the correspondence of the
outcomes with the original desire. Tichy et al (2007) agrees with this assertion,
stating that effective leaders with sound decision making are not just lucky or have
had an ‘aha’ moment but rather make such calls in three phases: the preparation
phase where issues demanding judgement calls are sensed and framed by the
leader; the second phase where the decisions are made and the final execution
phase where leaders having made the decision, continue to learn and adjust along
the way.
 METHODOLOGY

3.1 Research Approach and paradigms

For this research, the researcher will use the positivism epistemology approach to
decide whether causes probably determines outcomes and effects in the present
phenomena which will allow the researcher to find positive results. Positivism refers
to the value of what is commonly offered, with a stricter emphasis on the
consideration of pure evidence as well as reality, without being affected by the
understanding of human prejudice (Scotland, 2012; Saunders et al., 2009). Thus, the
positivism approach was chosen because it is the most pragmatic and prudent
option for this project.
3.2 Research Method and Strategy
In this research, the quantitative method will be adopted. The benefit of quantitative
method lies in the fact that the researcher will have the ability to decide what to
explore and ask exact and precise questions, conduct their inquiry critically and
obtain quantifiable evidence from respondents through the design of a structured
questionnaire (Edmond et al, 2016).
A descriptive survey design will be adopted due to its versatility to collect detailed
information from situations and respondents (Yin, 2011). Descriptive survey is a
survey structured to economically gather uniform information from a vast population
allowing for a straight-forward comparison. It is able to answer what, who, and where
questions but not why. In view of the present study, it was considered the most
accurate instrument in understanding the essence of leadership and the contributing
factors to its success. Furthermore, this study will explore the factors leading to
successful leadership and will focus on reporting the data overview by means of
graphs such as; histograms and pie-charts.
3.3 Approach to Data Collection and Analysis of Findings
Primary data will be utilised in this research. This are data collected for the first time
which are freshly and specifically relevant to a topic or problem (Khotari, 2004). The
rationale for this choice is that it is most applicable to the present study and the
precision of the data is very high. Secondly, this will enable the researcher to acquire
the participants' first-hand knowledge using questionnaires and lastly, it will give the
researcher a more accurate understanding of the issue under examination, but the
drawbacks are that the researcher will have little discretion over the data, and it
takes a great deal of work and time to gather the data (Zikmund et al., 2013).
Analysis of data is a consistent search of significance (Thody, 2006). Wagner (2019)
did, however, argue that raw data collected from a study is meaningless, except it is
converted into decision-making purposes. To analyse the collected quantitative data,
the researcher will use version 26.0 of the IBM Statistical Package for Social Science
(SPSS). This method will be used because it is the suitable means of comparing,
identifying, describing, and creating synopses (Wagner, 2019). The data collected
and representations such as pie charts and histograms will provide further statistical
inferences for easing quick data interpretations. Replies will be shown in
percentages and questionnaire data will be checked for coherence. In addition,
qualitative data will be evaluated using histogram to measure participants' responses
and by the aid of histogram, SPSS will be used to synthesise respondents'
information.
3.4 Sampling Design
Sampling is a way to pick a representative of the entire nation, to perform an
analysis with the representative and to generalise the test findings as if they were a
population product (Lohr, 2009). There are two important sampling methods;
probability sampling and non-probability sampling (random, stratified and cluster).
Each element, according to Bell et al. (2018) has a known likelihood of being chosen
using an altered selection process in the probability or chance sampling technique
and it chooses elements that correctly represent the population from which the
elements originate.
Nonetheless, after considering the different sampling techniques, the process/
methodology that would be implemented in this study is the probability and non-
probability sampling technique and samples will be taken from the population using
the convenience sampling. The convenience sampling will be used because of
availability at a certain time, participatory willingness, geographical vicinity, and
convenient access to respondents. Kombo and Tromp (2006) claim that convenience
sampling is based on captive audience and what the researcher encounters
incidentally. The selection of Probability sampling methods is that it will conveniently
assist in generalising the target population whereas the Non-probability sampling will
be employed to distribute questionnaires. The sample size for this study, which
represents about 20% of the population, is chosen as a total of 150 respondents as
Adam (2020) said the sample size of 5-20% is optimal if a whole population is to be
covered. The questionnaire will be distributed evenly to individuals above the age of
18 on the researcher’s contact list especially those who work within an organisation.
Firstly, this is going to be achieved through inputting the questionnaires in a web-
based app (Google forms), to generate forms for data collection, a link will then be
generated automatically through this online application, and electronically distributed
via email or WhatsApp to respondents. This web-based app categorises the number
of responses into male and female allowing the researcher to know how many
people have filled the questionnaire forms. However, to make the respondents
participate in the questionnaire, the researcher will continuously remind them each
day and make them realise how significant their contribution will be to the research,
give them the assurance that their response would be confidential and assure them
that the outcome of the research will be shared with them upon completion.

