Final file reviewed 10192016-re-edited

Running head: DISSERTATION ON LEADERSHIP 1
Dissertation on Leadership
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DISSERTATION ON LEADERSHIP 2
Chapter 1” Problem and Its Background
(A)Introduction
A leader can be referred as an important stakeholder of an organization or an institution,
who guides the sub-ordinates or the followers to the developed goals and objectives through
effective skill, knowledge, and motivation development process. It is also important to mention
that effective leadership style adopted and implemented by the leaders can help an organization
to create effective positive energy and enthusiasm, within the employees to meet the developed
organizational goals and objectives quite significantly focusing on the organizational culture, as
well as vision and mission of the particular organization. a leader needs to go through different
considerations, as he or she needs to understand the emotional intelligence, physical energy, and
motivation level of employees in order to enhance effective adoption of leadership style, which
may positively reflect in the workplace performance of the employees. Apart from this, it is also
true that different types situations within a workplace need to be assessed and examined properly
in order to ensure significant strategy development process. Effective leadership strategy
development and execution process always depends upon effective interpersonal communication
process, interpersonal relationship development process, and significant listening process. Most
importantly, an effective organizational leader needs to have significant team management and
employee motivation skills by having the ability to understand the emotions and needs of
employees or followers within an organization.
Leaders are highly responsible for the personal as well as professional development of
employees or the followers. In an addition, it is also important to mention that the leaders need to
ensure transparency and ethical considerations within the leadership strategy development and

employee management process in order to ensure better interaction with the employees and other
sub-ordinates (Harris, 2009). It is also important to mention that the leaders also ensure
individual personal as well as professional growth through the adoption and execution of
effective leadership style. Most significantly, the leaders also can grow professionally through
effective interaction with the sub-ordinates and followers.
Effective as well as successful organizational leaders also want to maintain a string.
Skilled and diverse workforce as it can help the leaders to ensure effective knowledge
management and collaborative workplace performance. Alternatively, diverse workforce helps
the leaders to ensure flexible training, support, education, and performance management process
for the employees. The employee-centric as well as visionary leaders also want to take care of
employees’ needs, satisfaction level as well as company’s objective collaboratively.
It is highly important to accept that there are several leaders in this contemporary era,
who loves to deal with innovative, self-motivated, and self-directed employees. It is true that
employees can be either self-motivated to perform effectively, or skilled but lazy to perform
(Harzing, 2014). In these cases, it is the situational as well as visionary leadership style that can
help a leader to bring enthusiasm in each and every within the workplace to perform effectively.
Alternatively, it is also vital to mention that different types of personality traits need to be
considered in effective adoption and implementation of appropriate leadership style. Successful
leaders always encourage the followers to take self-responsibility to meet the developed
organizational goals as well as objectives. Apart from this, effective visionary and situational
leadership style helps that leaders to motivate the employees and sub-ordinates to focus on risk-
taking ability development process. Ultimately, the self-directed and visionary leaders also want
that the employees should have the ability to generate innovative ideas and lead individually.

It is also essential to acknowledge the effective as well as successful leaders should also
have the ability and skill to understand the importance and impact of external sources and system
on the workplace environment of an organization. The understanding level should have a strong
co-relation with the motives and intentions of the internal stakeholders of the particular
organization that can help the firm to meet the developed objectives quite significantly. It is the
major responsibility of team leaders to make a string balance between the external system and
internal aspects to ensure best organizational fit.
It has already been discussed that the leaders need to focus on some important trait and
characteristic aspects in order to justify the job role. Apart from above mentioned traits and
attitudes, it is also important for a leaders to ensure some important factors, such as follower-
leader interaction, value addition, commitment, care for other individuals within the
organization, humanity, integrity, transparency, mercy, beliefs, and equality. These aspects may
help an organization to ensure a strong relationship between the management and employees,
without having any conflict within the workplace environment. These values are the seven
Beatitudes found in Matthew 5 and are the base of the virtuous theory of Servant Leadership
(Keely, 2001).
The capacity of a person to cause a group of people to voluntarily contribute their efforts
towards a common goal is one of the simple definition of leadership. Effective leadership
depends upon efficient interpersonal relations and sensitivity to the good of the organization. A
leader should be motivated to lead, be capable of making best use of talents, skills of its officers
and the membership – the human resources of the organization. An organized team or an
organization must have leaders. Leaders provide guidance and directions on the organization’s
efforts – without leaders; the organization could not function effectively and efficiently.

Leadership can be referred as an important as well as interesting human resource
management approach that needs to be considered by the higher management level as leadership
is referred as an important approach that helps an individual to motivate and influence a follower
or more than one follower to achieve a developed organizational goal. There are many leadership
styles which researchers have proposed, however, there is no leadership style that fits all (Burns,
in Abbasialiya, 2010). There are common, operative and proficient values or traits of a leader:
knows how to inspire, motivates, and directs activities to help achieve the organization’s goals
(cited by Amanchukwu, et. al.).
Characteristic, attitude, value expression, emotional intelligence, moral capability, and
self-awareness are referred as important leadership traits. Day, Harris, and Hadfield studied 12
schools in England and Wales which focused on heads who were deemed effective by the Office
for Standards in Education (OFSTED). They concluded that good leaders are informed by and
communicate clear sets of personal and educational values which represent their moral purposes
for the school (Morton, 2009). The leaders possess the following qualities: respect for others,
fairness and equality, caring for the well-being and whole development of students and staff,
integrity and honesty (Greenfield and Ribbins cited from Gronn and Ribbins, Leaders in Context:
Postpositivist Approaches to Understanding Educational Leadership;
http://eaq.sagepub.com/content/32/3/452.abstract; retrieved 08/31/2016).
Dynamic Leadership
Some people are born leaders, others are thrown into a situation and expected to lead. So
what is the difference between a leader and a dynamic leader? Dynamic leaders are persons with
good characters, know the difference between right and wrong and always try to do what is right,

someone to look up to and admire, who set good example for everyone, and someone who make
the world a better place.
Dynamic leaders know that conflict is a natural part of working in groups. Dynamic
leaders are generally self-directed leaders. In dynamic leadership style, the leaders are practically
oriented with the handling of conflict management and other types of issue addressing processes
(Rowley, 2010).
Dynamic leaders know that conflict usually doesn't go away by itself. Conflict is a natural
part of working in groups, because different people have different ideas and viewpoints.
Dynamic leaders always help the individuals to control their emotion and anger before giving
any statement or before making any decision or strategy as it helps to bring effectiveness in the
developed strategies.
Dynamic leaders use peer power in positive ways. They use peer education to make a
difference. Peers have power! Young people depend on friends for information, advice, and role
models.
Peer educators generally utilize positive as well as informative attitudes to assist other
young individuals integrated with any task or organization. It is highly important to state that
such educators used to collect and gather appropriate data as well as information about the
challenges that may hamper the overall workplace environment. Alternatively, they also train
other individuals regarding addressing of the challenges and make use of the used resources quite
significantly.
Dynamic leaders help solve problems through peer education. Peer education is the
process of providing information to, teaching, or instructing a person or group equal in ability,

age, rank, and/or qualifications; for example, teens teaching teens. It is highly essential to discuss
that educated peers try to listen to the other peers in any debate or argument. However, the
dynamic leaders used to take some important approaches in order to motivate the young
individuals. These approaches are selection of an issue or a challenge, which is vital for an
individual, reorganization of the challenges as well as analysis of the required information, and
educate other individuals about the particular challenges by the use of adequate and appropriate
data and information (Ardichvii & Yoon, 2009).
Dynamic leaders never get feared or feel nervous regarding any complex situation. They
always love to take challenges. Most importantly, dynamic leaders have the ability and tendency
to lead an entire team from front. Apart from the identification of the challenges, the dynamic
leaders also help in giving appropriate solutions to the problems.
A dynamic leader has the ability to stand alone within the crowd and lead the individuals
within the crowd significantly. Moreover, it is highly important to focus on the relationship
development process in order to gain success within the workplaces. Dynamic leaders love to
meet the developed organizational objectives through the development of healthy relationship
with employees as well as top level organizational management (Beugelsdijk, 2008). Leaders
can't be best friends with everyone. There may even be people in the group that they don't
especially like. Dynamic leaders are also similar to the participative leaders as the dynamic
leaders are referred as good listener similar to the participative leaders. A successful leader needs
to listen to the team before any strategy development or decision making process as it
significantly helps in the development of different types of strategic management approaches that
can enhance significant relationship development and team building process.

It is one of the important characteristics of the dynamic leaders that they used to develop
healthy and trustworthy relationship with the employees by giving credit to their jobs and good
workplace performances. It has two advantages. First of all, it strengthens the relationship.
Secondly, it helps in effective employee motivation as well as performance management process.
Apart from the above mentioned characteristics, it is also important to discuss that the
dynamic leaders significantly know about enhancement of group dynamic and team development
process. Moreover, the dynamic leaders always help the individuals to make them understand
about their responsibilities within the team to achieve the developed organizational goals.
Alternatively, the dynamic leaders also take care of the needs and motivation level of the
employees (Chen and Haung, 2007).
Dynamic leaders know how to share the leadership and allow members to contribute their
skills and take the lead also.
Dynamic leaders bring people together and enable them to work through teamwork which
means that the organization shares a common ideal and embrace a common goal regardless of
the differences and diversity; they strive shoulder to shoulder, confident in one another’s faith,
trust and commitment. In the end, teamwork can be summed up in short words - believing in
each other (Shivers, 2011).
Despite the fact that there were numerous studies conducted on the various leadership
styles, the leader-researcher finds the study unique for reason that is based on his story on
leadership on different organization in the academe/education sector, in the his religious
affiliation, in the community where he is living, and in the industry where is practicing his
personal traits and professional skills.

