The Effects of Bad Leadership: Results and Findings from the Data
This chapter will report selected main findings of the primary research. Notably, all issues discussed in this chapter were reported at least by half, and mostly by two thirds or more of the respondents.
- PDF / 709,994 Bytes
- 33 Pages / 439.37 x 666.142 pts Page_size
- 32 Downloads / 135 Views
The Effects of Bad Leadership: Results and Findings from the Data
This chapter will report selected main findings of the primary research. Notably, all issues discussed in this chapter were reported at least by half, and mostly by two thirds or more of the respondents. As is often practiced in qualitative research studies, original citations are used to illustrate the findings, giving respondents a voice and readers a flavour of the interview content. All citations are marked with the respondent number and role: w stands for worker and l for leader. The used statements are ‘typical’ insofar as they were repeatedly expressed in similar or equal words. They were originally in German and were translated by this researcher into English capturing the original meaning in the best possible way. The sole responsibility for errors out of the translation process lies with the author. As the analysis comprised input from exactly 100 interviews, representing data in graphs using percentages—rather than being an intention to quantify—seemed a natural aid to illustrate the strength of a perceived issue within the sample. Also described in Chap. 5, findings are based on unprompted information and are grouped and operationalised by the three key themes of the research framework model developed in Sect. 3.6: 1. Operational and situational context/Change. Section 6.1 reports the main issues relating to or explaining changes in the operational context and how these were led. Here, the main themes were ‘quality vs. machine speed’, the ‘development of new products’, and ‘internal competition’ (Sects. 6.2–6.3). 2. Leadership. Regarding leadership culture (Sect. 6.4), the main identified themes were ‘favouritism’, ‘nepotism’, ‘appreciation’, ‘integrity’, and ‘trust’ (Sects. 6.5–6.8). 3. Corporate culture. ‘Leadership climate’ and ‘work climate’ are reported in Sects. 6.9 and 6.10. Organisational culture and leadership culture were analysed by further drawing
© Springer International Publishing Switzerland 2017 B. Bachmann, Ethical Leadership in Organizations, CSR, Sustainability, Ethics & Governance, DOI 10.1007/978-3-319-42942-7_6
107
108
6 The Effects of Bad Leadership: Results and Findings from the Data
from the themes ‘team spirit’, employee ‘motivation’, and the implications for ‘co-operation’ within the factory (Sects. 5.11–5.13). Section 6.14 describes an additional, unexpected finding: many respondents reported that poor leadership was ‘negatively affecting’ their health; this was judged to be an important addition to the analysis. Section 6.15 summarises the introduced findings.
6.1
Situational Context and Operational Governance
The following contextual description of the researched factory is based on statements concerning issues which were each verified by a minimum of 15 individuals.1 As during the entire analysis, there was a very high consistency in all matters presented here. All presented original citations are typical, and are shared by many other respondents, often even with similar or like wordings and descri
Data Loading...