3.5 Methods and Instruments used for Data Collection.

Various research techniques may be used to gather data, including structured
questionnaires, interviews, and surveys. Common approaches are structured
questionnaires and surveys that allow the respondents to comment. Interviews are
used for a two-person dialogue to gather facts on the subject (Khotari, 2004). For the
data collection, questionnaire will be used, the questions will be separated into
closed and open-ended questions. The open-ended questions will allow the
respondent to express his/her views unrestrictedly or without any restrictions and the
close-ended questions will concentrate on issues that are particularly applicable to
the research topic to monitor and limit the respondent's response in terms of the
research objectives (Li and Ren, 2020). The structured questionnaire is the form that
will be selected for this study, considering the various approaches. Questionnaires
are considered as a sequence of questions, each with several alternative answers
that allow respondents to choose from (Wilmot, 2020). The rationale for this
technique over interviews is informed by the quantitative nature of this study.
Questionnaires allow for the collection and analysis of data statistically. Furthermore,
this method compared to interviews is inexpensive, precise and time saving
(Bryman, et al 2015).

3.6 Ethical issues and considerations

Ethical considerations are an important aspect of any research work as it involves
the consideration of acceptable societal norms expected of the researcher when
conducting a study (Sanders et al, 2016). The issues of confidentiality and anonymity
are applicable in this research, as primary data will be mainly utilized. Hence, in this
research we comply with Leeds Beckett University’s Research Ethics Policy and
Procedures stipulating informed consent of participants, ensuring of anonymity and
confidentiality of respondents, voluntary participation and, guaranteeing the ethical
standards regarding the risk of harm to participants. Furthermore, we intend to
comply with the UK Data Protection Act of 2018 in ensuring that the data collected is
fairly, lawfully, and transparently utilised, handled properly to ensure security and
protected from unlawful processing.

3.7 Implications of the research.

This study seeks to highlight the key traits and factors contributing to effective
leaders and factors influencing individuals in making effective decision. Thus, by
reviewing successful leaders and highlighting those factors that contributed to their
success, this research contributes to leadership studies and serves as a precedent
to both current and incoming leaders, on important key factors necessary for
effective leadership. Also, by administrating a questionnaire, this research would
highlight factors influencing a person to make effective decisions. Hence, the general
implication of this research is to provide Ravi with empirical data on those factors
contributing to effective leadership and effective decision making.

3.8 Limitations of Research

Access to suitable individuals for information, lack of time and restrictions due to the
pandemic are the possible limitations of this research. These limitations are informed
mainly by the coronavirus restrictions which has resulted in businesses moving
online and individuals working from home, which for this research means that access
to suitable individuals will be more tedious and time consuming. Consequently, this
means that the researchers would have to rely on existing contacts which might be
insufficient for the needed sample size.

Conclusion
The current literature of factors contributing to leadership success in an organization
has been objectively reviewed in this study. It can therefore be inferred, after
evaluating the factors listed, that these factors are among the most significant factors
stressed to illustrate the success of leadership and successful leadership enables
and empowers individuals to understand their full potential and harness their
potential to accomplish mutual goals.

Research Timeline

The timeline for this research has been illustrated using a Gantt chart. Tasks
necessary for the successful completion of this research has been divided into
manageable timelines. The duration of timelines covers a period of 26 weeks,
between November 2020 till report submission due May 2021.
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