BRS20103 | RESEARCH METHODOLOGY

FACULTY OF BUSINESS MANAGEMENT AND

PROFFESSIONAL STUDIES

RESEARCH METHODOLOGY
BRS20103

ASSIGNMENT 1

DR. ARUN KUMAR TAROFDER

NO NAME ID
1 MUHAMMAD AZIQ AQIL 012020090341
BIN IBRAHIM

SUBMISSION DATE: 25TH MARCH 2021

 BRS20103 | RESEARCH METHODOLOGY
Table of Contents

ARTICLE 1.........................................................................................................................................3

ARTICLE 2.........................................................................................................................................4

ARTICLE 3.........................................................................................................................................5

ARTICLE 4.........................................................................................................................................6

ARTICLE 5.........................................................................................................................................7

ARTICLE 6.........................................................................................................................................8

ARTICLE 7.........................................................................................................................................9

ARTICLE 8.......................................................................................................................................10

ARTICLE 9.......................................................................................................................................11

ARTICLE 10......................................................................................................................................12

FRAMEWORK.................................................................................................................................13

TABLE.............................................................................................................................................14

REFERENCES...................................................................................................................................18

2
 BRS20103 | RESEARCH METHODOLOGY
1ST ARTICLE TITLE: The impact of servant leadership and
transformational leadership on learning organization: a comparative
analysis

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

The aim of this paper is to cross reference the effects of transformational and servant leadership on a
learning organisation (one that is continuously evolving through learning and growth techniques) in
the context of Chinese small and medium-sized companies (SMEs).

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

The literature review investigates the effect of leadership on a significant organisational principle and
a practicing company, because in today's fast-changing market climate and organisations, learning
better and faster is important.

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV= Transformational leadership

IV= Organisational justice, Organisational commitment, Affective commitment

4. METHODOLOGY

Structural equation modelling was used to evaluate four hypotheses.

5.RESULTS AND DISCUSSIONS (FINDINGS)

The findings indicate that servant leadership has no correlation with learning organisations, while
transformational leadership has a clear correlation.

6. CONTRIBUTIONS

The results have implications for China's coaching of transformational leadership skills and the
development of a learning organisation. The analogy between transformational and servant leadership
can easily be applied to other forms of leadership.

3
 BRS20103 | RESEARCH METHODOLOGY
2nd ARTICLE TITLE: A Jordanian empirical study of the associations
among transformational leadership, transactional leadership, knowledge
sharing, job performance, and firm performance

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

The aim of this paper is to look into the effect of both transformational and transactional leadership
styles on employees' information sharing habits, as well as the impact of the latter on job performance
and, ultimately, firm performance.

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

The literature review investigate two styles of leadership which are transformational and transactional
leadership, since their presence helps organisations prosper by manipulating others and inspiring
followers to achieve desired outcomes.

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV= Transformational Leadership

IV= Job performance, Knowledge sharing

4. METHODOLOGY

Structural equation modelling was used to empirically evaluate data obtained from 179 employees at
Jordan's Higher Council of Youth.

5.RESULTS AND DISCUSSIONS (FINDINGS)

The findings revealed that both transformational and transactional leadership styles have a major
effect on job efficiency, and the latter on firm performance. Furthermore, transactional leadership was
found to have an effect on information sharing, while transformational leadership did not.

6. CONTRIBUTIONS

This study suggests a new way of looking at information sharing adoption and discusses some of the
findings' theoretical and managerial implications.

4
 BRS20103 | RESEARCH METHODOLOGY

3rd ARTICLE TITLE: The relationships among transformational

leadership, sustainable leadership, lean manufacturing and sustainability
performance in Thai SMEs manufacturing industry

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

This paper aims to look at the systemic relationship model between transformational leadership,
sustainable leadership (SL), lean manufacturing practises, and sustainability efficiency.

