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MASTER THESIS
Supervisor
KONYA – 2018
T. C.
SELÇUK ÜNİVERSİTESİ
Sosyal Bilimler Enstitüsü Müdürlüğü
Numarası 154227012008
Öğrencinin
I hereby declare that all information in this document has been obtained and
presented in accordance with academic rules and ethical conduct. I also declare that,
as required by these rules and conduct, I have fully cited and referenced all material
and results that are not original to this work.
i
ACKNOWLEDGEMENT
I would like to thank my supervisor Prof. Dr. Adnan ÇELİK, because he guided me,
trusted me, taught me and helped me every time.
I would also like to thanks Prof. Dr. Tahir AKGEMCİ, Prof. Dr. Fehmi
KARASİOĞLU, Prof. Dr. Orhan ÇOBAN, Assoc. Prof. Dr. Ali ERBAŞI and
research Assistants, Hande ULUKAPI YILMAZ, Akın ABUL and Esra Kızıloğlu,
they helped me and motivated me a lot.
Finally I would like to thank my lovely sister Ms. Vinos Saber Jami JAMI for all of
her help.
iii
Dedicated to my beloved mother
iv
T. C.
SELÇUK ÜNİVERSİTESİ
Sosyal Bilimler Enstitüsü Müdürlüğü
Adı Soyadı Mohammed Saber Jami JAMI
Numarası 154227012008
Öğrencinin
ÖZET
v
T. C.
SELÇUK ÜNİVERSİTESİ
Sosyal Bilimler Enstitüsü Müdürlüğü
Adı Soyadı Muhammed Saber Jami JAMI
Numarası 154227012008
Öğrencinin
SUMMARY
vi
CONTENTS
vii
1.7.1.1.2. Active Management by Exception ......................................... 29
1.7.1.1.3. Passive Management by Exception ........................................ 29
1.7.2. Transformational Leadership ................................................................. 30
1.7.2.1. Dimensions of Transformational Leadership ................................. 31
1.7.2.1.1. Charisma (Idealized Influence): ............................................. 31
1.7.2.1.2. Inspirational Motivation ......................................................... 32
1.7.2.1.3. Intellectual Stimulation .......................................................... 32
1.7.2.1.4. Individual Consideration ........................................................ 33
1.7.3. Laissez-Faire Leadership ....................................................................... 33
1.7.4. Comparison Between Transactional and Transformational ................... 35
SECOND SECTION: CONCEPT OF DECISION MAKING............................. 36
2.1. Concept of Decision Making ......................................................................... 36
2.2. The Importance of Decision Making in Organizations .................................. 39
2.3. Types of Decision Making ............................................................................. 41
2.3.1. Programmed Decisions .......................................................................... 41
2.3.2. Non-Programmed Decisions .................................................................. 42
2.4. Decision Making Process and Steps .............................................................. 43
2.4.1. Identify or Define the Problem or Opportunity...................................... 45
2.4.2. Identifying Limiting Factors .................................................................. 46
2.4.3. Develop Alternative ............................................................................... 47
2.4.4. Choosing Best Alternative ..................................................................... 47
2.4.5. Implementation the Decision ................................................................. 48
2.4.6. Evaluate the Decision ............................................................................. 48
2.5. Models of Decision Making ........................................................................... 49
2.5.1. Classical Model ...................................................................................... 49
2.5.2. Normative Model ................................................................................... 50
2.5.3. Political Model ....................................................................................... 51
2.5.4. Intuitive or Intuition Model.................................................................... 52
2.5.5. Administrative Model ............................................................................ 53
THIRD SECTION: THE IMPORTANCE OF LEADERSHIP STYLES IN
DECISION MAKING PROCESS: A RESEARCH IN CHARITY
ORGANIZATIONS IN IRAQ ................................................................................ 54
3.1. Importance and Purpose of Research ............................................................ 54
3.2. Scope of the Research ................................................................................... 54
viii
3.3. Data Collection Tool and Scales ................................................................... 57
3.3.1. Questionnaire Design ............................................................................. 57
3.3.2. Sampling ................................................................................................ 58
3.4. Limitations of the Study ................................................................................. 59
3.5. Research Hypothesis and Model .................................................................... 59
3.6. Validity and Reliability of the Study ............................................................. 60
3.7. Research Findings .......................................................................................... 61
3.7.1. Demographic Characteristics of the Participants ................................... 61
3.7.2. Standard Division and Means of Transactional Leadership .................. 63
3.7.3. Standard Division and Means of Transformational Leadership ............ 64
3.7.4. Standard Division and Means of Lassies Faire Leadership ................... 65
3.7.5. Standard Division and Means of Decision Making ............................... 65
3.7.6. Correlation Analysis Results .................................................................. 66
3.7.7. Regression Analysis Results .................................................................. 67
3.7.8. Results of the Analysis of Diversity According to Demographic
Characteristics ............................................................................................................ 69
3.7.8.1. T-Test Analysis Results ................................................................. 69
3.7.8.2. ANOVA Analysis Results ............................................................. 70
CONCLUSION AND RECOMMANDATIONS ................................................... 74
REFERENCES ......................................................................................................... 77
APPENDIX ............................................................................................................... 88
CURRICULUM VITAE .......................................................................................... 91
ix
LIST OF TABLES
x
LIST OF FIGURES
xi
INTRODUCTION
All of the theories and historical study indicates about important of leader in
every situation for what are needs to be done in the smallest way while obtaining the
good consequence and most outcomes. Leaders must have roles in decision making
and helps other to making decision, because making decision is not easy in every
situations it needs a leader in every organization.
Decisions are made by leaders – decisions about what to do, when to do it,
with whom, why, how, for how long, resulting in what end and assuming what.
Sometimes these decisions have positive results; sometimes negative. Sometimes
decisions are made with others and sometimes alone, but always based on others.
Strangely enough to make decisions that sometimes leads. Regardless of the actions
of a person, a decision is always made, even if it is a decision not to decide anything
(Middlebrook and Miltenberger, 2008: 1).
Leaders have to know what types of decisions to make that may keep the
interest of the stakeholders that are involved. If their leader doesn’t agree with the
decisions they make in the organization followers may be not completely committed
to a team. Employees with active participation are often taken into account in making
decisions because they are the ones to apply and implement them. Leaders and
managers have to create a climate that helps he employee participate by sharing their
information and helping in decision making (Ejimabo, 2015: 2).
Not all the times the leaders have good and helpful knowledge and time;
therefore they have to try to get more information and try to manage their time
because decisions delaying may effect on the organization negatively. When leaders
declare, they will accumulate all available information at different levels of the
institution, as time permits. They need also be sure that their sources of knowledge
and information are accurate and reliable, and that bad decisions may have bad
1
results and consequences; at the same time they have to realize that changes in the
business environment can affect their decisions (Abood and Thabet, 2017: 71).
The laissez-faire style can be also known as the hands-off ̈ style. This is one
that the manager provides little or no direction and helps the employees to have as
much freedom as possible. This style may look simple and easy applying between
subordinates and the leaders. Leaders who embrace by name of laissez-faire
leadership style, will be accept that they have little control over the followers so that
they have freedom to carry out the tasks they are assigned without direct supervision
(Aunga and Masare, 2017: 44).
2
However, decision making is not only considering as taking the right
compromises. Even it is a decision has deteriorated into work, and is a good
intention. It is not a decision (Harvey, 2007: 3). Making decisions have relations with
an individual’s autonomy and the essence of what is regarded as personhood, also it
is a basic component in helping an individual of having control over life and
engaging with the society (Pathare and Shields, 2012: 2). Decision making in
business is about compromises or choices so that to meet business objectives. But is
not just about choosing the right compromises or choices. ‘Unless a decision has
‘deteriorated into work’, is not a decision (Harvey, 2007: 3).
The process of choosing a logical selection among the options those are
available. When attempting to make good decisions, a person must know the
negatives and positives of each option, and consider the different alternatives. For
influential decision making, an individual have to be capable to forecast the result of
each option as well, and based on these items, try to find which option may be the
best for a particular situation (Armesh, 2012: 1).
This study includes three sections the first section is leadership and leadership
styles like transactional, transformational and laissez-faire leadership. The second
section is decision making, decision making process, steps and models of decision
making have explained. In the last section the relationship between the styles of
leadership like transactional, transformational, laissez faire leadership with decision
making in charity organizations in Iraq explicated. And followed by conclusion and
recommendations.
3
FIRST SECTION
1. 1. Concept of Leadership
Leaders are not born as leaders, leaders are made. This idea is accepted,
however, so as to be a good leader, an individual have to have knowledge,
commitment, patience, experience, and most importantly, the ability to negotiate and
work together with others to reach their goals. So good leaders are born, not born.
Good leadership can be improved or developed with a never-ending process of
accumulation of education, training, self-study and appropriate experience
(Amanchukwu et al, 2015: 6).