(B) Background of the Study
Leadership can be referred as a particular approach or a systematic process in which an
individual or a group of some individuals are guided, trained, and motivated by a particular
individual to perform well within the organization or society to meet the developed goals
(Linsky, 2012).
Relative to this, the leader-researcher is an instructor teaching business, professional
education, and IT & computer subjects in the academe. He is also an executive and member of
different industries and professional organizations and a servant-leader in the religious and social
community.
He is been practicing and performing various responsibilities and leadership capacities in the
education, religious, social, and technology sectors which could be a qualification of Dynamic
Leadership.
The leader-researcher would like to find out if the description he cited about himself
qualifies him to be a Dynamic Leader, therefore, he submitted himself for evaluation from
subordinates (employees/staff). This evaluation required him to prepare an assessment-tool that
contains and describes or enumerate a Dynamic Leader under two major categories: personal
traits and professional skills (Sadler, 2013).
According to Richard R. Ramos, building relationships during life is one of the most
important things we can do both personally and professionally. There are four important aspects
on leadership and relationship. These are leadership can be referred through influence that
comes through strong relationships, and relationship decides the influence’s amount or volume,

and influence as well as relationship determines the efficiency of the individuals’ ability to
manage or lead.
Together, we are on a leadership journey, a journey to become more competent
individuals, efficient managers and Dynamic Leaders. This quest involves sharing unique
experiences, learned principles and fundamental leadership lessons. This deliberate personal
development is the reason the leader-researcher is writing and devoting his time to this
dissertation (Caucci, 2006). This is what will make more Dynamic Leaders and increase the
chances of success in new roles and challenges.
(C)Statement of the Problem (SOP)
Assessment on the practice of Dynamic Leadership of the leader-researcher by his
employees/staff from education, religious, social, and technology sectors was conducted which
output was used as the basis for a proposed model on Dynamic Leadership. Specifically, the data
gathered were used to answer the following problems:
1. How do selected employees/staff from education, religious, social and technical areas
assess the personal traits of the leader-researcher in terms of self-awareness; open-mindedness;
empathy; interpersonal relationship; and persuasive attitude?
2. How do selected employees/staff from education, religious, social and technical areas
assess the professional skills of the leader-researcher in terms of technical; oral and written
communication; decision-making; creativity; and organizational development?

3. Are there significant relationship between the personal traits and professional skills of the
leader-researcher based on the assessments of personal and staff from education, religious,
social and technical areas?
4. How do selected Dynamic Leaders describe their personal traits and leadership skills?
5. Based on the findings of the study, what Dynamic Leadership Framework or model can be
proposed?
(D) Hypothesis
The following hypothesis was used and tested at .05 level of significance or margin of
error.
Ho: There is no significant relationship between the personal traits and professional
skills of the leader-researcher considering the assessments of personal and staff from
educational, religious, social and technical areas.
(D)Limitation of the Study
The study is focused on the correlation between the personal traits and the professional skills
as factors for Dynamic Leadership. It involved the total number of 76 employees and staff under
the supervision of the leader-researcher from the four sectors, specifically 20 respondents from
the Technology, and 18 from the Education, 20 from the Social and 18 from the Religion sectors.
These respondents were a combination of 52 males and 24 females. Furthermore, the study
involved another group of respondents who were composed nine (9) professional leaders whom
the leader-researcher perceived to be Dynamic Leaders. The respondents were asked about the
leader-researcher’s personal traits such self-awareness, open-mindedness, empathy, interpersonal

relationship and persuasiveness. Consequently, they were also asked to assess the professional
skills of the leader-researcher’s technical, oral & written communication, decision making,
creativity and organizational development (Schein, 2010).
The conceptualization of the study was conducted after the Candidacy Assessment/Oral
Revalida of the leader-researcher upon consultation approval from the adviser. The leader-
researcher conducted the study from June to July 2016. The data gathering for the Education,
Religious, and Social sectors were conducted in Metro Cebu while the Technology sector were
conducted through online and social media platforms for the respondents (employees/staff) who
were based in the Philippines, United States, Canada, Mexico and Puerto Rico.
(E) Relevance of the Study
This study on the correlates of assessment between the professional skills and personal traits
as factors in influencing Dynamic Leadership aims to provide a framework or model that would
be beneficial to the following sectors:
Business Industry/Technology
This sector will enable the leader to easily address the issues by providing his advanced
knowledge and skills. The leaders will be able to provide training and development on various
topics without the need of getting a lot of experts/talent pool. The leaders of this industry can
easily make and implement changes as they are authorities that know the field of study/research.
Education
With the Dynamic Leaders, an organization can influence and equip the teachers who
later on can motivate, develop, hone, and competitively trained the students to become

professionals in the future. The educators will be equipped with the skills and traits that will be
the basis and foundation of providing knowledge and know-how skills of the graduates for global
competitiveness. The attributes can be passed on to influence others who will be future leaders of
the community.
Social Community
This diverse group will benefit more on the Dynamic Leadership model because it almost
fits on how to deal with different kinds of people in terms of interpersonal and other relations.
Dynamic Leaders can handle this group best because they possess qualities and characteristics
that can address relevant social issues in the community and dealing with this group for them
will not be a challenge.
Religious Community
Denominations have different norms; however, the universal principles of Dynamic
Leadership will be useful on how the Church leader can effectively lead the congregations in
terms of applying their respective principles and the upliftment of moral and spiritual values
through Dynamic Leadership.
Employees/Staff
Employees would not find it difficult predicting and understanding their leaders and they
can freely express their opinions as Dynamic Leaders know how to hear their subordinates. With
the presence of a Dynamic leader, issues and concerns of employees can easily be addressed and
resolved. They could also be provided with continuous trainings and personal development by
the Dynamic Leader which could result to higher productivity and lesser attrition.

Clients
Stakeholders and benefactors of the different sectors from education, religious, social and
technology will benefit because they will have an efficient and effective leaders who can deliver
results and business without or lesser mistakes. Organization led by a Dynamic Leader with
diverse skills and traits will make sure that services and businesses are satisfactorily delivered.
Future Researchers
This research can be basis for a similar study and the assessment tool can also be used or
enhanced or use in the conduct of another research with the same topic or focus.
(G)Theoretical Framework
This part of the research paper presents the review of related literature and studies that
are relevant and supportive to the present study.
(a) Review of Related Literature and Studies
It is highly important for the organizational leaders and top level management of a firm to
understand certain characteristics that need to be availed by a leader within a particular company.
In several teams, the employers generally misinterpret the value and quality of a good leader
within an organization. Some employers think that a leader needs to have charm. On the other
hand, some employers think that a leaders needs to have charisma. However, it is the personality
trait and leadership aspect that can help an individual to become a successful leader. In an
addition, it is also true that different employers think that dynamic leaders are developed, not
born. Dynamic leaders are considered as the most effectual and skilled leaders (Selznick, 2014).
They have the ability to guide the employees and sub-ordinates towards the developed
organizational goals quite successfully. In an addition, it is also important to discuss that

different leading organizations across the globe are significantly focusing on the effective and
significant leadership skills of leaders to ensure high quality business operation process.
However, the organizations in this contemporary era are seeking for dynamic leaders in order to
enhance effective workplace environment and significant employee management process.
The example of Apple Inc can be considered here. Steve Jobs can be considered as an
effective example of a dynamic leader. Apple Inc can be considered as one of the leading
organizations within the electronics, computer software, and hardware industry. Effective high
quality and product differentiation aspect has helped the organizational management of Apple
Inc to make the company popular and prestigious among customers and other important
stakeholders. It is also important to mention that different organizations have considered and
implicated competitive strategy in business operation process to become successful. However,
some organizations have focused on strong centralized and hierarchical approaches in order to
ensure effectual control over the decision making and strategy development process. This type of
strategic approach has certain limitations as this type of organizational culture does not ensure
dynamic leadership style. Strong autocratic leadership style generally hampers the business
operation process and workplace environment as the autocratic leaders do not believe in the
employee engagement and stakeholder integration process (Rost, 2013). However, Steve Jobs
adopted and applied dynamic leadership style in the workplace in order to ensure effective
employee motivation and conflict free workplace environment.
The effective adoption and implication of dynamic leadership style used to depend upon
different types of personality traits, such as strength, honour, and capability. It is highly
important to mention that organizations should try to ensure the integration of these traits within
the leadership style in order to ensure effective workplace environment. Steve Jobs always

encouraged the sub-ordinates and employees to focus on effective and innovative strategy
development process. Employees of different cultural background also focused on the significant
cultural diversity aspect as Steve Jobs believed that people of different cultural background
within the workplace can enhance effective knowledge management process (Colcer, 2008).
Overall, it is also important to discuss that effective self-efficacy is one of the major
characteristics of a dynamic leader. In this case, Steve Jobs had strong believe in the strategy
development and decision making process of different employees. It ensured effective and
significant workplace performance. However, it is proved that Steve Jobs was a dynamic leader
and he believed in the personality traits of employees that can help the organization to boost the
overall productivity. Apart from all these, Steve Jobs also believed that personality traits and
professional skills are highly different from each other. Most importantly, it will be effective to
mention that different organizational leaders should try to focus on application of personality
traits. Significant practice, motivation, and integration of traits can help an individual to become
one of the effective dynamic leaders within a particular organization.
Strong vision also can be considered as an effective and important characteristic that
needs to be availed by a dynamic leader. It is highly important for the leaders within an
organization to focus on effective and significant vision and develop strategies accordingly. This
particular aspect helps an organization regarding goal development process (Adeniyi, 2007). On
the other hand, this particular aspect also helps an organization to meet the developed objectives
quite significantly. In this case also, the example of Apple Inc and Steve Jobs can be considered
as Steve Jobs always had a vision to make Apple Inc one of the leading organizations across the
globe in terms of manufacturer and distributers of innovative, high quality, and differentiated
electronic gadgets. However, he became successful as he always influenced the employees to