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

This literature review aims to show a positive relationship between SL and lean manufacturing, lean
manufacturing and sustainability efficiency, and the partial mediate impact of lean manufacturing on
the relationship between SL and sustainability performance, all of which are valuable contributions to
academic research.

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV= Transformational Leadership

IV= Lean manufacturing, Sustainability performance

4. METHODOLOGY

The data was gathered through a survey of 598 respondents from 374 firms. Participant observation,
non-participant observation, and in-depth interviews were used to gather qualitative data from 40
participants.

5.RESULTS AND DISCUSSIONS (FINDINGS)

The results showed that structural models vary between automotive and nonautomotive firms, as well
as between companies that have been implementing lean programmes for less than five years and
those that have been doing so for more than five years.

6. CONTRIBUTIONS

5
 BRS20103 | RESEARCH METHODOLOGY
This research adds to the understanding that lean manufacturing can be used in every industry.
Furthermore by confirming the relationships between transformational leadership, SL, lean
manufacturing, and sustainability efficiency, this study fills a gap in our knowledge.

4th ARTICLE TITLE: How transformational leadership facilitates radical

and incremental innovation

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

The aim of this study is to investigate and deepen knowledge of how transformational leadership
affects radical and incremental innovation through the mediating function of positive psychological
capital, given the importance of innovation capacity in helping firms evolve and adjust to a fast-paced
and unpredictable setting.

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

The literature aims to show that Transformational Leadership has a major impact on innovation

capability by fostering a supportive and collaborative environment that encourages change and
innovation. Employees' attitudes, principles, and inspiration for innovation may also be changed or
modified by transformational leaders, resulting in the desired change and innovation.

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV= Transformational Leadership

IV=Innovation, Self- efficacy, Optimism, Hope and Resilience

4. METHODOLOGY

On the basis of empirical data obtained from 379 participants in 89 manufacturing and service
companies, the paper used structural equation modelling and cross-sectional design to evaluate
proposal hypotheses.

5.RESULTS AND DISCUSSIONS (FINDINGS)

The findings of this study showed that transformational leadership has a positive and important
impact on both transformative and incremental innovation

6. CONTRIBUTIONS

6
 BRS20103 | RESEARCH METHODOLOGY
The paper has added to the theory of innovation management by emphasising the critical role of
transformational leadership and psychological capital in promoting particular types of innovation,
such as disruptive and incremental innovation.

5th ARTICLE TITLE: Transformational leadership as a factor that

decreases turnover intention: a mediation of work stress and
organizational citizenship behaviour

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

The aim of this study is to look at the impact of transformational leadership on work stress,
organisational citizenship behaviour (OCB), and turnover intention, as well as the impact of work
stress on OCB and turnover intention.

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

This thesis utilises ideas, models, and artefacts that have gained little attention in previous research
which the banking services industry, manufacturing firms, communications industry, hotels, and
educational organisations were the most common research artefacts in the past. The current study
focuses on hospital services, especially those provided by private hospitals.

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV=Transformational Leadership

IV= Organizational Citizenship Behaviour (OCB), Work stress, Turnover intention

4. METHODOLOGY

Data was obtained using the surveys. The findings of this study show that the higher the level of
transformational leadership, the lower the level of job tension. The positive significant relationship
may be due to the leaders' guidance or order provided to nurses at each daily meeting.

5.RESULTS AND DISCUSSIONS (FINDINGS)

The findings of this study show that, while not important, the higher the degree of transformational
leadership, the lower the intention to leave. The findings of this study show that the higher the job
stress, the lower the Organizational Citizenship Behaviour.

7
 BRS20103 | RESEARCH METHODOLOGY
6. CONTRIBUTIONS

This paper contributes into the relationship between the variables specifically in Manado, where the
respondents come from various cultural backgrounds.

8
 BRS20103 | RESEARCH METHODOLOGY
6th ARTICLE TITLE: Transformational leadership and employee
outcomes: the mediating role of psychological empowerment

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

The aim of this study is to see if psychological empowerment has a mediating impact in the
relationship between transformational leadership and two employee outcomes: organisational
citizenship activity and intention to leave.