Leadership has a great role in the organization process. Leaders are not only
able to control many of the levers of organization, but they have very potent role
models for organizational members (Kramer and Staw, 2003: 6). Although
leadership is the most extensively studied topic in the behavioral, social, and
4
management sciences, and there is no much consensus about the essential features of
an effective leadership (Schneider and Smith, 2004: 17). Leadership is the process of
affecting the others so that to achieve group or organizational goals. When a person
makes all the decisions, that’s not leadership that’s boss (Williams, 2015: 289).
Leadership is also has defined as the process of affecting others in a way that
increases their contribution to the realization of the goals of a group. This process is
seen to involve the positive influence of a person on the behavior of many others
and, that’s why, it is often viewed as the key to an efficient and effective
organizations. If an exceptional person is able to marshal all the energies of others,
logic dictates that effort expended in retaining, recruiting and understanding such a
person the effort well be spent. For this reason ‘leadership training is considered as a
big business. It is no surprise to find that leadership is widely considered ‘the most
important thing in the realm of organizational behavior’ and also the most researched
(Haslam, 2004: 40).
Good leaders will be make not will be born. If you have the power, desire and
skills, you may become a good leader. Effective leaders go through a never ending
process of training, experience, self-study, and education. Organizations are in the
need of strong management and leadership for optimal effectiveness. We have to
leaders today to have the ability to challenge the create visions and status quo of the
future, and making inspiration for organizational members to have the desire to
obtain the visions. We need leaders to formulate detailed plans as well as creating
efficient organizational structures, and oversee the operations that are day-to-day
(Robbins and Judge, 2013: 368).
5
Leadership is the capability of corresponding to change. Exerting Leadership
is organizing a new value or worth with vision. Leadership also requires mentoring
new leaders and training them for the next generation (Ueno, 2001: 18). Leadership
is a measure of the skills and experience to successfully bring out or emphasize extra
performance from others, and the compliance with the acceptance of authority
measured the perspective the individual has about regulations and rules (Anderson et
al, 2005: 116). Leaders are important in the companies. Their role is to “help and
direct others in performing their task, they create culture of efficiency” and they
maintain stability. On the other hand, leaders can create vision and strategy. Leaders
help others focus on people and to grow; motivate and inspire, they create a change
and a culture of integrity (Elhajj, 2013: 2).
6
The leader helps in guiding the action of the employee in accomplishing the
tasks. A leader who is good and experienced creates confidence, motivates his
subordinates and increases the morale of the workers. Good leadership is a condition
for the success of any business, the business leaders are the vital resources of any
enterprise (Rtu, 2000: 5).
The same as other topics leader has a history of general researches and
studies, so we can describe its’ historical side briefly and give some definitions based
on the dates and years, and described the Greek, China and Egypt’s leadership.
The main focus is on leader as a hero that was described by Thomas Carlyle
in 1840. And Herbert Spencer (a fellow Victorian) later expressed a contrasting
7
view which he says that the heroic leaders are the commodity or product of their time
and prevailing the social conditions (Early, 2016: 1).
Hundreds of articles and books have published in recent the years which talk
about the differences between that two topics leadership and management. Good
management is essential and basic in organizations; good managers should be leaders
too, because the distinctive qualities that are associated with management and
leadership provide different strength for the organization. As shown in table-1.1.
Leadership and management reflect two different sets of skills and qualities that
frequently used within a single individual. An individual person can have more than
one set of quality than another one, but ideally a manager enhances a balance of both
leader and manager quality (Daft, 2011: 428).
8
Not all managers are leader; not all leaders are manager. According to an
observer, “Management is about the way of coping with complexity. Good
management brings about consistency and order by drawing up formal plans,
monitoring results against the plans, and designing rigid organizational structures.
While leaders exercise the impacts in a more informal and not structured manner,
managers have formal decision-making positions in the organization. Management
jobs may provide the chances for leadership, and managers are likely to be more
effective through combining formal authority for making decisions and allocate
resources with the ability of motivating the subordinates (Mejia and Balkin, 2012:
351). Some leaders are very good managers while some managers are very good
leaders (Bertocci, 2009: 9).
Leadership and management reflect two different sets of skills and qualities
are that frequently overlap within one individual. An individual might have more of
9
than a set of qualities than others, but ideally a manager have to set a balance of both
manager and leader qualities (Daft, 2008: 494). Leaders at the same can be a
manager or both, but good managers every time are a leader. Leadership and
management are related; leaders without management will be weak and cannot be
solve the organizational problems perfectly.
Gender has impacts on leadership in many aspects. Whether women and men
lead in a different ways, is still a highly debated issue. However, the major impact of
gender on leadership is that, women usually are presumed to be less worthy and less
competent to hold leadership positions. Leadership style depends on a various
number of factors, where gender difference is one of them. Leaders adapt to
expectations based on people’s categorization of them as female or male (Górska,
2016: 138).
An argument suggests that men and women have different behavior as leaders
it is referred to as the structural–cultural model of leader behavior. This model tells
that because women sometimes experience lack of respect, power, they have to
behave in a different way from men so as to be effective leaders. For example,
followers expect different behaviors types from women but not from men. Thus, a
female leader who may act aggressively will be saw or viewed as mean-spirited or
very emotional, whereas a man who is behaving in the same way might be thought of
as confident, passionate or strong. Women are also pressured to have certain gender-
role stereotypes, such as being interpersonally nurturing and oriented more than men.
In essence, women are also required to find a way of leading while making contacts
10
comfortable by showing behavior consistent with gender-role stereotypes. Women
who do this are not necessarily less effective leaders as we discussed above, the
effectiveness of any specific leader behaviors will depend on the situational factors.
So when the situation calls for a leader that emphasizes caring and concern for
followers, women will be showing nurturing behavior and strong interpersonal skills
are showing themselves effective and perhaps will be better leaders than men (Hitt et
al, 2011: 31). Another difference that is discussed in some sources is men have a
tendency to be more autocratic whereas that woman may be slightly more democratic
in making decisions. However, much more work is necessary to be done so as to
understand the dynamics of leadership and age better (Ebert and Griffin, 2013: 229).
There are some studies about gender in leadership styles: A study found that
women try to adopt a more transformational and participative and democratic
leadership style whereas men were observed to adopt more punishment-oriented and
autocratic leadership styles. Some studies also found that the leadership style are
adopted by women proves more to be beneficial for organizational effectiveness,
mainly when integrating the system of motivation, expectation, reward and
enthusiasm among others (Zheng, 2015: 2).
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1.6. Leadership Theories
The leadership subjects have studied for hundreds of times and include a
number of successions of theories. The earliest theories focus on the behavior,
character of successful leaders and personality. The old theories focus on what
leaders are doing rather than talking about their behavior, needing to have certain
innate traits and qualities (FME, 2015: 4).
For more than a century scholars tried to describe the key characteristics that
separate leaders from non-leaders. Trait perspectives also suggest that traits play a
vital role in making differences between non-leaders and leaders, that leader must
have the “right stuff.” The great person-trait approach reflects the trials to adopt traits
that separate leaders from non-leaders too (Schermerhorn et al, 2010: 306).
Trait approaches or trait theories are one of the systematic endeavors that the
study of leadership concept since early 20th century up to late 1940s. It is the only
trait approach that talks about the concept of leadership that it is linked to personal
qualities and it is innate. In spite of that there are lots of weaknesses in the popular
trait theories, they also provide worthy valuable and useful information about the
concepts of leadership and leader which will be proved further important not only
on individual level but also on organizational level. Individuals especially leaders
12
can show their own specific set of traits through various popular questionnaires and
tests which let themselves understand and have awareness about their weaknesses,
strength and status as per the previews of their management and colleagues. In this
way, leaders can assess that how they can strengthen their position in their
organization and where they actually stand in their organizations. Traits theories and
approaches are the benchmarks for the personalities that want to be become a
successful leader (Kanodia and Sacher, 2016: 146).
13
1.6.2. Behavioral Theories of Leadership
In the previous paragraphs you’ve read about whom leaders are. But showing
traits alone are not enough for making a leader successful. They are, however, a
precondition for success. After all it’s difficult to suggest a successful leader that
which lacks most of these qualities truly. Leaders who have the important traits (or
most of them) have to take actions then which motivate people to achieve group or
organizational goals (Williams, 2015: 292). We are going to talk about the four
studies like the Ohio state studies, Iowa studies, university of Michigan studies,
Managerial Grid. The four main behavior studies are summarized in the below.
Behavioral theory of leadership is based upon the belief which great leaders
are made and not born mostly. This leadership theory focuses on the actions of
14
leaders, not on mental qualities or internal states, people can learn to become leaders
through teaching and observation (Wagner, 2008: 1).
In the 1930s, before the time when behavioral theory became popular, Kurt
Lewin links conducted studies at the university of Iowa that concentrated most on the
leadership style of any manager. Their studies introduced three basic leadership
styles:
1. Autocratic leadership style. The autocratic leader tells employees what to do and
makes decisions, and supervises workers closely (Miner, 2010: 70).
3. Laissez-faire style leader help the group makes their decisions and complete the
work in whatever way they saw it fit (Robbins and coulter, 2012: 462).
