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I have read and understood OTHM Assignment Submission guidelines and Academic
Dishonesty and Plagiarism polices.

I can confirm the following details:

Student: Shivanie Devi Mana

Programme: OTHM Level 7 Diploma in Human Resource Management

Institution: Metropolitan School of Business & Management

Course Title: Business Research Methods

Assignment No: 1

Tutor:

Enrolment Date: July1, 2021

Due Date: May 11, 2022

I declare that the work submitted is my own work and that I have not plagiarized any part of it. I
have also noted the assessment criteria and pass mark for assignments.

Signed:

Date: 5/10/2021
OTHM Level 7 Diploma in Human Resource Management

Module Name

Business Research Methods

Learner Name: Shivanie Devi Mana

Date: 10/05/2021
Table of Contents
1.0 Introduction...........................................................................................................................................2
2.0 Background of study..............................................................................................................................2
3.0 Problem Statement.................................................................................................................................2
4.0 Significance of study.............................................................................................................................2
5.0 Research Question.................................................................................................................................3
6.0 Aim........................................................................................................................................................3
7.0 Objectives..............................................................................................................................................3
8.0 Literature Review..................................................................................................................................3
8.1 The concept of leadership..................................................................................................................3
8.2 Influence of Leadership.....................................................................................................................4
8.3 Perception of Leaders........................................................................................................................4
8.4 The relationship between leadership and employee productivity.......................................................5
8.5 Theoretical Framework......................................................................................................................5
8.6 Conceptual framework of the study.......................................................................................................6
9.0 Methodology.........................................................................................................................................7
9.1 Research Design................................................................................................................................7
9.2 Sources of data..................................................................................................................................7
9.3 Population and Sampling...................................................................................................................7
9.4 Data collection tool............................................................................................................................7
9.5 Project timeline..................................................................................................................................8
9.6 Data Analysis........................................................................................................................................8
APPENDIX....................................................................................................................................................9
Reference...................................................................................................................................................18
1.0 Introduction
In a globally competitive arena, companies are faced with many challenges to survive
and compete in the global market, thus, a strong management base is required to lead
companies to successful ventures. According to the Global Leadership Forecast (2021),
companies around the world are facing a leadership crisis. This study tends to investigate
the impact leadership may have on the productivity of employees within GuySuCo.

2.0 Background of study

The performance of the sugar industry in Guyana has seen to be declining tremendously
and as such reflects the poor management of its human resources. Having the right people
who are skilled and knowledgeable of their posts within the organization, are key
contributors to the company’s success which can otherwise be detrimental.
Thousands of people are dependent on GuySuCo either directly through employment or
indirectly through the supply chain and extended services provided to the communities,
thus, the company needs to survive in the long run and require proper management of its
resources, especially its human resources, which are the greatest assets of the company,
to achieve this.

3.0 Problem Statement

Proper leadership is crucial in any organization that desires to survive, develop and be
profitable in the long run. However, there is more to a leader than just being given a
position to manage a team of employees. GuySuCo has over the years had many changes
in their leadership. Each time management changes, the results fluctuate, either
improving or declining which had adverse impacts on the company’s performance
leading to persons resigning. As the company is unique in its operations in the country, it
is difficult to attract new recruits, hence, the pressure is on the remaining workforce who
either willingly or unwillingly stay to support the company. The general problem is that
manufacturers tend to blame factors that are out of their control for the poor performance
of their operations, rather than considering the fact that the human capital may be the root
cause (Shannon Gabriel, 2020). Therefore, the problem lies at management not being
able to properly manage their resources, especially the workforce, to maximize
performance.

4.0 Significance of study

The findings of this study can benefit business professionals to gain insights on the
importance of leadership on employees’ productivity. As the business environment is
evolving and becoming more competitive, management needs to focus on retaining their
best human capital to succeed (Singh, 2018). Positive implications of social change could
include improving business practices which stabilizes employability leading to enhanced
standards of living of not only the employees, but the communities as a whole. Thriving
companies are better able to contribute to the Corporate Social Responsibility needs of
their stakeholders.

5.0 Research Question

The research question for this study is:
What are the impacts of leadership on the employee productivity of GuySuCo?

6.0 Aim
The aim of this research is to determine the impacts of leadership on the productivity of
employees in the largest manufacturing company in Guyana – GuySuCo.

7.0 Objectives
The objectives of this research include:
 To determine how leaders are perceived in the company.
 To identify the main leadership styles in GuySuCo
 To determine the impact of each leadership style employees are exposed to on
their performance.
 To determine which kind of leaders result in the best productivity of employees.
 To establish the relationship between leadership styles and employee productivity.