focus on strong vision and other approaches. In an addition, it is also important to mention that
the organizational leaders significantly obeyed and followed the leadership style and managerial
pathway of Steve Jobs.
Effective communication approach also can be considered as one of the effective and
significant characteristics of a dynamic leader. Dynamic leaders are highly responsible in
maintaining conflict free and transparent communication process between the employees and
top-level management of an organization. In this case, the example of PepsiCo can be considered
here. The top level management and organizational leaders of PepsiCo tries to motivate the
employees and improve their self-confidence level by focusing on the significant internal
organizational communication process. The top level management of PepsiCo has focused on
application of the combination of both top-down as well as bottom-up communication approach.
Most importantly, the employees can easily share their thoughts, views, and perceptions with the
top level management of company. Overall, these particular approaches can be considered as
effective characteristics of dynamic leadership style. Most importantly, these approaches can
help an organization to become a quality leader (Gardner, 2010). Apart from these, it is also
important for an individual to keep practicing on strengthening the professional skill and
competency level as several dynamic leaders across the glove believe that practice makes a man
performance. On the other hand, such leaders also have acknowledged that leaders are made, not
born.
(b) Conceptual Framework and Paradigm
Ethical leadership is known as the core values and having the courage to live with them
in all parts of your life in service of the common good. People in leadership roles do not always
follow ethical patterns.

Institutions in the education sector are under a much bigger and broader microscope of
patrol. More rules are in place and more people to enforce them; just the way it should be. True
leaders lead for the subordinates and not for the fame, money and glamour.
Establishing a vision, communicating a strategy and motivating individuals to
cooperatively solve problems, these dynamic leaders ensure organizational success and by
aligning subordinates development goals to specific, measurable, attainable, realistic and timely
strategic objectives that can establish a functional structure conducive to continuing success and
by developing the leadership dimensions of experience, problem solving ability, personality and
self-awareness, a leader can positively impact the organization’s structure and ongoing
profitability (Dunggan, 2010).
A Realtor Magazine article has ten qualities of a good leader: Have Vision, Make
Decisions, Take Risks, Motivate Others, Build Teams, Possess Self-Knowledge, Display
Integrity, Pursue Lifelong Learning, and Communicate Effectively and help others succeed. The
two points that stood out when it comes to self-presentation was Possess Self-Knowledge and
Display Integrity. With leaders possessing self-knowledge, they know their strengths and
weaknesses and can “recognize shortcomings…and willing to make changes when necessary.
Displaying integrity is also a crucial part of self-presentation. Being trustworthy is one of the
first steps to being an effective leader. People will not follow if they cannot trust the one at the
top. These two factors help leaders to gain trust and analyze their situation continuously with
subordinates.
There are six pillar of characteristic that dynamic leaders have: trustworthiness, respect,
responsibility, fairness, caring, and citizenship. The character is the “secret ingredient” inside the

best leaders. The key elements of dynamic leaders’ character are: 1) consciousness - what you do
as a leader that makes a difference and has an impact; 2) choice - each choice you make as a
leader that reflects your view of what is right; 3) courage - can you stand up for your beliefs and
do what needs to be done?
These ideas and concepts about effective Dynamic Leadership are shown in Figure 1
below.
Figure 1
Dynamic Leadership Model
In relation to the concluded study, the leader-researcher considered Clear Vision, Sense
of Purpose and Good Communicator as bases for the Personal Traits that a Dynamic Leader
possesses. Moreover, Motivation, Celebration of Success and Visibility to the Team are the bases
for Professional Skills that a Dynamic Leader owns.

To further describe the concept of this framework, Figure 2 presents the research
paradigm of the study.
Figure 2
Correlates between Personal Traits and Professional Skills as Factors of Dynamic Leadership
Figure 2 shows the different variables from the study are utilized through assessment and
correlations. Dynamic Leadership as the focus of the study is described using two major
categories: personal traits and professional skills. Personal traits were measure using the
following indicators: 1). Likewise, professional skills were measure using the indicators such as;
1). consequently, the leader-researcher who considers himself as a Dynamic Leader subjected
himself for assessment under the four (4) areas where he applied his leadership. These four (4)
areas are education, religious, social and technology.
(c) Relevance of the Related Literature
It is clear from the above discussion that managers or individuals within a particular
organization need to focus on the application of personality traits within the adopted leadership
style to become a dynamic leader. It is also important to mention that different organizational
leaders adopt and implement different types of leadership styles. Therefore, it would be effective

to focus on the traits. It is identical that professional skills and personality traits used to differ
from each other. A leader can have different types of supportive personality traits, but he or she
cannot simply become an effective dynamic leader unless he or she is experienced enough to
focus on the strengthening of professional skills. Personality traits can be somehow termed as
personal or individual skills, but it is different comparing to the professionals skills.
On the other hand, it is also important to mention that the organizational leaders may not
become successful by focusing on only the professional skill development process until and
unless they used to implement and apply traits in the leadership and managerial processes.
Several literatures and authors have discussed that an individual cannot become a successful
leader until and unless they have successfully integrated their personality traits with the
professional skill development process. It is highly acceptable.
This particular study is unique comparing to other studies as the readers may come to
know about different characteristics and personality traits of a leader that help them to become a
dynamic leader. On the other hand, it is also important for the readers to focus on the effective
and successful examples of dynamic leaders as this will help them to become professionally as
well as personally successful in near future. This study has offered real life examples, such as
leadership of PepsiCo and leadership of Steve Jobs. These considerations will help to ensure
effective and significant uniqueness of this research work.
(H) Definition of Terms
The understanding of the basic terms used in this study is necessary in order to establish
adequate channels of communication between the researcher and their readers. With this idea in
mind, the basic terms used in this research work were defined conceptually and operationally:

Assessment – process that the study went through wherein the dynamic leadership skills
and traits were evaluated by the employees/staff respondents from the TESR areas of his
leadership
Dynamic Leadership – Dynamic leadership style can be considered as an integrated form
of adoptive leadership style. This dual-focused leadership style generally allows a leader to focus
on giving reaction to the changes pro-actively. On the other hand, a dynamic leader needs to
employ a flexible leadership style, which will help the leader to make effective adjustment to
differentiated critical situations.
Education – Education can be defined as a systematic process of giving as well as
receiving knowledge and instructions that help the individuals to get success in individual life.
Culture – Culture can be defined as the customs, arts, traditions, ideas, social behaviour,
and norms of particular individuals within a society or community.
Social – This particular term can be defined as an approach or element related to society
or some organizations within a society.
Technology – Technology can be defined as the adoption and application of theoretical as
well as scientific skill and knowledge for different types of practical purposes. However, the
technological applications can be experienced in different industries.
Employees/Staff – this are the respondents of the student who are subordinates of the
leader-researcher
Personal Traits – these refer to the characteristics of the researcher-leader describe by the
respondent described by the respondents as to self-awareness,

Professional Skills – Professional skills can be defined as the skill or competency level of
an individual that helps him or her to become successful within the workplace. In an addition,
effective professional skills of individuals within the workplaces significantly help an
organization to improve overall business performance.

Chapter 2: Research Methodology
Research methodology can be considered as one of the integral parts of any kind of
research work. Effective adoption and implementation of appropriate methodological approach
can help to the researcher to gain a significant research outcome. Research methodology can be
divided into two different types, such as qualitative research methodology, and quantitative
research methodology, Qualitative research methodology generally focuses on the views,
emotion, attitude, inner feelings, and perception of the associated individuals. On the other hand,
quantitative research methodology generally focuses on the study and examination of numerical
data and information through application of several statistical formulas.
A: Research Design
The study is quantitative in nature and utilized the descriptive-comparative and
descriptive-correlation designs. These designs are to appraise carefully the worthiness of the
current study. These are used to determine the effectiveness or efficiency of practices, policies,
instruments, or other variables that may be considered. It is also a fact-finding study with
adequate interpretations of the findings and describes what actually exist. This study is
comparative because it considered and compared the evaluation of respondents and correlation.
This study used the descriptive-evaluative research design in the assessment of dynamic
leadership practice among other leaders. Descriptive-evaluative is the appropriate design since
the goal of this research paper is to find out how other leaders evaluate the practice of dynamic
leadership in their organizations.

B: Sample and Sampling Technique
Purposive sampling procedure was used in the selection of the samples. Purposive
sampling is used because the study requires responses from the particular respondents.
Moreover, it is also important to mention that the sampling technique will be conducted by
selection of respondents for the data collection process by focusing on different important
demographic backgrounds, such as gender profile, educational background, and age. Both male
and female individuals have been selected as the respondents. Total sample size is 20. There are
6 females and 14 males have been selected as the respondents in this particular research work.
On the other hand, majority of the respondents are aged between 20 and 60. However, there are
two respondents who are above 60 years of age.
C. Research Instruments
The study used a researcher’s made survey tool in the assessment of dynamic leadership
practices. This instrument is composed of ten criteria that measure the dynamic leadership
skills/practices based on 1) self-awareness, 2) open-mindedness, 3) empathy, 4) interpersonal
relationship, 5) persuasiveness, 6) technicality, 7) oral and written communication, 8) decision
making, 9) creativity, and 10 organizational development. Validation of the research instrument
was conducted through content validation (by the adviser) and pilot testing. Reliability index for
the researcher-made tool is in the table presented below.