The Iowa studies contributed to the behavioral movement and also led to an
era in which it’s behavioral rather than trait research. When there was a great shift in
paradigm from management to leadership, the leadership style of effective managers
was not autocratic anymore, but it was democratic more (Miner, 2010: 70).
Studies conducted by Ronald Lippitt and Ralph K. White under the general
direction of Kurt Lewin at the university of Iowa have a lasting impact. Lewin is
being discovered as the father of the group dynamics and also as an important
cognitive theorist. In the initial studies, a club which was for hobbies of r ten-year-
old boys was formed. Each club was used for all three different styles of
15
authoritarian, laissez-faire and democratic leadership. The authoritarian leader was
too directive and did not allow any participation. This leader wanted to give
individual attention when criticizing and praising, but attempted to be not personal or
friendly rather than openly hostile. The democratic leader encouraged decision
making and group discussion. This leader also tried to be “objective” in giving
criticism or praise and to be one of the groups in spirit. Laissez-faire leader has given
the group full freedom; however, this leader did not give leadership. Unfortunately,
the effects of leadership styles on productivity have been indirectly examined.
Experiments are primarily designed to examine aggressive behavior patterns.
However, an important by-product is the insight that is produced by a group's
productive behavior. For example, researchers have discovered that men exposed to
autocratic leaders react with one of two ways: either obvious or aggressive. Both
were aggressive and indifferent, reacting to the disappointment that the autocratic
leader had caused. The researchers also argue that unregistered groups exhibit too
much aggression when a transition is made in a more liberal leadership atmosphere
or when the autocratic leader leaves the room. The Laissez-faire leadership climate
unfortunately made many aggressive actions from the group (Luthans, 2011: 416).
The Ohio State Studies, initiated in 1945 and continuing till the 1950s,
showed a point of turning in the investigation of leadership behaviors. Despite that
there were early pressure to look simply case studies of successful leadership the
studies of Ohio State have taken a quantitative approach to investigating leadership.
This study was criticized for their lack of theory development, but they were
successful in developing an approach which was multidimensional to leadership.
Central to these studies were two dimensions of leadership behavior: consideration
and initiating structure (Kane, 2014: 10):
16
These two factors have been found in a large number of studies that include
many contexts and driving attitudes. The researchers carefully focused on the fact
that the studies show only how leaders perform their leadership functions. The
structure of looking and beginning is very similar to that of the veteran military
commanders, who are worrying and important to the welfare of the soldiers. In
simple terms, Ohio factors are recognition of individual needs, relationships,
considerations, or orientation towards a goal or task (Luthans, 2011: 417).
The two dimensions are different and separate from one another. Definitely
Ohio studies have quality to study leadership. They are the first to emphasize the
importance of human dimensions and tasks in assessing leadership. This two-
dimensional approach has narrowed the gap between the focus on human relations
and the rigorous orientation of the scientific management movement that was then
famous (Luthans, 2011: 417).
1. Employee-oriented Leader
2. Production-oriented Leader
Person who emphasizes task or technical aspects of the job (Hall, 2007: 9).
17
1.6.2.4. The Managerial Grid
18
Figure-1.1. The Managerial Grid
Contingency theory that has a great history, it goes back to 1951 and grown
up slowly (Miner, 2005: 232). The subject in early approaches for understanding
leadership was needed to explain about traits or behaviors which successful leaders
had in common. A set of characteristics proved to be elusive and common, however.
Researchers were completely disappointed by the falling of consistent support for
their conclusions and results. As a result, researches began to pay attention most to
what style of leadership have a great impact in a particular situation. Contingency or
National theories examine the fit between the leader and the situation and provide
guidelines for managers to achieve this influential fit. The theorists believe that the
leadership styles are chosen by managers based on leadership situations. Manager
fixes their decision-making. Orientation and motivational approaches are based upon
a unique combination of factors in their situations: types of work, personal
preferences and upper-level management’s influences, characteristics of employees,
and organizational structures (Madah, 2015: 266).
19
Fiedler was a good response to the research results, those generated by him
and those generated by others. Another differentiation characteristic is that
contingency theory has been made around a measurement process (Miner, 2005:
232). The following sections describe the four most well-known situational theories:
Fred Fiedler was the one who advanced the first comprehensive contingency
model for leadership. The Fiedler contingency model tells that effective group
performance depends on the right match between the degree to which the situation
gives the leader control and the leader’s style (Robbins and Judge, 2013: 374).
In that theory judged the different situations make or create different style of
leadership needs for managers (Madah, 2015: 266).
1. Leader–member relations are the degree of respect, trust and confidence that
members have them in their leader (Robbins and Judge, 2013: 373).
2. Task structure is the highly structured job, fairly unstructured or between
both of them? The spelling out in detail (favorable) of what is needed of
subordinates that impacts task structure (Madah, 2016: 264).
20
3. Position power is the influence degree that a leader has over power variables
such as firing, hiring, promotions, discipline and salary increases (Robbins
and Judge, 2013: 373).
The next step in the Fiedler model is to assess the situation according to these
contingency variables. Matching the combination of three contingency variables with
the definitions discussed about them, eight situational variables are created (Bauer,
2014: 29).
When combining three dimensions which are contingency here it yields eight
possible situations that leaders may find themselves (Figure-1.2). The Fiedler model
shows matching an individual’s LPC score and the eight situations so as to obtain
maximum leadership effectiveness. Fiedler founded that relationship oriented
leaders, however, perform better in moderately favorable situations—categories IV,
V, and VI. In recent times, task-oriented leaders perform better in situations very
favorable. But when faced with a category I, II, III, VII, or VIII situation, task-
oriented leaders perform better. Fiedler has reduced these eight situations into only
three. Recently he says that relationship-oriented leaders perform better in situations
that are moderate control. While task-oriented leaders perform best in situations of
low and high control. How should you apply Fiedler’s findings? You may match
leaders—according to their LPC scores—with the kind of situation—according to
leader– member relationships, position power and task structure, —for which they
are best suited. But we should consider that Fiedler views an individual’s leadership
style as fixed. That’s why there are two ways to upgrade leader effectiveness only.
First, The first alternative is changing the situation to be good to the leader by
restructuring tasks or decreasing or increasing the power of leader to control factors
such as promotions, disciplinary actions and salary increases, and the second one is
that you are able to swap the leader to fit the situation—as when a baseball manager
puts a left- or right handed pitcher into the game and depend on the hitter. If a group
situation rates highly unfavorable but is currently led by a relationship-oriented
manager, then the performance of the group could be developed under a manager
that is task-oriented (Robbins and Judge, 2013: 374).
21
Figure-1.2. Findings From the Fiedler Model
This theory was first announced by Dr. Paul Hersey, a professor and an
author of "The Situational Leader," and Ken Blanchard, author of the best- selling
"One-Minute Manager," among others (Mind, 2014: 2).
Task behavior deals with the extent to that the leader contacts in spelling out
the responsibilities and duties to a group or individual or group. This behavior
includes telling people what do, when to do it, how to do it, and where to do it
(Madah, 2015: 267).
In task behavior, the leader communicates in one way. But on the other hand
Relationship behavior is the extent to which the leader communicates in two- way or
more than to ways of communications. This behavior includes, facilitating, to
22
supporting and listening employees. Maturity is the willingness and ability of the
person to be responsible for directing his behavior. Employees try to obtain different
degrees of maturity, depending on the specific functions, tasks or goals they are
trying to achieve. To determine the appropriate driving style to use in a given
situation, the leader must first determine his / her maturity levels in relation to the
specific assignment or task. When employee maturity levels increase, the leader must
begin to reduce the amount of task behavior and increase the behavior of the
relationship until his followers reach the desired maturity levels (Madah, 2015: 267).
When maturity levels are rated, the manager can identify appropriate driving styles:
news, participation, sales and authorization.
A “selling” style (S2) is best for low-to-moderate follower being ready (R2).
This style shows both support and task direction for people that are not able but
trying to take task responsibility; it involves integrating a directive approach with
explanation and motivations so as to maintain enthusiasm.
A “telling” style (S1) is counted as the best style for low follower readiness
(R1). The direction explained by this style tells about the roles for people that are not
able and also not willing to take responsibility themselves; it cancels any insecurity
about the task that should be done.
A “delegating” style (S4) is best for high readiness (R4). This style render
little in terms of support and direction for the task which is at hand; it helps able and
willing followers to be able to take responsibility for what is necessary to be done
(Schermerhorn et al, 2010: 315). Are described in the figure-1.3.
23
Figure-1.3. Hersey and Blanchard’s Situational Theory
24
The theory of "goal path" states that influential leaders make sure that
employees who perform their duties receive more valuable rewards than those who
perform poorly. Effective leaders provide the support, information and other
resources needed to assist staff in completing their tasks. In other words, the goal-
oriented theory has improved the leadership of the servants. Commanders do not
show leadership as a center of authority. Instead, they are supervisors, trainers and
facilitators. Leaders are committed to understanding the needs of employees and to
making their work easier and easier. Leaders ask servants, "How can I help you?"
Rather than expecting the staff to serve them (Mcshane and Glinow, 2010: 365).