8.0 Literature Review

8.1 The concept of leadership
The term leadership is generally used in both the business world and everyday life.
However, it does not have a standard definition as many researchers came up with their
own perception of the term. Nevertheless, most of them have a similar message
conveyed.
Leadership is defined as a process whereby a person influences others to achieve
common goals and objectives and provides the company with directions to be more
cohesive and coherent (Sharma et al, 2013).
8.2 Influence of Leadership
In an article written by Scarborough for the Journal of Industrial Technology (2001),
Burns (1978) outlined the mediocracy or the degree of irresponsibility of those in
industrial leadership positions.
Scarborough (2001) believes that the essence of leadership is not properly understood in
relation to modern age, though it is a term that is given vast attention. According to
Heilbrunn (1994), people are unwilling to take on leadership roles for several reasons.
One such reason is that leaders are not trusted by society. Additionally, companies are
faced with many competitive challenges including advanced technological changes,
shortages in the technical workforce, along with the common problem of brain drains
where talented, skillful minds are lost to more developed countries in the world.
Industrial leadership is also affected by social issues. The younger generation expects to
have an active social life outside of work, be independent and informal and have a lavish
work climate and environment without having to work hard or provide maximum
commitment that matches their positions and salary grades (Scarborough, 2001).
Jenkins (2017) said, “Transforming a manufacturer’s performance usually means
changing its culture - and that means its leaders must change how they lead.”. Putre
(2019), noted that in the early twentieth century, leadership had a top-down approach
where the boss gave orders, and the employees had to follow them. Henry Ford (Founder
of Ford Motor company) kept his employees’ time off schedules under close watch.
Forrest Mars (Founder of Mars Candy) cut the paychecks of all his staff, inclusive of the
executives, when they arrived to work a minute late. He is also known for “his short
temper and fanatical behaviour” (Putre, 2019).

8.3 Perception of Leaders

Gold, President and CEO of the Manufacturer’s Alliance, said “Strong leaders for the
coming decades see human growth as essential to business growth.” (Putre, 2019)
According to Lee and King (2001), common beliefs including facts and fiction, can be
summarized into the following seven (7) views of leadership:
 The Genetic View –people are perceived to be born with the talents to lead; they
are considered to be naturals.
 The Learned View – Persons who study leadership in detail and practice what they
learn can become effective leaders regardless of who they are.
 The Heroic View – These persons are perceived to be the ones who perform
courageously to save others.
  The Top only View – Leadership occurs at the top of the hierarchy and everyone
else follows orders.
 Social Script View – When it is a person’s turn to be leader, he will be asked to
assume the position.
 Position View – A leader is perceived by the job and title he holds e,g. “Director
of…” or “Head of …”.

8.4 The relationship between leadership and employee productivity

According to a study done by Beck and Harter (n.d.), one of the most important decisions
made by a company is appointing someone in a managerial position and 82% of the time
companies fail to choose the right person for the job.
Bad managers or managers who are not qualified or have the requisite skills and
experience to lead a team, can have a negative impact on the businesses’ performance
which could result in million-dollar losses due to poor decision making and lack of
expertise knowledge to perform their duties properly. Companies require managers that
have the talent to thrive, innovate and enable the company to have a competitive edge
and be sustainable (Beck and Harter, n.d.).
If a company can increase the number of talented managers they have and double the rate
of employee engagement, then companies can achieve at least 147% higher earnings per
share than their competitors (Beck and Harter, n.d.).

8.5 Theoretical Framework

According to Bolden et al (2003), leadership theories have evolved from the “Great man
theory” to “Transformational Leadership”. While early theories were focused on
characteristics and behaviors successful leaders should have, the latter theories consider
the followers (employees) and the nature of the leadership.
The Great Man theory was proposed in the 19th century by Thomas Carlyle. Carlyle
assumed that leaders are born with certain traits to lead which they inherit, and it was
mostly seen that masculine traits contribute to an effective leader (Madanchian, 2016 and
Lalhall, n.d.).
As there is a globally competitive market, organizations need to ensure that all levels of
management, and not only the top level, are all on board to work with others in achieving
the desired goals and objectives of the company. Leaders need to analyze their
environment and be able to cope with these changes in order for the organization to
survive and develop. This is known transformational leadership. These leaders work
along with their staff to create a strong relationship and good quality work environment.
The quality of work environment influences staff satisfaction which impacts their growth
and development in the organization (Korejan et al, 2016).