Practices
Cronbach
Alpha
Cronbach Based on
Standardized Items
Self-Awareness
.720 .735
Open-Mindedness
.752 .753
Empathy
.819 .836
Interpersonal Relationship
.738 .772
Persuasiveness
.889 .892
Technicality
.845 .857
Oral and Written Communication
.927 .928
Decision Making
.841 .844
Creativity
.816 .809
Organizational Development
.826 .827
Table 5: Reliability Index
The data in Table 5 reveal that ten of the criteria are within the accepted measures of a
reliable tool.
Another tool that was used was interview. This was to verify and check the accuracy of
the data gathered. This instrument also finds out what is in the respondent’s minds because the
researcher cannot observe what the respondents think and how he feels about something.
Documentary analysis was also used in this study. This was used to study and examines
written or visual contents of a document. In this study, this involved the analysis of the tests’
result of the respondents.

Before the finalization of the instrument, the researcher sought comments and
suggestions from authorities or persons with expertise. After the corrections, suggestions and
recommendations were given, the instrument was revised accordingly. This was tried out to
respondents who were not the subject-respondents of the study. A reliability test by way of
Cronbach Alpha was done and revealed which indicate internal consistency, thus the instrument
was valid and reliable. The final instrument was shown to the adviser and panel members before
it was reproduced and distributed to the subject-respondents.
D. Data Gathering Procedure
This study practically had started during the presentation of the researcher’s leadership
practice and achievements for assessment (re-valida). From this period until after six months, the
researcher prepared the proposal and presented it to her adviser. With the accomplishments of
the tool construction and its validation, the researcher started with the data gathering.
Permission was initially sought from concerned organization. It was then followed by
coordination work and the distribution and retrieval of survey tools was conducted for four
weeks. Afterwards, data were submitted for treatment and analysis.
The Gantt Chart of the Study’s Action Plan
PLAN OF
ACTIVITIES
June July August September October November
3rd
week 2nd
week
1st
to 4th
week
1st
to
4th
week
1st
to 4th
week
1st
to 2nd
week

Leadership Practice
Assessment
Preparation of the
dissertation proposal;
1st
meeting with the
adviser
Submission of the
proposal to the
adviser; Preparation of
survey tool; Approval
of the tool
Pilot testing of the tool;
Test on the reliability
of the tool; Request for
permission to conduct
the study; Distribution
of the questionnaires

Retrieval of the
questionnaire;
Submission for data
analysis; Finalization
of the research paper
Submission to the
adviser; Final
Revisions
To gather the needed data and information, the following basic steps were undertaken by
the researcher:
1. Related literatures, relevant studies and instruments to be used were gathered and
reviewed.
2. A researcher-made survey questionnaire was constructed according to the specific
problems of the present study. The said instrument was presented to the adviser and panel
members for approval and suggested changes in the final instrument were incorporated.
3. It was subjected to content validity and reliability by pilot-testing to non-respondents.

4. Permission from concerned individuals was requested, to administer the questionnaire
and to conduct interviews among the respondents of the study.
5. Survey-questionnaire was administered and retrieved.
6. Data gathered were recorded and appropriate statistical tools were employed to derive
necessary data for interpretation.
7. Interviews were transcribed and translated.
8. Data gathered were organized, presented, analyzed and interpreted.
Statistical Treatment
The following statistical tools were used to substantiate the findings of the study.
Frequency and Percentage was used to determine the profile and the academic
performance of the respondents. Frequency is the actual response to a specific item/ question in
the questionnaire where the respondents check choices. Percentage was used as descriptive
statistics that describes a part of a whole.
Weighted Mean and Standard Deviation were used to determine the evaluation of the
respondents. Mean was used to get the average of frequency of the responses in each weighted
item while standard deviation measures how far or spread the responses are.
Table 6 shows the rating scale that has been used in this particular study.

Scale Value Range of Values Interpretation Symbol
4 3.26 – 4.00 Highly Implemented HI
3 2.51 – 3.25 Implemented I
2 1.76 – 2.50 Moderately Implemented MI
1 1.00 – 1.75 Not Implemented NI
Table 6: Rating Scale
T-test was employed to determine if there exists a significant difference in the evaluation
of the instructional delivery system between the two groups of respondents.
Pearson Product Moment Correlation Coefficient or Pearson r was utilized to determine if
there exists a significant relationship between the departmental test result of the student-
respondents and their evaluation in the quality of instructional delivery system.
Furthermore, the study used the software Statistical Packages for Social Sciences (SPSS)
for windows to handle the statistical computations. SPSS is a powerful software tool, which is
programmed to reduce the responsibilities, tasks, and burdens on the human resources and
manual computation processes. Moreover, this particular software application helps the
researchers to execute the mathematical as well as statistical formulae related to a particular
selected test based on the chosen topic. Thus, the study is limited to the output of the software
thereby not including the details of the computation.

Chapter 3: Results and Data Analysis
This chapter presents the analysis and presentation of data and for better understanding of
the discussion of the findings, frequency and percentage, mean and standard deviation were
compared, t-test and Pearson r were also used, followed by the interpretation of the findings in
the same sequential order of the specific questions.
Population and Sampling
Table 1 presents the respondents’ profile according to their gender.
Gender
Technology Education Social Religious
f % f % f % F %
Male 14 70.0 12 66.7 13 65.0 13 72.2
Female 6 30.0 6 33.3 7 35.0 5 27.8
Total 20 100.0 18 100.0 20 100.0 18 100.0
Table 1: Respondents’ Profile in Terms of Gender
Table 1 shows the respondents’ profile as to their gender. It can be seen that the highest
frequency of respondents are 14 (70%) males from technology sector while the lowest frequency
of 5 (27.8%) was gained by females from the religious sector. Moreover, there are more male
respondents with frequency of 12 (66.7%) from education, 13 (65.0%) from social, and 13
(72.2%) from religious sectors respectively, while there are less female respondents with only 6
(30%) from the technology, 6 (33.3%) from education, and 7 (35.0%) from social sectors
respectively. These data shows that the researcher leader supervises mostly male
staff/employees.

Table 2 presents the respondents’ profile according to their age.
Table 2: Respondents’ Profile in Terms of Age
Age
Technology Education Social Religious
f % F % f % f %
20-29 2 10.0 0 0.0 0 0.0 1 5.5
30-39 9 45.0 3 16.7 6 30.0 5 27.8
40-49 5 25.0 2 11.1 5 25.0 7 38.9
50-59 2 10.0 3 16.7 7 35.0 2 11.1
60 & over 2 10.0 10 55.5 2 10.0 3 16.7
Total 20 100.0 18 100.0 20 100.0 18 100.0

It is identified from Table 2 that in terms of age, 2 respondents from table 2 are aged
between 20 and 29, 9 respondents aged between 30 and 39, 5 respondents aged between 40 and
49, 2 respondents aged between 50 and 59, 2 respondents aged 60 and above are from
technology sector. On the other hand, 3 respondents aged between 30 and 39, 2 respondents aged
between 40 and 49, 3 respondents aged between 50 and 59, and 10 respondents aged 60 and
above are from education sector. 6 respondents aged between 30 and 39, 5 respondents aged
between 40 and 40, a7 respondents aged between 50 and 59, and 2 respondents aged 60 and
above are from different social backgrounds. Lastly, 1 respondent aged between 20 and 29, 5
respondents aged between 30 and 39, 7 respondents aged between 40 and 49, 2 respondents aged
between 50 and 59, and 3 respondents aged 60 and above are from different religious
background.

Table 3 presents the respondents’ profile according to their marital status.
Table 3: Respondents’ Profile in Terms of Marital Status
It is clear from the 3rd
table that in terms of marital status, 15 married, 1 separated, 3
single from the technology background, 13 married, 2 single, and 3 widowed from education
background, 19 married and 1 widowed from social background, and 17 married and 1 widowed
from different religious background.
Marital Technology Education Social Religion
Status f % f % f % f %
Living with another 0 0.0 0 0.0 0 0.0 0 0.0
Married 15 75.0 13 72.2 19 95.0 17 94.4
Separated 1 5.0 0 0.0 0 0.0 0 0.0
Single 3 15.0 2 11.1 0 0.0 1 5.6
Widowed 0 0.0 3 16.7 1 5.0 0 0.0
Would rather not say 1 5.0 0 0.0 0 0.0 0 0.0
Total 20 100.0 18 100.0 20 100.0 18 100.0