This theory puts shade on how the subordinates are influenced by the leader
in terms of performance and satisfaction. The importance of the leader in reinforcing
the followers should include clarification of the performance goals. Path-goal theory
classifies four several leadership styles (Karamustafa, 2016: 25):
3. Participative Leadership: The ideas and opinions of the followers are taken into
consideration seriously.
4. Achievement Oriented Leadership: Targets which are challenging are set and the
followers are shown full trust in obtaining the targets. Full performance is expected
from them.
Normative decision process theory comes in two versions the first one is
Vroom and Yetton 1973; and second one is Vroom and Jago 1988 (Miner, 2005: 73).
There are four major decision procedures in this model, analyzing how the
leader’s behavior influences the quality of the decision (increases in line with the
participation of the subordinates), and acceptance of the decision (commitment of
25
decision-making followers), subordinates or followers satisfaction with the decision
making and the development or upgrading of participant skills (Yukl, 2010: 140).
Four main decision processes are described in the below (Yukl, 2010: 140):
1. Autocratic decision: The manager is the only person who makes decision; the
others do not have impact or involvement in this situation
2. Consultation: Other people’s opinions are taken into consideration but the last
decision goes back to the manager
3. Joint decision: The decision is taken together with the participation of the
others, and the influence of the parties on the decision is equal.
4. Delegation: The manager authorizes the group or the individual in the
decision making process. The managers also define the limits.
The term "leadership" in organizations that refer to the methods used by older
leaders in their daily contact with their staff? It includes many dimensions, such as
values, elements, criteria, issues or rules that are observed in the work environment
and have an impact on staff, emotions, performance and behavior (Girma, 2016: 36).
Leaders can be defined as group members that exercise the impact over the Group
(Hartel et al, 2005: 320).
Today’s organizations need successful leaders who have impact and are able
to understand the complexities of the rapidly developing global environment. If the
task is well structured and there is a good relationship between the employees and
the leader, then effectiveness will be more on the part of the employees (Wamy and
Swamy, 2014: 57).
26
management nowadays which before was not like this. Whereas leaders and
managers are concerned with getting resources together, organizing all the
developing strategies and controlling the task activities for gaining agreed objective
results; leadership performs the affecting function of management (Aunga and
Masare, 2017: 42). There are three styles or types of leadership we have chosen that
and separated lassies faire leadership a part. We are going to know these leaderships,
transactional leadership, transformational leadership and lassies faire leadership in
addition to their diminutions.
27
leaders focus on the work of followers to find deviations and mistakes. This type of
leadership is effective in emergencies and crises, as well as when projects are
attempted in a specific way (James and Ogbonna, 2013: 358).
In this sense, the process of that leader clarifies the objectives to be achieved
and clearly indicates that successful achievement of these objectives will mean prizes
and that punishment for non-compliance with the objectives is necessary (Rodrigues
and Ferreira, 2015: 495).
28
1.7.1.1. Dimensions of Transactional Leadership
Look for differences from rules or norms, correct behavior (Michael, 2007:
6). Management by exception (active): Times and calls for deviations from standards
and rules, take corrective action (Bass, 1990: 22).
They become aware of divergences from regulations and rules, and if there is
it takes the action for correction. If there are deviations from the regulations and
rules, expectation and corrective actions are made. The leader follows the followers
to work on the mission and does not intervene as long as it is not attained at an
appropriate time and cost. Transactional leadership refers primarily to leaders or
bosses who use social behavior change to provide maximum or full benefit at low
cost. Leaders are motivated to fulfill their duties to show their responsibilities, to
know their goals, needs, so that their rewards may be earned (Chaudhry and Javed,
2012: 259).
Corrects the performance for the employees only where standards are not met
(Michael, 2007: 6). Management by Exception (passive): Intervenes only if standards
are not met (Bass, 1990: 22). Management-by-Exception Leaders with "passive"
behavior do not intervene until the problems are serious. Exemption Management
Leader (passive) expects to act until errors are brought to attention (Jones and Rudd,
2007: 524).
29
1.7.2. Transformational Leadership
Transformational leaders are a help for followers to look at old issues from a
new perspective. They encourage their subordinates to raise higher levels than usual.
Transformational leaders inspire subordinates to think more of their own goals and
interests and to focus on national, larger team, organizational, and global goals. By
providing future perspectives, such leaders will assume that this perspective is their
goal and influence their followers so that they will make a high effort to achieve it
(Jandagh et al, 2009: 357).
30
Transformational leadership is defined as an effective strategy for managing
the changing environment that modern organizations face. Transformational
leadership has been promoted as a set of desirable behaviors that create challenges
for followers, but at the same time it is accepted that this type of leadership brings
increased demands on the skills of the managers (Bass, 1990: 21).
The charisma that underlies the charismatic approach is that until the 1980s
political, social and religious leadership capacities Charisma, In the beginning, the
gift in ancient Greece means "gift"; in the later period "God's taxation from the
Christian Church, such as healing or prophecy Extraordinary behavior in the sense of
a gift from God "(Yukl, 2010: 317).
Charisma is the power that can be earned as a result of the behavior and
characteristics of the leaders, the situation and situation of the followers, and the
changes in the perceptions and perceptions of the followers themselves and their
needs. Power can help keep the leader's followers moving (Gulluce et al, 2016: 264).
31
1.7.2.1.2. Inspirational Motivation
32
1.7.2.1.4. Individual Consideration
The Laissez-faire leadership style works well with less motive tricks because
there is little control. Managers set goals and employees are free to do what is
appropriate to get these goals. Some managers allow employees to work from home
or on flexible hours as long as goals that can increase employee satisfaction are
reached. This leadership style cannot be helpful to employees who need help from
33
their leaders. For example, a nurse may require more guidance and instruction if she
is not experienced, so she can function better under a democratic leader (Joyce et al,
2016: 157).
Laissez-faire, "let's say", this French phrase tells the leaders who allow people
to work freely when they apply for leadership. Laissez-faire leaders do not allow
their responsibilities to leave and decide in the other work they have not
responsibilities for making decisions, they can give employees the right to do their
jobs and determine deadlines. Laissez-faire leaders always allow their follower the
power to make decisions about her/his work because they do not want to make a
decision and they are laissez, this point will be a lack in organizations (Amanchukwu
et al, 2015: 10).
34
1.7.4. Comparison Between Transactional and Transformational
As also in the 1990 Bass, discovered the difference between the transactional
leadership with dimension and transformational leadership with dimension.
According to Bums (1978), transactional leaders recognize what their subordinates
want and are committed to helping them achieve what they want in support.
Essentially, leaders transactional approach voters with promises to exchange jobs for
votes. At the same time transformational leaders increase the awareness of followers
about how to achieve results and how to reach these outcomes through their own
self-interests (Bass, 1997: 21). As well as according to Nikezic the difference
between transactional and transformational leadership in the below table-1.3, are
briefly introduced.
Transactional Transformational
35
SECOND SECTION
CONCEPT OF DECISION MAKING
The word is derived from the Latin word (Decidere) which means cut. The
decision therefore involves cutting off the alternatives between those that he
described and those that he does not describe. The decision is a kind of choice of
desired alternatives. Decision-making and problem solving are key elements of
management leadership. As a leader you will make decisions that are not limited to
yourself, but to the morale and well-being of others. Some decisions are simple
decisions that have little impact on others. Other decisions are often more complex
and may have a significant impact on many people. Thus, the ability to make sound
decisions in a timely manner separates the successful and the unsuccessful manager
(Madah, 2015: 333: Şimşek and Çelik, 2017: 343).
It is defined as, the process of selecting a course of action for treating with a
problem or an opportunity (Schermerhorn et al, 2011: 206). “Decision making is just
the starting of things. When someone making a decision, they are really diving into
situations they didn’t know that they will face these things when they make the
decision (Barry and Halfmann, 2016: 50).
Decision making sometime represents the core processes in solving more ill-
structured problems and complex. It has critical prevention in more complex
problems such as decision making, diagnosis, design, negotiation, control, command
and situation assessment (Jonassen, 2012: 342). Decision as a duty to a course of
movement instead of simply a selection from among alternatives (Nickols, 2015: 6).
36
academic disciplines, including cognitive psychology, economics and management
(Bofinger et al, 2015: 8). Making a decision involves following the idea of adopting
a philosophy in management, the proper behavior in the workplace, a series of
principles that are called moral decisions, and that any manager should consider three
moral elements in his decision. Construction process: moral recognition, moral
assessment, action and moral intent (Negulescu, 2014: 112).
Decision making processes increase when a human being has two or more
alternative courses of action but they can’t make all of the decisions. Decision
making is thus selecting between alternatives. However, alternatives have also their
attributes and we must consider them before it is possible to analyze human decision
making as a whole (Mätäsniemi, 2008: 81). The decision seems to be a single event
because it expresses an end, and in this way it can mislead the individual. However,
37
the decision maker only expresses the result when a decision is made. For this
reason, it is necessary to analyze this process well, concentrating on the process that
takes place until the stage of decision making (Kiral, 2015: 75).