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

The literature aims to show that there is substantial evidence of the positive impact of
transformational leadership on employee psychological empowerment in the past empirical literature.
There is a significant association between transformational leadership and psychological
empowerment in the past empirical literature.

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV=Transformational Leadership

IV= Psychological empowerment, Organization Citizenship Behaviour (OCB), Turnover intention

4. METHODOLOGY

The data was obtained from 316 textile industry workers in order to empirically validate the proposed
model.

5. RESULTS AND DISCUSSIONS (FINDINGS)

The findings indicated that psychological empowerment mediates the relationship between
transformational leadership and both organisational citizenship behaviour and turnover intention
among employees.

6. CONTRIBUTIONS

The indirect impact of transformational leadership on organisational citizenship behaviour and

turnover intention through psychological empowerment is proposed and tested in this study.

9
 BRS20103 | RESEARCH METHODOLOGY

7th ARTICLE TITLE: Transformational leadership, career adaptability,

job embeddedness and perceived career success: a serial mediation model

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

The aim of this study is to explore the indirect effects of transformational leadership and perceived
career performance through serial mediation of career adaptability and job embeddedness,
respectively, based on career construction theory and job embeddedness theory.

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

This examination is an endeavour to improve writing by zeroing in on female medical attendants in

particular. it is notable that medical attendants should manage numerous sorts of stressors including
the requests from specialists and patients, sincerely depleting nature of a task just as illness that are
every now and again uncovered

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV=Transformational Leadership

IV= Perceived career success, Job embeddedness, Career adaptability

4. METHODOLOGY

This analysis took a quantitative approach. Data was collected from 469 Saudi Arabian nurses who
worked in government hospitals. Structural equation modelling was used to evaluate hypotheses.

5.RESULTS AND DISCUSSIONS (FINDINGS)

The findings indicate that transformational leaders help people feel more successful in their careers.
Furthermore, career adaptability and work embeddedness play a role in the relationship between
transformational leadership and perceived career success.

6. CONTRIBUTIONS

Leadership's role in fostering employees' perceived career success has received little attention in the
literature. This paper contributes by being the first research of its kind to look at how transformational

10
 BRS20103 | RESEARCH METHODOLOGY
leadership affects nurses' perceptions of career achievement, as well as the mediating functions of
career adaptability and work embeddedness.

11
 BRS20103 | RESEARCH METHODOLOGY

8th ARTICLE TITLE: Transformational leadership and employee

communication behaviours: the role of communal and exchange
relationship norms

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

The aim of this study is to investigate the impact of transformational leadership on employees'
internal and external communication habits, as well as the mediating role of employees' communal
and exchange relationship norms with their organisation.

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

The aim of this literature review is to investigate and develop theoretical connections between
leadership and public relations.

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV=Transformational Leadership

IV= Employees voice behaviours, Employees positive megaphoning behaviour

4. METHODOLOGY

A survey of full-time workers in different business sectors in the United States was conducted online.

5.RESULTS AND DISCUSSIONS (FINDINGS)

Employees' voice habits, as well as their optimistic and negative megaphoning behaviours, were
greatly improved by transformational leadership. Employees' communicative behaviours were
significantly mediated by communal relationship norms, while employees' megaphoning behaviours
were positively influenced by exchange relationship norms.

6. CONTRIBUTIONS

This is one of the first studies to look at the impact of transformational leadership style on employees'
communicative behaviour both within and outside of the organisation, as well as the role of exchange-
communal relationship norms in mediating the effect.

12
 BRS20103 | RESEARCH METHODOLOGY

13
 BRS20103 | RESEARCH METHODOLOGY
9th ARTICLE TITLE: The effects of transformational leadership on
organisational citizenship behaviour: the role of organisational justice and
affective commitment

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

The aim of this paper is to determine whether and to what degree the relationship between
transformational leadership and OCB was mediated by organisational justice and affective
engagement.