Table 4 shows the respondents’ profile in terms of educational attainment.
Educational Technology Education Social Religion
Attainment f % f % f % f %
College undergraduate 0 0.0 0 0.0 4 20.0 3 16.7
College graduate 7 35.0 0 0.0 6 30.0 8 44.4
W/ units from graduate school 4 20.0 0 0.0 2 10.0 1 5.6
Master's degree 7 35.0 4 22.2 4 20.0 6 33.3
Doctorate degree 0 0.0 10 55.6 2 10.0 0 0.0
Professional degree (MD, JD, etc) 2 10.0 4 22.2 0 0.0 0 0.0
Professional degree w/ doctorate 0 0.0 0 0.0 2 10.0 0 0.0
Total 20 100.0 18 100.0 20 100.0 18 100.0
Table 4: Respondents’ Profile in Terms of Educational Attainment
It is clear from above table that in terms of educational attainment, 7 college students, 4
graduate school students, 7 master degree students, and 2 professional degree students are from
technology background, 4 master’s degree students, 10 doctorate degree students, and 4
professional degree students are from educational background, 4 college undergraduates, 6
college graduates, 2 graduate school students, 4 master’s degree students, 2 doctorate degree
students, and 2 professional degree students are from different social background, and 3 college
undergraduates, 8 college graduates, 1 graduate school student, and 6 master’s degree students
are from different religious backgrounds.
Table 5 presents the respondents’ profile in terms of work affiliation.
Work Affiliation Technology Education Social Religion

f % f % f % f %
Public sector 0 0.0 10 55.5 12 60.0 1 5.60
Private sector 19 95.0 7 38.9 8 40.0 12 66.6
Private non-profitable 1 5.0 1 5.6 0 0.0 4 22.2
Religion 0 0.0 0 0.0 0 0.0 1 5.6
Total 20 100.0 18 100.0 20 100.0 18 100.0
Table 5: Respondents’ Profile in Terms of Work Affiliation
It is clear from the 5th
table that in terms of work or job affiliation, 19 private sector
employees and 1 private non-profitable sector employee belong to the technological background.
10 public sector employees, 7 private sector employees, and 1 private non-profitable sector
employees belong to the educational background. 12 public sector employees and 8 private
sector employees are from different social backgrounds. Apart from this, 1 public sector
employees, 12 private sector employees, 4 private non-profitable sector employees, and 1
religion oriented employee belong to differentiated religious oriented.

Weighted Mean Distribution of the Respondents’ Assessment of the Leader-Researcher’s
Personal Traits
INDICATORS Technology Education Social Religion
self-awareness Wx V.I. Wx V.I. Wx V.I. Wx V.I.
1. enjoys venturing into new experience … 4.10 AA 4.22 AA 3.95 AA 4.00 AA
2. careful observer of events and people … 4.30 AA 4.17 AA 4.20 AA 4.22 AA
3. actively participates in "here-and-now … 4.15 AA 4.40 AA 4.35 AA 4.06 AA
open-mindedness
4. have open & unprejudiced attitude … 4.10 AA 4.33 AA 4.30 AA 4.28 AA
5. receptive to new ideas & emerging … 4.55 A 4.44 AA 4.45 AA 4.61 A
6. broad-minded & tolerant of other people's … 4.35 AA 4.44 AA 4.50 AA 4.33 AA
Empathy
7. tries to imagine how it would feel … 4.20 AA 4.22 AA 4.20 AA 3.89 AA
8. Looks at everybody's side of a disagreement… 4.25 AA 4.33 AA 4.45 AA 4.00 AA
9. makes sure other person's point of view … 4.45 AA 4.39 AA 4.45 AA 4.06 AA
interpersonal relationship
10. enjoys to be with people and joins social … 4.50 AA 4.44 AA 4.35 AA 4.17 AA
11. easily builds relationship with the people … 4.65 A 4.72 A 4.40 AA 4.17 AA
12. shows actions that are strongly influence … 4.45 AA 4.44 AA 4.35 AA 4.44 AA
Persuasiveness
13. Encourages others of what they have to offer… 4.30 AA 4.22 AA 4.25 AA 4.28 AA
14. finds ways to motivate people to perform … 4.65 A 4.72 A 4.40 AA 4.33 AA
15. has a convincing attitude that creates … 4.70 A 4.56 A 4.50 AA 4.50 AA

The researcher has considered different aspects in terms of indicators to determine the
personality traits of the leader-researchers. The respondents are from different democratic
backgrounds. On the other hand, it is also important to state that the respondents belong to
technological sector, educational sector, religious backgrounds, and different social backgrounds
in terms of employment, education attainment, and age group. However, the considered
indicators in this particular analysis part are persuasiveness, interpersonal relationship, open
mindedness, empathy, and self-awareness.

Weighted Mean Distribution of the Respondents’ Assessment of the Leader-Researcher’s
Professional Skills
INDICATORS Technology Education Social Religion
Technical w.m des w.m des w.m des w.m des
16. uses & incorporates new technology … 5.00 A 4.94 A 4.70 A 4.78 A
17. understands & executes computer … 5.00 A 4.94 A 4.80 A 4.78 A
18. savvy on how to use chat, email … 5.00 A 5.00 A 4.80 A 4.72 A
Oral & Written Communication
19. Has adequate level of English com. … 4.90 A 5.00 A 4.75 A 4.78 A
20. Knowledgeable & sensitive on regional… 4.95 A 5.00 A 4.85 A 4.72 A
21. Has the ability to choose appropriate… 4.90 A 5.00 A 4.90 A 4.78 A
Decision Making
22. consults & uses advice of other reliable… 4.70 A 4.94 A 4.70 A 4.61 A
23. checks information sources & decides … 4.80 A 4.94 A 4.75 A 4.56 A
24. puts careful thoughts & considers … 4.85 A 5.00 A 4.80 A 4.67 A
Creativity
25. can easily come up with lots of ideas… 4.25 AA 4.50 AA 4.45 AA 4.06 AA
26. gathers information from wide variety … 4.55 A 4.83 A 4.65 A 4.17 AA
27. sees problems, complaints, setbacks … 4.50 AA 4.83 A 4.65 A 4.17 AA
Organizational Development
28. builds relationship of trust and deal … 4.75 A 4.39 AA 4.70 A 4.33 AA
29. observes appropriate processes … 4.70 A 4.78 A 4.65 A 4.22 AA
30. clarifies outcomes & builds realistic … 4.80 A 4.89 A 4.70 A 4.39 AA
The above mention table has showcased different types of indicators and aspects
regarding the professional skills of the leader researchers. The indicators are developed based on

the education, employment, social, as well as religious orientation of the respondents. It is highly
important to mention that different types of responses of the respondents have been recorded.
The indicators are technical, oral and written communication, organizational development,
creativity, and decision making.

Running head: DISSERTATION ON LEADERSHIP 42
Relationship Between the Assessed Personal Traits and Professional Skills of the Leader-Researcher
Personal
Traits
Professional
Skills
TECHNOLOGY EDUCATION SOCIAL RELIGION
r- critical
decision
r- critical
decision
r- critical
decision
r- critical
decision
value value value value value value value value
technical 0.02 0.468 accept Ho 0.19 0.497 accept Ho 0.27 0.468 accept Ho 0.35 0.497 accept Ho
Self-
Awareness
oral & written com. -0.10 0.468 accept Ho 0.19 0.497 accept Ho 0.33 0.468 accept Ho 0.38 0.497 accept Ho
decision-making 0.13 0.468 accept Ho -0.06 0.497 accept Ho 0.29 0.468 accept Ho 0.05 0.497 accept Ho
creativity 0.48 0.468 reject Ho 0.54 0.497 reject Ho 0.72 0.468 reject Ho -0.11 0.497 accept Ho
org. development 0.55 0.468 reject Ho 0.55 0.497 reject Ho 0.37 0.468 accept Ho -0.02 0.497 accept Ho
technical 0.00 0.468 accept Ho -0.17 0.497 accept Ho 0.56 0.468 reject Ho 0.12 0.497 accept Ho
Open-
Mindedness
oral & written com. -0.39 0.468 accept Ho -0.17 0.497 accept Ho 0.58 0.468 reject Ho 0.03 0.497 accept Ho
decision-making 0.05 0.468 accept Ho 0.07 0.497 accept Ho 0.63 0.468 reject Ho -0.19 0.497 accept Ho
creativity 0.36 0.468 accept Ho 0.42 0.497 accept Ho 0.61 0.468 reject Ho -0.38 0.497 accept Ho
org. development 0.38 0.468 accept Ho 0.58 0.497 reject Ho 0.66 0.468 reject Ho -0.35 0.497 accept Ho
Empathy
technical -0.39 0.468 accept Ho -0.01 0.497 accept Ho 0.22 0.468 accept Ho -0.13 0.497 accept Ho
oral & written com. 0.03 0.468 accept Ho -0.01 0.497 accept Ho 0.33 0.468 accept Ho -0.20 0.497 accept Ho
decision-making -0.02 0.468 accept Ho 0.15 0.497 accept Ho 0.20 0.468 reject Ho 0.18 0.497 accept Ho
creativity 0.60 0.468 reject Ho 0.01 0.497 accept Ho 0.43 0.468 accept Ho 0.32 0.497 accept Ho
org. development 0.38 0.468 accept Ho 0.33 0.497 accept Ho 0.34 0.468 accept Ho 0.30 0.497 accept Ho
technical -0.17 0.468 accept Ho -0.08 0.497 accept Ho 0.51 0.468 reject Ho -0.49 0.497 accept Ho
Inter-
Personal
Relationship
oral & written com. -0.41 0.468 accept Ho -0.08 0.497 accept Ho 0.40 0.468 accept Ho -0.45 0.497 accept Ho
decision-making 0.11 0.468 accept Ho 0.03 0.497 accept Ho 0.41 0.468 accept Ho 0.12 0.497 accept Ho
creativity 0.52 0.468 reject Ho 0.06 0.497 accept Ho 0.51 0.468 reject Ho 0.53 0.497 reject Ho
org. development 0.60 0.468 reject Ho 0.39 0.497 accept Ho 0.38 0.468 accept Ho 0.08 0.497 accept Ho
technical 0.08 0.468 accept Ho -0.44 0.497 accept Ho 0.43 0.468 accept Ho -0.18 0.497 accept Ho
Persuasive
Attitude
oral & written com. 0.42 0.468 accept Ho -0.44 0.497 accept Ho 0.44 0.468 accept Ho 0.01 0.497 accept Ho
decision-making 0.34 0.468 accept Ho 0.00 0.497 accept Ho 0.47 0.468 reject Ho 0.27 0.497 accept Ho
creativity 0.45 0.468 accept Ho -0.16 0.497 accept Ho 0.73 0.468 reject Ho 0.35 0.497 accept Ho
org. development 0.27 0.468 accept Ho 0.30 0.497 accept Ho 0.43 0.468 accept Ho 0.12 0.497 accept Ho
Table: Relationship Between the Assessed Personal Traits and Professional Skills of the Leader-researcher
The above mentioned table is the statistical analysis on the relationship between the professional skills and personal traits of the leader-researcher. All the above mentioned
used indicators have been considered in this analysis. The r- value, critical value and decision value has been considered as the important output as the result regarding the
relationship between personality traits and professional skills.