The literature in this regard is quite extensive and at the same time, very
different. The concept of decision making has an important place in psychology,
social psychology, sociology, economics, business economics, psychiatry, politics
and some other sciences. Nevertheless, the importance of this concept is different in
every scientific discipline. We will deal with economic aspects, not political, and
other aspects, but only economic aspects.
38
2.2. The Importance of Decision Making in Organizations
The decision that emerges in the form of choice and select and which is a
result is undoubtedly the product of intellectual effort and work. This intellectual
product is the key to goodness. Because the success rate, which is related to the
decision, depends on the degree of hit. The decision maker has to do with the process
as a process. Managers are the people responsible for ensuring that an enterprise can
achieve its objectives effectively and efficiently by implementing management
functions. Managers are also interested in more strategic work involving the overall
top level of the business, as well as on the operational basis starting at lower level of
the hierarchy and even the reason of existence (Peker and Aytürk, 2002: 59).
39
1. According to the source of management and information used; sensation, event,
experience, decisions based on research, customs, and customs.
3. According to their scope and importance; for the whole time, and for long
technical decisions that will affect a part of the organization briefly.
5. According to the organization's position; command (line) and the decisions of the
establishment and hill, middle and lower level management decisions.
8. According to the degree of uncertainty in getting the result expected from the
black; the uncertainty level is determined by routine decisions of low quality
decisions with a high degree of uncertainty.
10. According to the number of black votes of the members who brought the decision
organ, vote decisions taken by the union, decisions taken by the majority of the
votes.
40
2.3. Types of Decision Making
Such situations are not very unusual. In all organizational types, managers
and leaders face different kinds of problems and decisions when doing their jobs or
tasks. Depending on the nature of the problem and the opportunity, managers and
leaders can use one of two different types of decisions, programmed decisions and
unscheduled decisions. We described these two types below.
41
The decisions programmed are repetitive and routine, and the organization
usually develops specific ways to deal with them. For this type of routine recurring
decision, standard ranking decisions are usually made in accordance with the
applicable management guidelines (Karaman and Ghaffarzadeh, 2014: 126). This is
to the extent that a specific procedure has been developed to deal with it so that there
is no need to address it each time differently. Examples of programmed decisions
may be: price decision for customer resolution, investment decision, employee salary
decision (Masoud, 2015: 21).
42
Table-2.1. The Difference Between Programmed and Non-Programmed Decisions
43
actions. Sometimes the decision making process is very short and the mental thought
is actually instant. Sometimes the decision making process is very short and the
mental thought is essentially momentary. In other cases, the process can be dragged
for weeks or even months. All decision-making processes depend on the right
information that can be reached at the right time and to the right people (Benowitz,
2001: 33).
Leaders in all places and at all levels of organizations need to make decisions.
They make choices or multiple choices. For example, top management must decide
on the objectives of their organization, where they will move new markets, or where
to find their production facilities. Lower and middle level managers have to decide
on production schedules, wage hikes, employee discipline and product quality issues.
Making decisions isn’t something that just leaders and managers do; all
organizational members have to make decisions that affect their jobs, take their
responsibility duty and show the loyalty for organization they work for (Robbins and
Coulter, 2012: 178). But our focus in this chapter is on the steps of decision making,
how we can make a decision and there are the many words or have been described
from various words, and we are going to describe the basically and essential steps of
decision making as we have shown them in figure-2.1, which was made by the
researcher, based on their study there are 5 or 7 steps and 6 steps were selected
,because there were the step of identifying and defining the problem so we can say
that, both take the same mean. First one is identify or define the problem or
opportunity, second one is identifying limiting factors, third one is develop
alternative, forth one is choosing an alternative, fifth one is implementation the
decision, and last one is evaluate the decision were explained.
44
Figure-2.1. The Steps of Decision Making
3. Develop Alternative
4. Choosing an Alternative
In any process and analysis of a decision problem, the first step in all of the
studies is define problem or identify the problem. The world’s problems which exist
in reality are always complex, intertwined, and it is not easy to find solutions for
them, even if only for analytical purposes, to identify a clear problem that you can try
to solve. For instance from business, we may wonder whether what we are trying to
do is increasing sales and any problems in organization, on the other hand when we
attempt to solve of course we will achieve a consequences (Rosanas, 2013: 30).
According to Schermerhorn et al, there are three common mistakes in that step first
sometimes teams define the problem very narrowly and broadly. Second sometimes
teams do focus on the symptoms problem instead of causes. Third sometimes teams
may select the wrong problem and treating with it (Schermerhorn et al, 2010: 206).
45
Every decision begins with a problem, an inconsistency between an existing
and desired situation. Amanda is a sales manager whose reps need new laptops
because they are outdated and inadequate to do their jobs. To simplify this, suppose
that adding memory to older computers is not economical and that the company
buys, not rent. Now we have a problem - there is an inequality between sales
representatives' needs of existing computers (current situation) and those that are
more productive (desired situation). Amanda has a decision. How do administrators
define problems? In the real world, most problems do not come with neon signs that
mark the "problem". When the Representatives began complaining about their
computers, Amanda made it clear that this was something to be done, but there were
a few problems. Managers should also be careful not to confuse problems with the
manifestation of the problem. Is it a 5 percent drop in sales? Or are sales falling as
just a symptom of the real problem, such as poor quality products, high prices or bad
advertising? Also, remember that problem definition is subjective. An administrator
can not consider a problem as a problem by another manager. In addition, it is
possible that an executive who solves the wrong problem perfectly does as badly as a
manager who knows a problem and does nothing. As you can see, to define
effectively (Robbins and Coulter, 2012: 179).
The leader and manager should define the limiting factors of the problem.
Because the restriction will always deteriorate our tasks. Limiting factors are
limitations that exclude certain alternative solutions. Common limitations are time
and literature. If a new product needs to be on the seller's shelf for a month, it will be
removed from the replacement for more than a month. Although the source is the
most common limiting factors that focus on the range of personal, equipment,
facilities and money, time-limited and possible alternatives. In a wholesale case, the
limiting factor is that all approaches or alternatives in stores must contribute to the
total shopping experience. There are some limitation factors like cultural,
geographic, environmental and the political objective in the today’s problem, so we
need preparation our limitation factors for identifying the best choices (Murad, 2017:
21).
46
2.4.3. Develop Alternative
The problem is usually resolved in no way. The options that the decision-
maker has to make are alternatives. The only alternative that really counts is the best
alternative among those who are seen. But at this stage of the decision-making
process, it is necessary to consider all the ways in which the problem can be
resolved. Once the opportunity or problem has been analyzed and recognized,
decision-makers begin to consider action (Armesh, 2011: 3).
When the manager evaluates all alternatives, he tries to select the best
alternative. In the evaluation phase, some alternatives will come off, but in most
cases they will remain as two or more. How does a school leader decide which
alternative is best? An approach is to choose an applicable, satisfactory and
acceptable alternative for the working group. In most cases, it does not do complex
mathematical analysis because the school administrator uses judgment and intuition
to make decisions about this up-to-date information (Lunenburg, 2010: 6).
47
2.4.5. Implementation the Decision
No decision process can be completed until the decision is tested with the
facts of the business environment. It is necessary to evaluate the goals of the
problem, how it resolves the problem or turns the problem into benefit. Decision
making process could not be completed by an implementation (Armesh, 2011: 4).
The decision should be evaluated to provide feedback after it has been put
into effect. The evaluation process should take place in all administrative levels. This
step allows administrators to see the outcome of the decision and identify any
adjustments that need to be taken. In almost all cases, some settings will be made to
provide a more favorable result. Assessment and feedback are not one-off activities
and should form part of an ongoing process. As circumstances change, decisions
must be reassessed to ensure that they are most appropriate for the company and
organization. This will also help managers learn to make healthy decisions, taking
into account their past experience (Brien and Flanagan, 2012: 151).
48
In the final step of the decision-making process, it is necessary to assess the
result or outcome of the decision to look if the problem has been resolved.
If the evaluation reveals that the problem persists, the manager needs to assess what
is wrong. Is the problem defined wrong? Are there errors when evaluating
alternatives? Was the correct alternative chosen, but was it implemented badly or
not? Replies may require you to restart your previous step or even start the whole
process, managers have to evaluate all of the situations for taking attentions to them
and give it to the organization (Robbins and Coulter, 2012: 182).
The problems are clearly defined, all possible action alternatives are known
and the results are clear. The best solution gives the best results and outcome. This
model follows and described the five-step decision-making process in recent. It is an
ideal condition of a complete knowledge that the decision maker proceeds step by
step in a logical way. And, besides quantitative decision analysis, computer based
applications also contribute in various ways (Schermerhorn et al, 2010: 213).
49
The underlying assumptions of this model are as follows the below points
(Murad, 2017: 14):
Criteria for assessing alternatives are introduced. The decision maker chooses
that alternative who is will be the best way for return more economic for
organization.
Decision makers rationalize and use rationale to know values, define order
preferences, evaluate alternatives, and decide to maximize reaching
organizational goals.
