Methods

Design

I used a qualitative method and an action research design to examine my research

question, allowing me to connect with actual context and finding and addressing the real-world

issues (Parsons et al., 2013). I aim to gain new insights into Iranian employees’ perceptions of

the TL style of their managers, its benefits and drawbacks, its effects on job satisfaction, and its

application in the Iranian workplace. The entire study procedure was conducted with careful

adherence to ethical norms according to Parsons and Strong’s (2021) guidelines. Participants

received explicit explanations of the research goals, their privacy rights, and the importance of

their voluntary involvement. They agreed to participate by signing a deal emailed to them before

receiving the questionnaires. No personally identifiable information was exposed over the course

of the study, thanks to the maintenance of confidentiality.

Participants and Materials

The graduate students enrolled in the Master of Arts in Leadership (MAL) program at a

small private Canadian university were the target population for this study. Only individuals with

job experience in Iranian workplaces were invited to participate in the study. Ten genuine replies

were collected and taken into account in the study from an original distribution of 44 online

surveys distributed via the university's email system. They consisted of four males and five

females—ages 31 to 45, highly educated, single and married. Eight open-ended questions were

carefully tailored to dive into the nuances of transformational leadership traits in the

questionnaire. Participants were also asked to discuss how they saw their professional

interactions with Iranian coworkers, how supervisors interacted and sympathize with them,

improved their abilities, and the general atmosphere of their workplaces.

Data Analysis

The examples provided by participants made the analysis and evaluation of their answers

easier. I applied descriptive analysis and content analysis to the acquired data by using

descriptive analysis to describe survey answers, emphasizing certain factors concisely. I looked

at each one separately for trends in answering a single question. This method allowed for

spotting recurring patterns in the participants' responses. The quantitative analysis of recurrent

themes sheds light on the beliefs and attitudes most frequently held about transformational

leadership in the Iranian workplace. The fundamental study on leadership and worker happiness

conducted by Hamidifar (2010) at Islamic Azad University (IAU) in Tehran was compared. The

study provided insight into transformational leadership's use in Iranian workplaces. Hamidifar

(2010) investigated leadership and employee happiness at IAU, focusing on balancing

transactional and transformative leadership abilities. My results align with this study to a large

extent, indicating a combination of all traits of TL is required for the well-being of the

employees and to increase the organization's revenue.