Table: Relationship Between the Assessed Personal Traits and Professional Skills of the Leader-researcher
The above mentioned table is the statistical analysis on the relationship between the professional skills and personal traits of the
leader-researcher. All the above mentioned used indicators have been considered in this analysis. The r- value, critical value and
decision value has been considered as the important output as the result regarding the relationship between personality traits and
professional skills.

Running head: DISSERTATION ON LEADERSHIP
44
Table
Dynamic Leaders Personal Traits and Professional Characteristics
LEADERS
DEMOGRAPHIC
INFORMATION
PERSONAL TRAITS PROFESSIONAL SKILLS
A
Gender: Male
Age: 40-49
Marital
Status: Married
Education:
MS/MA
degree
Organization:
Public & private
sectors
Considers him a dynamic leader and
cited some personal factors
contributory to his practice such as: 1)
authority of leadership character; 2) a
vision that moves; 3) an effective
communication; 4) sound judgment;
and 5) open mindedness.
The following contribute to his
professional skills: 1) academic
portfolio specifically graduate
studies that equipped sufficient
knowledge; 2) corporate
experience that honed a
manager’s supervisory skills;
and 3) academic experience to
teach the next generation’s
specific skills and business
acumen.
Gender: Female
Age: Over 60
She says she is diligent, understanding
and compassionate. She is a manager
and leader, good at planning,
She has the following skills: 1)
conceptual skills following the
“machinist” theory; and 2)

B
Marital
Status: Married
Education:
Doctorate
degree
Organization:
Private sector
organizing and directing, and applying
situational leadership. She delegates
tasks to show trust to her people, task
and people oriented. She is
approachable and helpful and
maintain balance in leading her
people.
technical skills having the
portfolio of a manager and a
leader. She believes that you
have to wear your iron clubs to
get your hands dirty sometimes
but not all the time when needed.
She provided manuals,
framework, instructional
materials such as lessons, test
questions, evaluations for her
teachers; and 3) human skills
which other say she’s good at
because she knows how to treat
people well.
C
Gender: Female
Age: Over 60
Marital
Status: Married
Education:
Doctorate
She considers herself a dynamic
leader where she applied and practiced
her skills as an educational head with
the following personal traits: 1)
honesty where she speaks with
authentic information and inspires not
only through words but also through
actions; 2) she is open with her
She describes her professional
skills as 1) honest where she
builds her team through building
of trust; 2) she believes that the
dimension of openness is
essential and keeping an open
mind and sharing ideas can help
to achieve their goals. She

degree
Organization:
Public sector
experiences, insights and imagination
in building her team. She listens with
keenness to every member of her team
and make them feel important; 3) she
sees herself as a decisive person and
tried to establish loyalty in doing what
is right for the organization. She
always try her best to do the right
thing and consult with knowledgeable
people. She is confident; 4) she sees
leadership as a futuristic and forward-
looking activity where she practices
good listening habit to know more her
team members and help them to
improve more.
likewise listens to the ideas of
her members; 3) she is confident
specific, responsible with a quick
eye that detect errors and spell
these errors out objectively. She
is good at convincing as well as
enthusing others; 4) she is
sociable, loyal adviser, dynamic
and loyal friend.
D
Gender: Male
Age: 40-49
Marital
Status: Married
Education:
MS/MA
He considers himself a dynamic leader
and takes ownership of his decisions.
He’s not afraid to make mistakes. He
is open to suggestions and listens, and
if the suggestion is good, he
acknowledges it. He likes to impart
and teach so he can delegate and focus
For him, IT skills are necessary.
He’s very impartial to marketing
and sales since it is something
he’s been doing ever since.
According to him, it pays to be
creative. It pays to have a ready
visionary concepts that are clear.

degree
Organization:
Private sector
on things which need most of his
attention. He does his homework and
keeps his ears on the ground. At the
end of the day, he makes sure that his
level of expertise is very high.
Sales is something we do on a
daily basis. Whether it’s a selling
of our idea and vision or services
on paper or a physical product or
even ourselves as a candidate for
promotion. Leaders tend to be
very persuasive sales persons.
They capture the imagination of
their subordinates and make their
dream a shared one. His most
honed skills is his ability to
subtly sell his point. He
reinforces it and tweaks for
improvements to keep everyone
constantly engaged. One way of
doing this is to effectively
communicate the “big picture.”
E
Gender: Male
Age: 30-39
Marital
If he’s going to base his answer to the
Principles of Dynamic Leadership by
Chris Stricklin, possessing/applying 7
out of 8 could probably convince me
to be deemed as a dynamic leader. Of
Perhaps, of the professional
skills he could mention that
contributes to his practice of
dynamic leadership some would
be: strategic planning, problem-

Status: Married
Education:
Professional
degree (MD)
Organization:
Private
(Corporate),
Private Non-
Profit
the 8, such as (1) Focus on positive
change; (2) Question everything:
yesterday is interesting but irrelevant;
(3) Don’t be a ninth letter leaders; (4)
Know that the true measure of
leadership is not found in an
individual but the individuals
developed; (5) Be efficient
effectively; (6) Time is of the essence;
(7) Indecision is still a decision; and
(8) Leadership is a process, not a
position. He only does not adhere to
#7. While he adheres to the
application and practice of
abovementioned principles in my
daily life, I am not as patient to people
who cannot make decisions, even
though there’s enough time. For him,
he believes that it is very important to
simply answer yes or no,
straightforward, rather than make
people wait for nothing.
solving, persuasion, presentation,
negotiations, multitasking,
motivation, interpersonal,
flexibility, decision-making,
project management, cross-
cultural competency, among
others.

F
Gender: Male
Age: 50-59
Marital
Status: Married
Education:
Doctorate
degree
Organization:
Private sector
He is a dynamic leader because he’s
open to new experiences. He’s
imaginative with open mind to find
dynamic ways to achieve
organizational goals. He is a dynamic
leader because he nurtures a culture of
excellence where every member’s
ideas are heard and valued. I am a
dynamic leader because he is highly
organized person and I sympathize
with his employees and always there
when they need my support. He’s a
dynamic leader because he inspires his
people through actions and empower
them to work with by building trust.
As a leader, the following are
some of his professional skills:
1) Drives results – he
demonstrates the ability to act in
a decisive way to achieve results,
he encourages and rewards
improvements, creativity, and
innovation by establishing high
standards of performance; 2)
Creates integrity and trust
environment – he interacts with
others on a straightforward
manner and recognizes and
respects the impact of emotions
on a situation; 3) Develops high
potential workforce – as a leader,
he continually grow to serve as
model in giving importance of
enhancing knowledge and skills.
Gender: Male
Age: 40-49
He is not certain if he is a dynamic
leader but enumerated his traits as a
leader. Among his practices as a
According to him, the
professional skills that he has are
within the average, he just know

G Marital
Status: Married
Education:
MA/MS degree
Organization:
Private non-
profit
sector
leader are: 1) His great fear of status
quo. He wants to see changes,
development, in the way things are
done, changes in the system and the
way goals are set, improvements
beyond what already have seen in the
past; 2) He doesn’t embrace new
ideas, he create with others new ideas;
3) He doesn’t kill himself to pursue
for his vision, he inspires, develops
and empowers more people to pursue
their vision; 4) He cannot delay what
is important. If it can be delayed, then
that can be set aside forever and be
replaced by something that cannot be
delayed; 5) He believes that a
discussion w/o decision or action is a
waste of time; 6) He can move
forward with confidence even with
incomplete data or facts. He hates too
much analysis that brings paralysis; 7)
He believes that his calling is doing
what he cannot do, with resources he
how to utilize them. He cited
that: 1) He can listen for hours
with understanding and empathy
without getting drained; 2) He
can ask good questions that help
others to think differently; 3) He
has average computer skills but
knows what particular
technology can be used. He even
challenged their programmers to
explore on things that have not
been done yet in the digital
world; 4) He has planning and
management skills – a kind of
planning process where all
stakeholders are involved and
contributing to our goal setting
and in identifying the
organization’s critical steps; and
5) He has mastered the basics of
movement-building which is
critical to the mission of their
organization.

does not have for the rest of his life; 8)
He talks less but listens more; 9) He
rarely offers his ideas. He prefers
generating more ideas from others;
10) If he doesn’t want to do it, he
won’t ask others to do it; 11) He’s
okay to be himself with limited talent
or giftedness. There are many people
around whom he can tap to do it for
him; and 12) He can’t stop learning.
He loves learning from others, most
especially from people who are
reporting to him.
H
Gender: Male
Age: 40-49
Marital
Status: Single
Education:
MA/MS degree
Organization:
He is a dynamic leader in the context
of being able to lead and motivate
members of an organization utilizing
creative manners and conduct. He’s a
dynamic leaders in a sense that he
practices “shared leadership and
management.” He doesn’t only
empower the members of the
organization but enable them to
He’s being a theatre practitioner
and a teacher has developed in
me the necessary skills to wade
his way in his professional
practice and in managing people.