This type of model shows that leaders and managers face some constraints,
problems and deterrents while making decisions. These problems can be
environmental or personal factors such as risk, complexity, uncertainty and time,
limited availability of resources (Verma, 2014: 172):
A. The limited processing of knowledge means that there is a limit or threshold limit
governing whether a person's information can be managed or processed.
B. When deciding, judging strategies like many shortcuts are used.
C. Choosing these solutions or alternatives that will require minimum inputs and
resources, but these solutions are good enough.
It allows the leaders for analyzing the determine and situation the level of
participation. This information is a magnificent example of boiling. The normative
decision making model is evaluated the best recourse for making quantitative
judgments (Verma, 2014: 172).
50
2.5.3. Political Model
The political model closely follows the real environment in which most
managers and decision makers operate. Decisions are more complex and include
many people, information is often uncertain, conflict and disagreement over issues
and solutions are normal. The political model has divided by four basic assumptions
(Murad, 2017: 18-19):
51
3. Managers have no mental capacity, resources and time to define all the dimensions
of the process and to solve all relevant information. Managers talk to each other and
modify their views to collect informative actions and reduce uncertainty.
4. Managers take care of the debate and discussion to decide on the objectives and
discuss the alternatives. Decisions are the result of negotiations and discussions
between coalition members.
The key dimensions of political, classical models and management are listed.
A study of decision-making procedures in recent years has revealed that classical,
rational procedures are associated with high performance for organizations in a
standardized environment. However, political and administrative decision-making
procedures and perceptions are linked to high performance in an environment that is
unstable when decisions must be made quickly and under difficult conditions (Harris,
1997: 87).
Managers when use this approach, avoid logical and statistical analysis
operations. These leader and managers are "insoluble" decision makers based on
their feelings about a situation. This definition can easily lead someone to believe
that making intuitive decisions is unreasonable or arbitrary. Intuition means decision-
52
making without conscious reasoning or formal analysis, but it is based on years of
administrative experience and practice. These experienced administrative quickly
recognize alternatives without systematic analysis of alternatives and their results.
When he makes the decision with intuition, the manager recognizes the clues in the
situation, the elements that are the same as to the previous situations in which he
lives; the clues help the manager to run the subconscious analysis quickly (Benowitz,
2001: 43).
Based on this model, decision maker has different motivations, incentives and
requirements, but they try to find shortcuts to find solutions that are acceptable to all
because of time constraints. Here, the decision makers do not focus on improvement,
but rather on satisfaction in other words, selecting an alternative that is higher than
the minimum acceptable value in certain constraints. Are of added importance when
the cost of delaying the decision or seeking more alternatives is high and is expected
to be paid from other alternatives or relatively low alternatives (Verma, 2014: 172)
53
THIRD SECTION
THE IMPORTANCE OF LEADERSHIP STYLES IN DECISION MAKING
PROCESS: A RESEARCH IN CHARITY ORGANIZATIONS IN IRAQ
In this part the role of leadership styles in decision making process have
described in charity organizations in Iraq, they were international charity
organizations, the questions of questionnaires are distributed on the leaders and
employees. This part included importance and purpose of research, scope of the
research, data collection tool and scales questionnaire design, sampling, limitations
of the study, research hypothesis, model of research, validity and reliability of the
study and research findings.
In today’s competitive world we need to know the effective topics for better
understanding in the event’s world. The aim of this research is to determine the
importance of leadership styles like transactional leadership, transformational
leadership and lassie faire in decision making. We selected charity organizations
because there are multi-cultures and they are working for humanly and sometimes
voluntarily for human and human rights. Although the difference between the male
and female in those charitable organization in both the topics leadership styles and
decision making and which styles have effect more than others.
54
International (MI), Premiere Urgence - Internationale (PUI), International Rescue
Committee (IRC), Handicap International (HI), Critical Needs Support Foundation
(CNSF), Women for Women International (US), Medecins Du Monde (MDM),
Bihar Relief Organization (BRO), Terre Des Hommes (TDH), Solidarites
International (SI), Save the Children International (SCI), World Health Organization
(WHO), Women Rehabilitation Organization (WRO), World Food Programme
(WFP), Food and Agriculture Organization (FAO), International Relief and
Development (IRD), Un Ponte Per (UPP), War World Child (WWC), Tear Fund
(TF). There are about 1600 employers working, we contacted them through the
internet and telephone.
55
Since its foundation in 1868, the Turkish Red Crescent has undertaken
important duties to provide social solidarity, to contribute to the development of
social welfare, to provide services to poor and needy people, to provide nutrition and
healthcare, to provide services such as blood, disaster, international aid, immigration
and refugee services, first aid, education, youth and mineral water. The Turkish Red
Crescent has intervened in natural and man-made disasters in 78 different countries
over the past 10 years and has extended help to 137 countries since its establishment.
Turkish Red Crescent has signed humanitarian activities in Palestine, Sudan,
Indonesia, Sri Lanka, Kyrgyzstan, Kosovo, Somalia and Pakistan as well as many
enduring refuge studies. The projects in needy countries are concentrated in areas
such as housing, school, community center, places of worship, construction of public
facilities, foundation and support of livelihoods, health, education, social assistance,
agriculture and irrigation.
56
goodness, our country and on all seven continents move with the vision of becoming
a foundation in the service of humanity. In the last dominated of that foundation and
it has a program are described below, The Department of Religious Affairs in
cooperation with Turkey as part of the 2017 Victims Program conducted by the
Religious Foundation of 257 thousand 789 shares of sacrificial home 260 provincial
and district center, while abroad, said he delivered to the needy cut 450 of the 139
countries.
In the evaluation of the Data and finding the calculated values SPSS 23.0
statistical Software package is used. The participant’s significance level between
Leadership styles like transactional style, transformational style and lassie faire style
with decision making by Pearson Correlation Analysis. The participant’s leadership
styles impact on decision making was tested by Linear Regression Analysis, gender
and material state was tested by T-test in the decision making, age, education,
experience was tested by one-way Anova.
In the research survey methods were used to collect Data. The survey consists
of two parts. The first part of the questionnaire includes demographic questions. The
second part contains questions aimed to determine and measure leadership styles and
decision making. Are divided into two part the first one is questionnaire design and
the second one is sampling.
57
originals of the survey; 5-point Likert method (From 1: Not at all option until option
5: Frequently, if) was used.
3.3.2. Sampling
Based on this study in 1974 by Victor H. Vroom and Arthur G. Jago, the title
was Leadership and Decision Making, the results of that study was positive
generally, the results of this research were supportive of the concept of intrapersonal
variance in leadership style and helped to identify some of the situational factors
influencing leaders' choices of decision processes.
Based on this study in 2013, by Al-Omari A, the title was the relationship
between leadership styles and decision making styles among public schools
principals, the result were the relationship between decision making styles and
leadership styles are fascinating. Based on this study in 2017, by Abood S. and
Thabet M, the title is Impact of Leadership Styles on Decision Making Styles among
nurses' managerial levels according to this study concluded that leadership styles
have significant correlation and impact on decision making style.
Based on this study in 2012, by Reid W, the title was the relationship between
perceived leadership styles and decision-making styles, the results were like that
person product correlation (r) and t-tests identified positive, significant relationships
between a subordinate's avoidant decision-making style and their leader’s passive
avoidant leadership style. This study identified a significant negative relationship
between idealized influence and avoidant decision-making. We could not reach the
studies exactly like our study but we selected some nearly studies from our study.
58
3.4. Limitations of the Study
As any Study, the researcher encountered some limitations while carrying out
the study and among them includes: As with all researches have some limitations and
shortcomings that might be enumerated. The most important limitation of this project
is that the research study was conducted in nearly 14 sectors in difference country,
their duties same and are did on many number of employees and leaders. Another
limitation of this research is that the data has been collected with self-report
technique this may be subject to self-serving bias. To control this, in-depth interview
method may be used to complete and deepen the results of this project in the future.
Time constraints did not give or allow researchers to do interviews in this present
project. A confrontation of the discovered relationships with a dialogue of the
employees should be of great significance to deepen our results. It would therefore
be interesting to do at the same time a qualitative study, even exploratory, for better
understanding the influence of employees’ perceptions of leadership styles on
decision making. Another limitation of our study was the lack of a concept between
leadership styles with decision making and there were not the studies same our study.
59
Transactional Leadership
Transformational
Leadership Decision making
Transactional 12 0.724
Transformational 20 0.796
Lassies faire 4 0.813
Decision making 25 0.796
60
Reliability coefficients of the scales used in the research are shown in Table-
3.1. Since the minimum level of reliability in social science research is considered to
be 70%, it can be said that the level of reliability provided in research is high.
This section is forming the first part of the questionnaire, which is targeted
firstly to collect general information about to the respondents. This general
information contains some specific questions related to as gender, marital status, age,
years of experience and education of the respondent.
-Gender
Table-3.2. Gender
-Material state
61
Table-3.3. Marital Status
-Age
The majority of participants with concern to age from above 18 years with 11
person or 2.6%, 20-24 years 89 person or 19.3%, 25-29 years 142 person or 33%, 30-
34 years 103 person or 24%, 35 to 39 years 71 person or 16.5% and above 40 years
20 person or 4.7% have found in that study and shown in the table Table-3.4.