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

The literature review aims to study the test a model that connects transformational leadership to OCBs
by using organisational justice and effective engagement as mediating roles.

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV= Transformational Leadership

IV= Organizational Citizenship Behaviour (OCB), Organisational justice, Organisational commitment

4. METHODOLOGY

A random sample of 300 workers from a medium-sized public university and 122 employees from
public and private sector organisations in Lesotho was used to perform the research. The data was
analysed using partial least squares structural equation modelling and process macro techniques.

5.RESULTS AND DISCUSSIONS (FINDINGS)

The findings revealed important links between transformational leadership and organisational justice,
affective commitment and OCB, and affective commitment and OCB. Perceived justice and affective
engagement were also found to be important serial mediators between transformational leadership and
OCB, according to the findings.

6. CONTRIBUTIONS

This is one of the few theory-driven primary studies to look at the sequential mediating functions of
organisational justice and affective engagement in the transformational leadership – OCB
relationship.

14
 BRS20103 | RESEARCH METHODOLOGY

15
 BRS20103 | RESEARCH METHODOLOGY

10th ARTICLE TITLE: Transformational leadership and employee

efficiency: knowledge sharing as mediator

1. PROBLEM STATEMENT AND OBJECTIVES (PURPOSE)

The aim of this study is to investigate the impact of transformational leadership on employee
performance. The study also looks at how knowledge sharing can serve as a bridge between
transformational leadership and employee productivity.

2. THEORETICAL FOUNDATION (LITERATURE REVIEW)

This literature review aims to show that successful leadership is more likely to result in increased
employment performance.

3. IDENTIFY VARIABLES FROM THE SELECTED ARTICLES

DV= Transformational Leadership

IV= Employee efficiency, Knowledge sharing

4. METHODOLOGY

The study is focused on a survey of 200 workers from logistics companies. The assessment is focused
on exploratory factor analysis (EFA) and confirmatory factor analysis (CFA).

5.RESULTS AND DISCUSSIONS (FINDINGS)

This study finds that transformational leadership has a positive and important impact on employee
productivity. The study also found that information sharing fully mediated the impact of
transformational leadership on employee productivity after it was implemented. 

6. CONTRIBUTIONS

This study investigates the extent to which information sharing acts as a mediator between
transformational leadership and employee performance, something that has not been investigated
previously.

16
 BRS20103 | RESEARCH METHODOLOGY

FRAMEWORK

Independent variable (IV) Dependent variable

(DV)

ORGANIZATIONAL
CITIZENSHIP H1
BEHAVIOUR (OCB

H2
TURNOVER TRANSFORMATIONAL
INTENTION LEADERSHIP

H3

KNOWLEDGE
SHARING

H1: There is a relationship between organizational citizenship behaviour (IV) and

Transformational Leadership (DV).

H2: There is a relationship between Turnover Intention (IV) and Transformational

Leadership (DV).

H3: There is a relationship between Knowledge sharing (IV) and Transformational

Leadership (DV)