8.6 Conceptual framework of the study

The conceptual framework has been developed using key elements of:
 The Full Range Leadership Model (FRLM) which was defined by Bernard Bass
and Bruce Avolio based on works by James MacGregor Burns and Max Weber.
The model includes leadership styles that covers different levels of engagement
that result in different leadership efficiencies. FRLM includes Laissez-Faire,
Transactional and Transformational Leadership.

 Kurt Lewin Leadership Styles Framework (one of the oldest Leadership styles
framework available) originated in the 1930’s and includes Democratic,
Autocratic and Laisse-Faire leadership styles. According to Lewin’s experiments,
the most productive leadership style is autocratic which involves aggressive
behaviour. The least productive leadership style is laissez-faire. Lewin believed
that a leader could only adopt one of the leadership styles.

 These works will form part of the questionnaires which will allow a vivid
exploration of the purpose of the study. The model is structured around Leadership
 styles and employee productivity. The model attempts to show how leaders can
impact their workforce’s performance based on their leadership approach.

Source: Lindberg, n.d. and Amedome, 2018

9.0 Methodology
9.1 Research Design
This study will be conducted using a descriptive survey method. It will focus on
employees and Heads of Departments (Finance, HR, Factory and Agriculture) of each
location (3) of GuySuCo.

9.2 Sources of data

This research will be based on both primary and secondary data. The primary data will be
gathered from the questionnaires that will be administered to the respective participants.
Secondary data will be gathered from published and unpublished materials on leadership
from journals, books, articles, and the internet.

9.3 Population and Sampling

The population of this study will be approximately 150 persons of the three estates of
GuySuCo. The sampling method to be used will be the simple random sampling. This
technique was chosen as all employees had an equal chance of being selected for the
study (Amedome, 2018).

9.4 Data collection tool

To gather data for this study, the main tools to be used are questionnaires. Two
questionnaires were developed for the employees and the heads of departments
respectively (Appendix 1). A leadership survey developed based on works by Clark
(2011), Niam (2018), Ryba (2021) and Saif (2019). (See Appendix)
Questionnaires have been selected as the best tool for this research as there are
participants at different locations in the country and for convenience, they will be
administered via emails.
The questionnaires consist of three sections: Section A will gather personal information
of the respondent; Section B will contain closed ended questions on leadership styles in
which respondents will be required to circle their preferred choice as indicated in the
instructions and Section C will include open ended questions which respondents have the
liberty of expressing their views.
9.5 Project timeline
This project is expected to start on November 1st, 2021 and is expected to be completed
by November 14th 2021.

9.6 Data Analysis

To analyze the data from the respective questionnaires, a statistical analysis software,
PSPP, will be used. This method was chosen based on its features available to analyze the
data such as performing descriptive statistics, analysis of variances, measures of
association, reliability and factor analysis and it performs its tasks in a timely manner
along with providing graphical representations (GNU PSPP, 2021)
APPENDIX
Consent Form

Study Title: Analyzing the impact of leadership on the productivity of the employees in
GuySuCo.
Researcher: Shivanie Mana
Version Date: September 2021

 Participation in this questionnaire is voluntary

You have a choice whether or not to participate in this research. If you choose not to
participate or stop your participation upon starting the questionnaire, you will not be
penalized.

 Purpose of this research

The purpose of this research is to establish the relationship of leadership on the
productivity of employees.

 Time taken to be part of this research

You will be involved in filling out the questionnaire either online or printed form (your
choice) for a period of 20 minutes. You can however, return the questionnaire after 7
days upon receival.

 Possible risks/ discomforts

There are no risks or discomforts involved in filling out this questionnaire except
devoting time. Participants will be left anonymous to promote truthfulness without fear.

 Contact details for further information or queries

The researcher can be reached via email: shivaniem@guysuco.com
 Participant Demographics Information
Kindly tick the appropriate information
Category Specifications
Under 25
25-35
Age range
35-45
45-60
Male
Gender
Female
Head of Department (Senior Staff)
Position
Employee (Junior Staff)
H.R.
Finance
Department
Agriculture
Factory
Albion
Blairmont
Location
La Bonne Intention
Uitvlugt
Masters
Bachelors
Level of Education
Diploma
CXC/O/A Levels
0-5
5-10
Total years of experience 10-15
15-20
Over 20
 Leadership Styles Questionnaire
Heads of Departments
Purpose:
1. To identify your leadership style
2. To examine how your leadership style relates to other leadership styles.