Table-3.4. Age
-Education
Table-3.5. That table the majority of participants with the education from
university with a 229 person or 53.3 %, pre-license are 68 person or 15.8%, master
are 60 person or 14%, high school are 48 person or 11.2%, doctorate are 14 person or
3.3%, primary are 11 person or 2.6% have found.
Table-3.5. Education
62
-Expireance
Table-3.6. Expireance
Table-3.7. Shows the mean value and standard deviation of the participation
factor. The table shows that the respondents agree with the statements that reflecting
participation. The overall mean score value of transactional is 4.22 and standard
deviation of transactional is 0.98 indicates that the majority of the respondents
choose agree and strongly agree on the statements they were asked to evaluate
participation. And the overall shows in the table-3.7.
63
complaints and failures.
7. I keep track of all mistakes. 3.86 1.63
8. I direct my attention toward failures to meet standards. 4.33 0.75
9. I fail to interfere until problems become serious. 4.33 0.82
10. I wait for things to go wrong before taking action. 4.29 0.82
11. I show that I am a firm believer in ‘If it ain’t broke, don’t fix it 4.36 0.84
12. I demonstrate that problems must become chronic before I take
action. 4.59 0.82
Total 4.22 0.98
Table-3.8. Shows the mean value and standard deviation of the participation
factor. The table shows that the respondents agree with the statements that are
reflecting participation.
64
The overall mean score value of transformational leadership is 4.37 and
standard deviation of transformational is 0.85 indicates that the majority of the
respondents select strongly agree and agree on the statements they were asked to
evaluate participation. And the overall shows in the Table-3.8.
Table-3.9. Shows the mean value and standard deviation of the participation
factor. This table indicates that the respondents agree with the statements that
reflecting participation. The overall Mean Score value of lassies faire leadership is
3.08 and standard deviation of lassies faire leadership is 1.59 indicates that the
majority of the respondents select rarely or sometimes on the statements they were
asked to evaluate participation. And the overall shows in the Table-3.9.
Table-3.10. Shows the mean value and standard deviation of the participation
factor. The overall mean score value of decision making is 3.08 and standard
deviation of decision making is 1.59 indicates that the majority of the respondents
select strongly agree and agree on the statements they were asked to evaluate
participation. And the overall shows in the Table-3.10.
65
5. I use the advice of other people in making my important
decisions. 3.83 0.91
6. I put off making decisions because thinking about them makes me
uneasy. 2.61 1.05
7. I make decisions in a logical and systematic way. 4.57 0.64
8. When making decisions I do what feels natural at the moment. 4.11 0.82
9. I generally make snap decisions. 3.94 0.99
10. I like to have someone steer me in the right direction when I am
faced with important decisions. 3.88 1.03
11. My decision making requires careful thought. 4.25 0.85
12. When making a decision, I trust my inner feelings and reactions. 4.34 0.83
13. When making a decision, I consider various options in terms of a
specified goal. 4.21 0.98
14. I avoid making important decisions until the pressure is on. 3.57 1.37
15. I often make impulsive decisions. 3.51 1.36
16. When making decisions, I rely upon my instincts. 4.02 0.98
17. I generally make decisions that feel right to me. 3.73 1.17
18. I often need the assistance of other people when making
important decisions. 3.81 1.05
19. I postpone decision making whenever possible. 3.67 1.43
20. I often make decisions on the spur of the moment. 3.30 1.34
21. I often put off making important decisions. 2.72 1.42
22. If I have the support of others, it is easier for me to make
important decisions. 4.11 0.96
23. I generally make important decisions at the last minute. 2.46 1.29
24. I make quick decisions. 2.51 1.34
25. I usually have a rational basis for making decisions. 3.69 1.34
Total 3.69 1.09
66
According to the results of the performed correlation analysis, as it can be
seen from Table-3.11. There is a moderate positive and statistically significant
correlation between the participant’s transactional leadership and decision making
(r= 0,588; p= 0,01). Hypothesis 1 is confirmed. It can also be seen that between
transformational leadership and decision making (r=0,183; p=0, 01). Hypothesis 2 is
confirmed. As also there is a moderate negative and statistically significant
correlation between the participant of lassies faire leadership and decision making
(r= 0,050; p≠ 0, 01). Hypothesis 3 is rejected.
Regression analysis indicates the effective of two or more topics, in this part
independent variable were indicated as decision making and dependent variables like
transactional leadership, transformational leadership and lassies faire.
67
The results of regression analysis conducted to determine the level of the
influence of transformational leadership on decision making are summarized in the
Table-3.13.
68
of the regression analysis indicated that the level of lassies faire leadership may be
not explained by the participants’ perceptions of decision making.
The t-test analysis is used to register whether there is a difference between the
two sample groups in terms of averages or not. There are two types of T-tests like
parametric t-test and non-parametric t-test. The t-test is only suitable for examining
differences between two group averages. However, in practice it cans necessary to
compare the average of more than one group. In such cases, the appropriate test that
can be used is the Analysis of Variance (ANOVA) test.
Decision making
Mann-Whitney U 22316.500
Wilcoxon W 50996.500
Z -.397
Asymp. Sig. (2-tailed) 0.691
69
As seen in Table-3.15. There is no statistically significant difference between
the decision making (P=0,691>0,05) according to the gender of the respondents who
answered the questionnaire. H4 was rejected.
Decision making
Mann-Whitney U 22581.500
Wilcoxon W 51501.500
Z -0.171
Asymp. Sig. (2-tailed) 0.864
a. Grouping Variable: Material state
70
The results of the ANOVA analysis that is conducted in order to describe the
differences between the decision making in term of education of the employees
participations, have shown in the Table-3.18.
The results of the ANOVA analysis that is conducted in order to describe the
differences between the decision making in term of experience of the employees
participations, have shown in the Table-3.19.
71
In the below Table-3.20, have shown the results of hypothesis of our study.
What is the difference between an individual and a leader? A great point of that
question is the leader’s ability to make decisions which a normal person cannot make
easily, so general leaders have powers to indicate the decision or making decision
makers based on situational organization depend on the steps of decision making and
recognize the environment and motivate the employees.
Hypothesis Results
H1: There is a positive significant between transactional leadership and Accepted
decision making.
H2: There is a positive significant between transformational leadership and Accepted
decision making.
H3: There is a positive significant between laissez-faire leadership and Rejected
decision making.
H4: Decision making exhibits significant difference according to gender. Rejected
H5: Decision making exhibits significant difference according to marital Rejected
status.
H6: Decision making exhibits significant difference according to age. Accepted
H7: Decision making exhibits significant difference according to education Accepted
level.
H8: Decision making exhibits significant difference according to experience. Rejected
72
Table-3.20. Indicated that the positive significant between the transactional
and transformational leadership with decision making , transactional leaders have an
effective on followers because appearing own business or organizations,
transformational leaders have an effective on their followers because of helping the
followers for making decision and show them the ways or steps of decision making,
at the same time the negative significant between laissez faire leadership and
decision making, like every research our research identified the negative
relationships between laissez faire and decision making, because laissez faire leaders
give a Complication freedom for followers to make decisions, they don’t help the
followers to make a decision and show them the ways for making decision. There is
no difference between the male and female when they decide or making a decision,
all of the studies appeared that men are autocratic and women are democratic but it’s
not having effective on decision making. At the same time there is no difference
between married and single, it’s a logically stuff. According to this research there is a
difference between ages when they make a decision. As well as there is a difference
between the educational level when they make a decision, definitely its agreement
when one has a doctorate certificate and on has a high school certificate, they are
making decisions differently. At the last of our hypothesis it indicated that there is no
difference between the experiences, it’s an agreement when one be transactional and
transformational leadership.
73
CONCLUSION AND RECOMMANDATIONS
This study includes three sections the first section is leadership and leadership
styles like transactional, transformational and laissez faire leadership. The second
section is decision making, decision making process, steps and models of decision
making have explained. In the last section the relationship between the transactional,
transformational, laissez faire leadership with decision making in charity
organizations in Iraq explicated. The purpose of this study is to determine the role of
leadership styles like transactional leadership, transformational leadership and lassie
faire in decision making as well as identifying the role of demographic in decision
making. The sample consists of 430 employees from international charity
organization in Iraq. They are working at immigration and refugee for offering and
presenting various and important services to them.
In the problem of Today’s world charity organizations have a big role in the
humanitarian’s topic or human rights on their problems so leadership and decision
making are the most important subjects in the organization, and charity organization
specially. The ability to enhance benefits, have to manage anything or fulfilling
tasks, leaders can solve problems based on the workplace, at the same time leaders
must be creative at work for arranging all the problems, certainly leadership is an
important reason for improving decision making, and helps a decision maker to
achieve Imagination, consulting and analysing for making decision easily.
74
another word when transactional and transformational are increases decision making
will be grow and rise, but if lassies faire leadership increased there are no any
exchange in decision making.