Public sector achieve organizational goal vis-a-vis
personal goals.
As for his personal traits, he is
creative, with very good social and
interactive skills. He does things the
way he imagines them and always
believe that if he can imagine
something in his mind, then it can be
done. He always capitalizes on the
strength of an individual. He trusts
people for what they are and what
they can give. He is caring and
nurturing. He doesn’t easily give up.
He perseveres a lot and celebrates the
good life.

DATA RELIABILITY TEST
Following is the data reliability test. In this data reliability test, the authenticity, accuracy,
and reliability of the collected and sourced data will be analyzed and evaluated. In an addition, it
is also important to mention that different types of statistical analysis, such as reliability
statistics, item statistics, and correlation matrix have been considered in order to ensure the
reliability of data. Different indicators, such as self-awareness, open mindedness, empathy,
interpersonal relationship, persuasiveness, technicality, oral and written communication, decision
making, creativity, and organizational development have been considered as data used in these
indicators have been analyzed for the reliability testing.
A. Self-Awareness
Reliability Statistics
Cronbach's
Alpha
Cronbach's Alpha
Based on
Standardized Items
N of
Items
.720 .735 3
Item Statistics
Mean Std.
Deviation
N
aware1 4.0769 .89098 26
aware2 4.1154 .76561 26
aware3 4.3077 .67937 26

Inter-Item Correlation Matrix
aware1 aware2 aware3
aware1 1.000 .397 .422
aware2 .397 1.000 .621
aware3 .422 .621 1.000
Item-Total Statistics
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
aware1 8.4231 1.694 .454 .208 .763
aware2 8.3846 1.766 .584 .408 .578
aware3 8.1923 1.922 .614 .422 .564
B. Open-Mindedness
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items
N of Items
.752 .753 3
Item Statistics
Mean Std.
Deviation
N
mindedness4 4.2308 .81524 26
mindedness5 4.0769 .79614 26
mindedness6 4.3846 .80384 26

aware1 aware2 aware3
aware1 1.000 .397 .422
aware2 .397 1.000 .621
aware3 .422 .621 1.000
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
aware1 8.4231 1.694 .454 .208 .763
aware2 8.3846 1.766 .584 .408 .578
aware3 8.1923 1.922 .614 .422 .564
C. Empathy
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items
N of Items
.819 .836 3
Item Statistics
Mean Std.
Deviation
N
empathy7 4.0385 1.18257 26
empathy8 4.1923 .84943 26
empathy9 4.1154 .86380 26

empathy7 empathy8 empathy9
empathy7 1.000 .590 .622
empathy8 .590 1.000 .677
empathy9 .622 .677 1.000
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
empathy7 8.3077 2.462 .662 .439 .808
empathy8 8.1538 3.415 .694 .505 .744
empathy9 8.2308 3.305 .721 .535 .717
D. Interpersonal Relationship
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items
N of Items
.738 .772 3

Item Statistics
Mean Std.
Deviation
N
inter10 3.9231 1.26248 26
inter11 4.8077 .40192 26
inter12 4.2308 .86291 26
inter10 inter11 inter12
inter10 1.000 .285 .825
inter11 .285 1.000 .479
inter12 .825 .479 1.000
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
inter10 9.0385 1.238 .742 .696 .537
inter11 8.1538 4.135 .380 .267 .869
inter12 8.7308 2.045 .863 .745 .283
E. Persuasiveness
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items
N of Items
.889 .892 3

Item Statistics
Mean Std.
Deviation
N
persuasive13 4.0385 .87090 26
persuasive14 4.0769 .93480 26
persuasive15 4.3077 .78838 26
persuasive13 persuasive14 persuasive15
persuasive13 1.000 .733 .798
persuasive14 .733 1.000 .672
persuasive15 .798 .672 1.000
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
persuasive13 8.3846 2.486 .834 .707 .797
persuasive14 8.3462 2.475 .743 .559 .885
persuasive15 8.1154 2.826 .787 .653 .845
F. Technicality
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items
N of Items
.845 .857 3
Item Statistics
Mean Std.
Deviation
N

technical16 3.6538 .93562 26
technical17 3.6154 .89786 26
technical18 3.0769 1.16355 26
technical16 technical17 technical18
technical16 1.000 .740 .577
technical17 .740 1.000 .680
technical18 .577 .680 1.000
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
technical16 6.6923 3.582 .706 .557 .794
technical17 6.7308 3.485 .795 .644 .721
technical18 7.2692 2.925 .673 .475 .850
G. Oral and Written Communication
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items
N of Items
.927 .928 3

Item Statistics
Mean Std.
Deviation
N
oral19 4.3077 .78838 26
oral20 4.2692 .87442 26
oral21 4.3846 .80384 26
oral19 oral20 oral21
oral19 1.000 .745 .816
oral20 .745 1.000 .871
oral21 .816 .871 1.000
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
oral19 8.6538 2.635 .805 .670 .929
oral20 8.6923 2.302 .849 .762 .898
oral21 8.5769 2.414 .904 .821 .851
H. Decision Making
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items
N of Items
.841 .844 3

Item Statistics
Mean Std.
Deviation
N
decision22 4.3462 .74524 26
decision23 4.4231 .75753 26
decision24 4.4615 .70602 26
decision22 decision23 decision24
decision22 1.000 .439 .673
decision23 .439 1.000 .817
decision24 .673 .817 1.000
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
decision22 8.8846 1.946 .579 .489 .898
decision23 8.8077 1.762 .681 .690 .803
decision24 8.7692 1.625 .879 .790 .610
I. Creativity
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items
N of Items
.816 .809 3

Item Statistics
Mean Std.
Deviation
N
creativity2
5
4.1538 .96715 26
creativity2
6
4.1538 .96715 26
creativity2
7
4.4615 .81146 26
creativity2
5
creativity2
6
creativity2
7
creativity2
5
1.000 .872 .467
creativity2
6
.872 1.000 .416
creativity2
7
.467 .416 1.000
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
creativity2
5
8.6154 2.246 .815 .773 .581
creativity2
6
8.6154 2.326 .774 .760 .630
creativity2
7
8.3077 3.502 .456 .218 .931

J. Organizational Development
Cronbach's
Alpha
Cronbach's
Alpha Based
on
Standardized
Items
N of Items
.826 .827 3
Item Statistics
Mean Std.
Deviation
N
OD28 4.1538 1.00766 26
OD29 4.1923 1.02056 26
OD30 4.5769 .70274 26
OD28 OD29 OD30
OD28 1.000 .787 .547
OD29 .787 1.000 .508
OD30 .547 .508 1.000
Scale Mean if
Item Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Squared
Multiple
Correlation
Cronbach's
Alpha if Item
Deleted
OD28 8.7692 2.265 .789 .649 .644
OD29 8.7308 2.285 .761 .628 .679
OD30 8.3462 3.675 .558 .316 .881

Chapter 4: Discussions, Conclusion, and Recommendation
SUMMARY OF FINDINGS
It is clear from the responses of the respondents that each and every organization needs to
adopt effective participative and dynamic leadership style in the business operation process in
order to ensure effective professional development. On the other hand, adequate dynamic
leadership style also helps an organization to maintain effective workplace environment and
positive employee motivation. The analysis and findings of each and every indicators will be
discussed below.
In terms of personality traits, open mindedness, self-awareness, empathy, persuasive
attitude, and inter personal relationship have been considered regarding the data collection
process. Majority of the respondents have replied that open-mindedness can be referred as
effective as well as important aspect that can help an individual to become a strong dynamic
leader. First of all, a successful dynamic leader needs to communicate well with the sub-
ordinates and other associate individuals with the workplace. However, different types of
important as well as adequate stakeholders also give high value to the effective as well as
transparent communication between the employees and management. However, it will be
effective to discuss that all the leaders need to be open-minded. Leaders have to deal with
different workplace situations and employees of different attitudes. Therefore, the leaders need to
take all the considerations significantly as this aspect will help the leaders in the strategy
development and implementation process. Moreover, it is also important for a leader to

understand that open mindedness can help a dynamic leader to be flexible and lead by examples
during the critical situations.
It is clear from the responses of the respondents that the leaders need to have four
different important professional skills in order to become one of the successful open minded
leaders within the workplace. First of all, it is highly important to consider that the leaders need
to have effective technical skills as it can help the organizations to bring efficiency in overall
business operation process. Alternatively, it is also important to mention that different types of
differentiated and value added strategy development as well as decision making process is
required to become a successful open minded leader. On the other hand, it is also important to
discuss that open minded leaders should have a vision about innovation and creativity regarding
the strategy development process as it may help the organizational leaders as well as
management to influence the sub-ordinates and other employees within the organization to focus
on creative idea generation and execution aspect. Majority of the respondents also have
mentioned that the organizational ladders and top level management needs to adopt and
implement adequate organizational development process considering effective communication
and creative idea generation aspect as these can help a leader to be open-minded. Effective and
skilled open minded leaders are considered as dynamic leader and it is the responsibility and
duty of the dynamic leaders to maintain positive employee motivation and conflict free
workplace environment.
Apart from open-mindedness, it is also important for the organizational leaders to focus
on other important aspects to become one of the successful dynamic organizational leaders. A
successful dynamic organizational leader needs to have effective oral and written communication
skill. Effective and conflict free organizational communication is generally considered as one of