Instructions:
1. Circle the number that indicates the degree of which you agree and disagree with each statements
below.
2. There are no right or wrong answers, give your immediate impressions.

Strongly Strongly
Statements Agree Neutral Disagree
Agree Disagree
1. Employees are required to be closely
5 4 3 2 1
supervised or they will not work
2. Employees want to engage in the
5 4 3 2 1
decision-making process.
3. In complex situations, employees
should be left to work out problems on 5 4 3 2 1
their own.
4. It can be said that most employees are
5 4 3 2 1
lazy.
5. A key element to being a good
supervisor is providing guidance and 5 4 3 2 1
motivation to staff.
6. Leadership means allowing employees
to do their work and staying out of 5 4 3 2 1
their way.
7. As a rule, employees should be given
rewards or punishments in order to
5 4 3 2 1
motivate them to achieve the
objectives of the organization.
8. Employees want frequent and
supportive communication from their 5 4 3 2 1
managers.
9. Leaders should allow their employees
5 4 3 2 1
to appraise their own work.
10. Employees feel insecure about their
5 4 3 2 1
work and need guidance and direction.
11. Leaders need to assist employees in
being accountable for completing their 5 4 3 2 1
work.
12. Leaders should allow employees to
solve problems on their own 5 4 3 2 1
completely.
13. The leader is the chief judge for the 5 4 3 2 1
 achievements of the employees in the
department.
14. It is the leader’s job to assist
5 4 3 2 1
employees in finding their passion.
15. Employees prefer little input from
5 4 3 2 1
their leaders.
16. Effective leaders give orders and
5 4 3 2 1
clarify the procedures.
17. Employees are generally competent
and when given a task will do a great 5 4 3 2 1
job.
18. Generally, employees should be left
5 4 3 2 1
alone to do their jobs.
19. Leaders should consistently provide
coaching and feedback to employees
5 4 3 2 1
so that they know how they are
performing.
20. Employees listen to leaders openly
because of their skills, knowledge, and 5 4 3 2 1
personality.
21. Leaders help employees during
5 4 3 2 1
complex situations.
22. Leaders provide measures to improve
5 4 3 2 1
poor performance.
23. Leaders should monitor their
employees who have problems
5 4 3 2 1
carrying out their duties to ensure they
achieve their goals.
24. Leaders should provide a shoulder to
5 4 3 2 1
employees in need of their help.
25. An effective leader should set clearly
defined objectives for their followers 5 4 3 2 1
to achieve.
26. An effective leader should clarify roles
5 4 3 2 1
and tasks requirements.
27. An effective leader should provide
psychological rewards such as
5 4 3 2 1
compliments when obligations are met
by employees.
28. An effective leader should ensure that
5 4 3 2 1
work standards are met.
29. Leaders should assist employees
5 4 3 2 1
achieve short term goals.
30. Leaders should monitor the outcomes
5 4 3 2 1
whether objectives are met or not
Evaluate what your leadership style is based on the table above.

Leadership Style Question Numbers Total score

1,4,7,10,13 and 16
Autocratic
2,5,8,11,14 and 17
Democratic
3,6,9,12,15 and 18
Laissez-Faire
19-24
Transformation
25-30
Transactional
 Leadership Styles Questionnaire
Employees
Purpose:
3. To identify the leadership style of your manager
4. To examine how leadership styles relate to employee productivity.
Instructions:
3. Circle the number that indicates the degree of which you agree and disagree with each statements
below.
4. There are no right or wrong answers, give your immediate impressions.