17
 BRS20103 | RESEARCH METHODOLOGY
Author Context Theory Methodology Findings List the variable
Lei Xie Managemen The literature review Structural equation modelling was The findings indicate that Organisational
t investigates the effect of used to evaluate four hypotheses. servant leadership has no justice,
leadership on a significant correlation with learning Organisational
organisational principle and a organisations, while commitment,
practicing company, because transformational leadership Affective
in today's fast-changing has a clear correlation. commitment
market climate and
organisations, learning better
and faster is important.
Ra’ed Masa’deh, Managemen The literature review Structural equation modelling was The findings revealed that Job performance,
Bader Yousef t investigate two styles of used to empirically evaluate data both transformational and Knowledge
Obeidat, Ali leadership which are obtained from 179 employees at transactional leadership sharing
Tarhini transformational and Jordan's Higher Council of Youth. styles have a major effect
transactional leadership, since on job efficiency, and the
their presence helps latter on firm performance.
organisations prosper by
manipulating others and
inspiring followers to achieve
desired outcomes.
Piyachat Managemen This literature review aims to The data was gathered through a The results showed that Lean
Burawat t show a positive relationship survey of 598 respondents from structural models vary manufacturing,
between SL and lean 374 firms. Participant observation, between automotive and Sustainability
manufacturing, lean non-participant observation, and nonautomotive firms, as performance.
manufacturing and in-depth interviews were used to well as between companies
sustainability efficiency, and gather qualitative data from 40 that have been
the partial mediate impact of participants. implementing lean
lean manufacturing on the programmes for less than
relationship between SL and five years and those that
sustainability performance, all have been doing so for
of which are valuable more than five years.
contributions to academic
research.
Phong Ba Le Managemen The literature aims to show On the basis of empirical data The findings of this study Innovation, Self-
t that Transformational obtained from 379 participants in showed that efficacy,

18
 BRS20103 | RESEARCH METHODOLOGY
Leadership has a major 89 manufacturing and service transformational leadership Optimism, Hope
impact on innovation companies, the paper used has a positive and and Resilience
capability by fostering a structural equation modelling and important impact on both
supportive and collaborative cross-sectional design to evaluate transformative and
environment that encourages proposal hypotheses. incremental innovation
change and innovation.
Employees' attitudes,
principles, and inspiration for
innovation may also be
changed or modified by
transformational leaders,
resulting in the desired
change and innovation.
Vinno Petrus Managemen This thesis utilises ideas, Data was obtained using the The findings of this study Organizational
Manoppo t models, and artefacts that surveys. The findings of this study show that, while not Citizenship
have gained little attention in show that the higher the level of important, the higher the Behaviour (OCB),
previous research which the transformational leadership, the degree of transformational Work stress,
banking services industry, lower the level of job tension. The leadership, the lower the Turnover intention
manufacturing firms, positive significant relationship intention to leave. The
communications industry, may be due to the leaders' findings of this study show
hotels, and educational guidance or order provided to that the higher the job
organisations were the most nurses at each daily meeting. stress, the lower the
common research artefacts in Organizational Citizenship
the past. The current study Behaviour.
focuses on hospital services,
especially those provided by
private hospitals.
Saira Saira, Sadia Managemen The literature aims to show The data was obtained from 316 The findings indicated that Psychological
Mansoor, t that there is substantial textile industry workers in order to psychological empowerment,
Muhammmad Ali evidence of the positive empirically validate the proposed empowerment mediates the Organization
impact of transformational model. relationship between Citizenship
leadership on employee transformational leadership Behaviour (OCB),
psychological empowerment and both organisational Turnover intention
in the past empirical citizenship behaviour and
literature. There is a turnover intention among

19
 BRS20103 | RESEARCH METHODOLOGY
significant association employees.
between transformational
leadership and psychological
empowerment in the past
empirical literature.

Basheer M. Al- Managemen This examination is an This analysis took a quantitative The findings indicate that Perceived career
Ghazali t endeavour to improve writing approach. Data was collected from transformational leaders success,
by zeroing in on female 469 Saudi Arabian nurses who help people feel more Job
medical attendants in worked in government hospitals. successful in their careers. embeddedness,
particular. it is notable that Structural equation modelling was Furthermore, career Career adaptability
medical attendants should used to evaluate hypotheses. adaptability and work
manage numerous sorts of embeddedness play a role
stressors including the in the relationship between
requests from specialists and transformational leadership
patients, sincerely depleting and perceived career
nature of a task just as illness success.
that are every now and again
uncovered
Yeunjae Lee, Managemen The aim of this literature A survey of full-time workers in Employees' voice habits, as Employees voice
Myong-Gi Chon t review is to investigate and different business sectors in the well as their optimistic and behaviours,
develop theoretical United States was conducted negative megaphoning Employees
connections between online behaviours, were greatly positive
leadership and public improved by megaphoning
relations. transformational behaviour
leadership. Employees'
communicative behaviours
were significantly mediated
by communal relationship
norms, while employees'
megaphoning behaviours
were positively influenced
by exchange relationship