The results of the T-test and ANOVA analyses showed that decision making
does not exhibit the difference significant according to gender (P= 0, 691>0,05).
Hypothesis 4 is not confirmed and rejected. As also there is no difference significant
between the decision making according to marital status (P= 0,864> 0,05).
Hypothesis 5 is not confirmed and rejected. As also there is a difference significant
between the decisions making according to age (P= 0.007˂0.05). Hypothesis 6 is
confirmed and accepted. As also there is a difference significant between the
decisions making according to education (P= 0.000˂0.05). Hypothesis 7 is confirmed
and accepted. And there is a difference significant between the decisions making
according to experience (P= 0.866>0.05). Hypothesis 8 is not confirmed and
rejected. Results also suggest that transactional and transformational leadership are
important to ameliorate and workforce when were controlled, and bring decision
making under control and be awaking from lassies faire.
Like any other country Turkey has a great role in helping the refugees,
Turkey have international charity foundations that are working inside and outside the
country. In the last 5 years nearly 4.000.000 peoples from Syria have come to
Turkey, they have everything that are needed for living in Turkey like salary, place
and health insurance without payment. Turkish charity organizations are working in
every situation. At the same time they are having a great role in Iraq. Turkish
charitable organizations have activity in Iraq like (Turk Kizilay) organization, Tika
(Ajans) organization and Diyanet foundation; they have established some projects
such as school, hospital, social welfare, blood services etc…. .
75
Today’s competitive recognizing the important things it will be improving the
organization, and for developing the organization in any situations. There are roles of
leader on decision makers based on this project and leaders can make new decision
or has a role for making new decision also helping for makers to decide for making
decision. In the other point leaders indicate that has roles on decision making with
some reasons so we need indicates those of point when we wants to make new
decisions. The leader should open the problem to them. In parallel, we work together
to produce a solution. He also acts like a participant. It reflects the consensus of the
decision-making group for the solution, so the followers will be ability to make a
decision because their leaders shared and opened the problem, to making a solution
by decisions.
The Laissez-faire leader no effort can be made to guide the activities; does
not make a conscious effort to assess the performance of group members in
organization. So we need overthrow from laissez faire leadership, it postpone
decisions and cannot solve the organizational problems. Transactional has a role in
decision making, because they are obligating at work by punishment and rewarding
so followers must be obligate at work, in that situation followers forced be
participation. Transformational leaderships are helping their followers and encourage
their followers for achieving the organizational goals and making decision.
We hope that in the future research will further relationship between the
leadership styles transactional and transformational specially and decision making
directly, is did not identify lassies faire leadership because all of the literatures are
confirm the failure relationship between lassies faire and decision making. Although
for growing worlds organization should trying the all types of leaders and identifying
which one has a big role in decision at workplace for developing organization
because leadership is the process of affecting others its reveal that leaders capability
to make new decision in opportunity or problems in organization at the same time
help others to make a new decision. As also lassies faire do not ability to influencing
the others for making decisions in all of the establishments.
76
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APPENDIX
Dear participants, this questionnaire was prepared to collect data on the application
section of the graduate thesis entitled "THE IMPORTANCE OF LEADERSHIP STYLES IN
DECISION MAKING PROCESS" in Selçuk University Institute of Social Sciences,
department of business. The research is carried out for a scientific purpose and this purpose
will be achieved through the answers you will give carefully. We thank you for your advices
and we wish you success in your work.
Demographic Questions:
LEADERSHIP STYLES
Not at all Once in a while Sometimes Fairly often Frequently, if
not always
1 2 3 4 5
TRANSACTIONAL LEADERSHIP
1. I provide others with assistance in exchange for their efforts. 1 2 3 4 5
2. I discuss in specific terms who is responsible for achieving performance 1 2 3 4 5
targets.
3. I make clear what one can expect to receive when performance goals are 1 2 3 4 5
achieved.
4. I express satisfaction when others meet expectations. 1 2 3 4 5
5. I focus attention on irregularities, mistakes, exceptions and deviations 1 2 3 4 5
from standards.
6. I concentrate my full attention on dealing with mistakes, complaints and 1 2 3 4 5
failures.
7. I keep track of all mistakes. 1 2 3 4 5
8. I direct my attention toward failures to meet standards. 1 2 3 4 5
9. I fail to interfere until problems become serious. 1 2 3 4 5
10. I wait for things to go wrong before taking action. 1 2 3 4 5
11. I show that I am a firm believer in ‘If it ain’t broke, don’t fix it 1 2 3 4 5
12. I demonstrate that problems must become chronic before I take action. 1 2 3 4 5
88
TRANSFORMATIONAL LEADERSHIP
1. I instill pride in others for being associated with me. 1 2 3 4 5
2. I go beyond self-interest for the good of the group. 1 2 3 4 5
3. I act in ways that build others’ respect for me. 1 2 3 4 5
4. I display a sense of power and confidence. 1 2 3 4 5
5. I talk about my most important values and beliefs. 1 2 3 4 5
6. I specify the importance of having a strong sense of purpose. 1 2 3 4 5
7. I consider the moral and ethical consequences of decisions. 1 2 3 4 5
8. I emphasize the importance of having a collective sense of mission. 1 2 3 4 5
9. I talk optimistically about the future. 1 2 3 4 5
10. I talk enthusiastically about what needs to be accomplished. 1 2 3 4 5
11. I articulate a compelling vision of the future. 1 2 3 4 5
12. I express confidence that goals will be achieved. 1 3 4 5
13. I re-examine critical assumptions to question whether they are 1 2 3 4 5
appropriate.
14. I seek differing perspectives when solving problems. 1 2 3 4 5
15. I get others to look at problems from many different angles. 1 2 3 4 5
16. I suggest new ways of looking at how to complete assignments. 1 2 3 4 5
17. I spend time teaching and coaching. 1 2 3 4 5
18. I treat others as individuals rather than just as a member of a group. 1 2 3 4 5
19. I consider an individual as having different needs, abilities and 1 2 3 4 5
aspirations from others.
20. I help others to develop their strengths 1 2 3 4 5
89
GENERAL DECISION MAKING:
1= Strongly disagree 2= Disagree 3= Rarely 4= Agree 5= Strongly agree
1. When I make decisions, I tend to rely on my intuition. 1 2 3 4 5
2. I rarely make important decisions without consulting other people. 1 2 3 4 5
3. When I make a decision, it is more important for me to feel the decision is 1 2 3 4 5
right than to have a rational reason for it.
4. I double-check my information sources to be sure I have the right facts 1 2 3 4 5
before making decisions.
5. I use the advice of other people in making my important decisions. 1 2 3 4 5
6. I put off making decisions because thinking about them makes me uneasy. 1 2 3 4 5
7. I make decisions in a logical and systematic way. 1 2 3 4 5
8. When making decisions I do what feels natural at the moment. 1 2 3 4 5
9. I generally make snap decisions. 1 2 3 4 5
10. I like to have someone steer me in the right direction when I am faced 1 2 3 4 5
with important decisions.
11. My decision making requires careful thought. 1 2 3 4 5
12. When making a decision, I trust my inner feelings and reactions. 1 2 3 4 5
13. When making a decision, I consider various options in terms of a 1 2 3 4 5
specified goal.
14. I avoid making important decisions until the pressure is on. 1 2 3 4 5
15. I often make impulsive decisions. 1 2 3 4 5
16. When making decisions, I rely upon my instincts. 1 2 3 4 5
17. I generally make decisions that feel right to me. 1 2 3 4 5
18. I often need the assistance of other people when making important 1 2 3 4 5
decisions.
19. I postpone decision making whenever possible. 1 2 3 4 5
20. I often make decisions on the spur of the moment. 1 2 3 4 5
21. I often put off making important decisions. 1 2 3 4 5
22. If I have the support of others, it is easier for me to make important 1 2 3 4 5
decisions.
23. I generally make important decisions at the last minute. 1 2 3 4 5
24. I make quick decisions. 1 2 3 4 5
25. I usually have a rational basis for making decisions. 1 2 3 4 5
90
CURRICULUM VITAE
PUBLICATIONS
Akgemci, Tahir. Kızıloğlu, Esra and Jami, Mohammed Saber. The Effects of
Job embededness on Job Involvement and Employees Performance: A
Research on Hotel employees in Iraq. International Congress on Cultural
Heritage and Tourism (ICCHT), 19-21May 2017, Konya-Turkey.
Akgemci, Tahir. Jami, Mohammed Saber and Kızıloğlu, Esra. The Effects of
Personnel Empowerment on Organizational Culture and Employee
Performance: A Research on Iraqi Banks. The International Economics
Research and Congress of Financial Markets (IERFM), 12 - 13 - 14 April
2018, Nevşehir-Turkey.
Celik, Adnan. Jami, Mohammed Saber and Sezal, Necdet. Time Management
in Organizations: Technological Instruments Size, 4th International
Conference on Sustainable Development (ICSD), 11-15 April 2018, Athens-
Greece.
LANGUAGES
Kurdish Fluently
English Advanced
Turkish Advanced
Arabic Good
91