PART 1

Strongly Strongly
Statements Agree Neutral Disagree
Agree Disagree
1. Employees are required to be closely
5 4 3 2 1
supervised or they will not work
2. Employees want to engage in the
5 4 3 2 1
decision-making process.
3. In complex situations, employees
should be left to work out problems on 5 4 3 2 1
their own.
4. It can be said that most employees are
5 4 3 2 1
lazy.
5. A key element to being a good
supervisor is providing guidance and 5 4 3 2 1
motivation to staff.
6. Leadership means allowing employees
to do their work and staying out of 5 4 3 2 1
their way.
7. As a rule, employees should be given
rewards or punishments in order to
5 4 3 2 1
motivate them to achieve the
objectives of the organization.
8. Employees want frequent and
supportive communication from their 5 4 3 2 1
managers.
9. Leaders should allow their employees
5 4 3 2 1
to appraise their own work.
10. Employees feel insecure about their
5 4 3 2 1
work and need guidance and direction.
11. Leaders need to assist employees in
being accountable for completing their 5 4 3 2 1
work.
12. Leaders should allow employees to 5 4 3 2 1
 solve problems on their own
completely.
13. The leader is the chief judge for the
achievements of the employees in the 5 4 3 2 1
department.
14. It is the leader’s job to assist
5 4 3 2 1
employees in finding their passion.
15. Employees prefer little input from
5 4 3 2 1
their leaders.
16. Effective leaders give orders and
5 4 3 2 1
clarify the procedures.
17. Employees are generally competent
and when given a task will do a great 5 4 3 2 1
job.
18. Generally, employees should be left
5 4 3 2 1
alone to do their jobs.
19. Leaders should consistently provide
coaching and feedback to employees
5 4 3 2 1
so that they know how they are
performing.
20. Employees listen to leaders openly
because of their skills, knowledge, and 5 4 3 2 1
personality.
21. Leaders help employees during
5 4 3 2 1
complex situations.
22. Leaders provide measures to improve
5 4 3 2 1
poor performance.
23. Leaders should monitor their
employees who have problems
5 4 3 2 1
carrying out their duties to ensure they
achieve their goals.
24. Leaders should provide a shoulder to
5 4 3 2 1
employees in need of their help.
25. An effective leader should set clearly
defined objectives for their followers 5 4 3 2 1
to achieve.
26. An effective leader should clarify roles
5 4 3 2 1
and tasks requirements.
27. An effective leader should provide
psychological rewards such as
5 4 3 2 1
compliments when obligations are met
by employees.
28. An effective leader should ensure that
5 4 3 2 1
work standards are met.
29. Leaders should assist employees
5 4 3 2 1
achieve short term goals.
30. Leaders should monitor the outcomes
5 4 3 2 1
whether objectives are met or not
Evaluate the leadership style of your manager based on the table above.

Leadership Style Question Numbers Total score

1,4,7,10,13 and 16
Autocratic
2,5,8,11,14 and 17
Democratic
3,6,9,12,15 and 18
Laissez-Faire
19-24
Transformation
25-30
Transactional

PART 2
Kindly provide your views on the following:
1. Do you receive constructive feedback of your performance from your manager regularly?
YES/NO
2. Do you think your manager cares about your personal development and growth at the company?
YES/NO
3. Does your manager effectively communicate his/her expectations from you?
YES/NO
4. Do managers alert you of any changes that occur within the organization?
YES/NO
5. Does your manager handle dispute professionally?
YES/NO
6. Do you get recognition or rewarded in any form for a job well completed?
YES/NO
7. Does your manager create an environment that is open and trustworthy?
YES/NO
8. Is everyone in the department treated fairly in the department?
YES/NO
9. Is your manager open to ideas, suggestions, and requests from his team?
YES/NO
10. Do you feel like a valued employee of the organization?
YES/NO
11. Are you confident in the overall performance of your manager? YES/NO
12. Do you think your manager has the expertise and ability to lead the team to success?
YES/NO
13. Does your manager seek to improve in areas of shortcomings in the previous year?
YES/NO
14. Does your manager involve you in discussions of your career in the company?
YES/NO
15. Are you confident that you are in the right field of operations in the company?
YES/NO
16. Do you see yourself growing and developing in this company?
YES/NO
17. Do you receive adequate training opportunities from the company?
YES/NO
18. Do you think your current workload is reasonable for your designation?
YES/NO
19. Are fair deadlines set by your manager?
YES/NO
20. Do you feel your manager supports you?
YES/NO
21. Are you afraid of your manager if tasks are not completed in time or correctly?
YES/NO

22. Do you believe your performance is influenced by your manager? YES/NO

Please elaborate your views.
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
23. Do you think your manager’s leadership style is effective? YES/NO
Please elaborate your views.
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
24. Based on the following definitions, select the best option that describes your manager.
1. The Genetic View –people are perceived to be born with the talents to lead; they are
considered to be naturals.
2. The Learned View – Persons who study leadership in detail and practice what they learn
can become effective leaders regardless of who they are.
3. The Heroic View – These persons are perceived to be the ones who perform
courageously to save others.
4. The Top only View – Leadership occurs at the top of the hierarchy and everyone else
follows orders.
5. Social Script View – When it is a person’s turn to be leader, he will be asked to assume
the position.
6. Position View – A leader is perceived by the job and title he holds e,g. “Director of…” or
“Head of …”.
25. In your view, what areas can your manager improve in to increase employee productivity?
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………

END OF QUESTIONNAIRE.
THANK YOU!!
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