20
 BRS20103 | RESEARCH METHODOLOGY
norms.

Peter Khaola, Managemen The literature review aims to A random sample of 300 workers The findings revealed Organizational
Patient Rambe t study the test a model that from a medium-sized public important links between Citizenship
connects transformational university and 122 employees transformational leadership Behaviour (OCB),
leadership to OCBs by using from public and private sector and organisational justice, Organisational
organisational justice and organisations in Lesotho was used affective commitment and justice,
effective engagement as to perform the research. The data OCB, and affective Organisational
mediating roles. was analysed using partial least commitment and OCB. commitment
squares Perceived justice and
affective engagement were
also found to be important
serial mediators between
transformational leadership
and OCB, according to the
findings.

Preeti Dwivedi, Managemen This literature review aims to The study is focused on a survey This study finds that Employee
Vijit Chaturvedi, t show that successful of 200 workers from logistics transformational leadership efficiency,
Jugal Kishore leadership is more likely to companies. The assessment is has a positive and Knowledge
Vashist result in increased focused on exploratory factor important impact on sharing
employment performance. analysis (EFA) and confirmatory employee productivity. The
factor analysis (CFA). study also found that
information sharing fully
mediated the impact of
transformational leadership
on employee productivity
after it was implemented. 

21
 BRS20103 | RESEARCH METHODOLOGY
REFERENCES

1. Lie Xie (2020) The impact of servant and transformational leadership on learning
organization: a comparative analysis
2. Ra’ed Masa’deh,Bader Yousef Obeidat, Ali Tarhini (2016) A Jordanian empirical study of
the associations among transformational leadership, transactional leadership, knowledge
sharing, job performance, and firm performance .
3. Piyachat Burawat (2019) The relationships among transformational leadership, sustainable
leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing
industry
4. Phong Ba Le (2020) How transformational leadership facilitates radical and incremental
innovation: the mediating role of individual psychological capital
5. Vinno Petrus Manoppo (2020) Transformational leadership as a factor that decreases turnover
intention: a mediation of work stress and organizational citizenship behaviour
6. Saira Saira, Sadia Mansoor, Muhammad Ali (2020) Transformational leadership and
employee outcomes: the mediating role of psychological empowerment
7. Basheer M. Al-Ghazali (2020) Transformational leadership, career adaptability, job
embeddedness and perceived career success: a serial mediation model
8. Yuenjae Lee, Myoung-Gi Chon (2020) Transformational leadership and employee
communication behaviours: the role of communal and exchange relationship norms
9. Peter Khaloa, Patient Rambe (2020) The effects of transformational leadership on
organisational citizenship behaviour: the role of organisational justice and affective
commitment
10. Preeti Dwivedi, Vijit Chaturvedi, Jugal Kishore Vashist (2020) Transformational leadership
and employee efficiency: knowledge sharing as

22
 Rubric for Individual Assignment
Research Methodology (BRS20103)

Student Name: MUHAMMAD AZIQ AQIL BIN IBRAHIM

Student Id : 012020090341
Program: BIB

Criterion Excellent Very Good Satisfactor Unsatisfactor

(100-80) Good (80- (70-60) y (60-50) y (50-40)
Comprehensiveness: 70)
- Addresses the task
- Covers the topic
Level of conceptual
analysis:
- Depth of analysis
- Understanding of
concepts
- Critical evaluation
Quality of discussion:
- Use of supporting
literature
- Punctuation and
grammar
- Expression
Organization/structure
of essay:
- Logical structure
- Clear intro and
conclusion
- Concise
- Flow

Overall Mark /100