the effective and important inter-personal skill of an individual that helps a leader to maintain a
strong relationship with the sub-ordinates as well as management of the organization. Employees
are considered as real assets of an organization. Therefore, it is the responsibility of the
organizational leaders to take care of the motivation and performance level of employees as
effective inter-personal relationship between the employees and managers or leaders help to
boost the motivation as well as self-confidence level of employees. In an addition, majority of
the respondents also have stated that effective interpersonal relationships between employees and
managers generally help an organization to focus on significant strategy development process.
According to the respondents, inter-personal relationships as well as communication skill
generally helps an organization to focus on the creative strategy development and decision
making process as the respondents have replied that effective inter-personal relationship
generally influences the dynamic organizational leaders to contribute in the organizational
development process and approaches. Apart from these professional skills, all the respondents
have accepted that dynamic leaders need to integrate technologically advanced social media tools
as it will help in maintaining conflict free and transparent interpersonal communication process,
which will help to maintain a strong and healthy relationship between employees and other
organizational leaders.
Apart from the open-mindedness and interpersonal communication skills, all the
respondents have acknowledged that dynamic leaders can become successful if he or she has the
ability to influence other employees and staffs within the workplace. Effective and significant
persuasive attitude has helped several organizational leaders in the reality to take care of the
needs of employees and motivate them to perform significantly. Majority of the respondents
have replied that different employees have different skill level, knowledge level, and competency

level. They have stated that the employees need to focus on significant skill development process
to enhance their performance level within the workplace. It this case, the respondents have
replied that the team leaders or managers or organizational leaders need to be persuasive as
strong influence and motivation can help the employees to boost individual motivation as well as
performance level. Apart from these things, it is also important to discuss that students need to
focus on significant leadership approach development and implementation process as these
aspects will help them in near future to become the influential dynamic leaders within the
workplace. Apart from these things, it is also important to discuss that different types of
strategies used to lack of creative ideas and intelligence. Lack of creativity can hamper the
workplace performance as well as business performance of an organization. Therefore, the
majority of the respondents have replied that the organizational leaders should have the ability to
influence the sub-ordinates in order to enhance effective as well as vital organizational
development process. Motivate employees always have the extra passion to contribute in the
performance level of the organizations. Therefore, it would be effective for the organizational
leaders to improve the degree of the performance of the employees. Apart from this, it is also
important to mention that organizational culture as well as organizational structure used to
differentiate from an organization to other organization. Therefore, different employees used to
work with freedom and autonomy as it helps them to get self-motivated. On the other hand, it is
vital to state that majority of the respondents have acknowledged that employees should try to
motivated in sharing thoughts, innovative ideas, and perceptions with the top level management
of an organization, as it can help the organizational management to produce skilled and high-
quality dynamic leaders.

Empathy also can be referred as an important personality trait that can help a leader to
become one of the successful dynamic leaders within an organization. Effective understanding
level between employees and leaders can be enhanced through the consideration of this
particular personality trait. On the other hand, it is also true that effective empathy can help the
employees to response to the leaders quite significantly. Respondents of all ages and
demographic background have acknowledged that each and every leader within an organization
should have the power to maintain an effective understanding level with employees, and other
sub-ordinates. However, the respondents also have mentioned that it is the integrity and ethicsw
that needs to be incorporated in the strategy development process. Effective implementation of
empathy in performance management and employee motivation aspect actually can help a leader
to become a successful dynamic leader as it will take care of the positive business growth rate of
an organization. In an addition, it is also important to mention that the respondents have put
pressure on effective written and verbal communication process in order to ensure effective
understanding between employees and managers.
According to the majority of the employees, effective communication process can help a
leader or a manager to focus on significant strategy development and implementation process.
Moreover, it is also true that different types of training and development programme for leaders
as well as employees can ensure significant strategy implication process. Improved
understanding level also can help the leaders to contribute significantly in the organizational
development process, which can be considered as a vital aspect for the business operation
process of an organization.
Last but not the least; it is also important for a leader to focus on effective and major self-
awareness approaches in order to become one of the successful dynamic leaders within a

workplace. Majority of the respondents have accepted that several leading multinational as well
as small and medium scaled enterprises are trying to capitalize on the fruitful opportunities that
are developed due to globalization and technological advancement. However, self-awareness of
the usage of advanced technological applications within the workplaces is highly vital for the
leaders within the organization. Alternatively, it is also important for an enterprise to motivate
the leaders and managers to focus on creative business operation processes. Creativity and
innovation can be considered as two most important things that are required within the attitudes
of the dynamic leaders. Apart from this, all the respondents have agreed that the leaders need to
focus on bottom-up communication approaches as this will help in successful and significant
sharing of views and thought process of employees. Moreover, it is also important to discuss that
the respondents have accepted the effectiveness of ethical organizational development process
through strong integrity as self-awareness of communication process, decision making process,
and creative strategy development process will enhance establishment of the adequate dynamic
leadership style.
Conclusion
It is clear from the above analysis, findings, and discussion that organizational leaders
and top level management should focus on the managers as well as leaders to adopt and
implement adequate dynamic leadership style. Poor employee motivation, inadequate
performance management, lack of creativity, affected organizational communication process,
and hampered inter-personal relationships can be considered as the major consequences of the
poor leadership style adopted by the organizational leaders.
It has been identified in this contemporary era that organizations are only focusing on the
customer centric strategy development process in order to ensure competitive edges. However,

this is also true that such organizations can face corporate governance and business ethics related
challenges due to lack of adoption of dynamic as well as participative leadership style. Most
importantly, there are different types of leaders as well as managers that can either influence the
employees to do well or else create fear among employees to do well or they may get terminated.
It is true that different employees used to prefer different types of motivational approaches from
the leaders and managers. Some employees are self-motivated within the workplaces. On the
other hand, some employees are lazy despite having the potentiality. Lack of effective situational
dynamic leadership style can hamper the workplace environment and performance level of the
employees.
There are several organizations in this contemporary era that follow centralized decision
making approaches. Alternatively, there are such organizations that used to follow the
hierarchical organizational structure and centralized organizational culture. In this type of
organizational culture and structure, the leaders used to follow authoritative as well as autocratic
leadership style. Moreover, there are some organizations that do not follow the stakeholder
engagement and stakeholder value aspect in the business operation process such strategies can
hamper the employee motivation as well as workplace environment of an organization.
Too much centralization may force the leaders and managers to follow the developed
guidelines and rules and impose them on the employees within the workplace. In an addition, it
is also valuable to discuss that autocratic leadership style cannot help the employees, who are not
self motivated. Moreover, poor performance management and inadequate employee orientation
are the major consequences of this autocratic as well as authoritative leadership style. Therefore,
majority of the multinational organizations in this contemporary era are focusing on effective
and significant adoption as well as implication of dynamic leadership style. It is highly important

for the organizational leaders as well as top level management to overcome such challenges.
Following recommendation plans will help the organizations in this contemporary era to
overcome such challenges.
Recommendations
In order to consider and implement dynamic leadership style successfully, it is vital for
the organizational leaders to ensure the consideration of change management plan in the
organizational business operation process. First of all, it is highly essential for the leaders and top
level management of a firm to focus on the reformation of organizational culture. Several
organizations used to follow centralised organizational culture. It generally allows to ensure
authoritative leadership style, which affects the employee motivation and workplace
environment. First of all, the organizational management should try to focus on the adoption and
implementation of decentralized organizational culture as well as strategy development process.
Effective decentralization can help an organization to allow the leaders to adopt and implement
democratic, dynamic, and visionary leadership style. These leadership orientations can also help
the leaders to take care of the professional as well as personal needs and satisfaction level of the
employees. Moreover, this particular leadership style will also help the leaders as well as
managers within the workplace to motivate the employees to ensure innovative idea generation
and implementation process. Apart from all these things, effective decentralization will also help
the leaders to take care of the performance management process of employees. Different types of
strategies and development process need to be employee centric as these may help in the
maintaining conflict free and sustainable workplace environment.
Secondly, it is important for the top level management an organizational leaders to focus
on the effective and significant establishment of flatter organizational structure. There are two

types of organizational structures that considered by the organizational management, such as
flatter organizational structure and hierarchical organization structure. Flatter organizational
structure can help the employees as well as top level management of the organization to
participate in the interaction process. This particular process may help the organizational leaders
and top level management to focus on the performance level of employees more closely. On the
other hand, the employees may share their perceptions more effectively with the management of
the organizations.
Thirdly, it is important for the leaders as well as managers to establish strong as well as
effective bottom-up communication network or approach. This type of communication approach
can be considered as two way communication approach in which both employees as well as
supervisors participate in the strategy development process. There are two different types of
communication approaches within an organization, such as top-down communication approach
and bottom-up communication approach. In this bottom-up communication approach, the
managers or leaders always integrate the leaders in the strategy development as well as
implication process. Moreover, this type of communication process in transparent. Adoption of
this communication approach generally helps an organizational leader to justify his or her
adopted and implemented dynamic leadership skills.
Last but not the least; the dynamic leaders should always try to integrate important
internal as well as external stakeholders in the decision making process. It is really acceptable
that different types of stakeholders can offer different important strategies or options in the
decision making process that can help a firm to improve the growth rate of business profitability.
Apart from all these things, it is also important to focus effective corporate governance. Dynamic
leadership style always helps the leaders to maintain ethics, transparency, and corporate

governance of organizations. Alternatively, positive stakeholder engagement also helps a leader
to focus on effective and significant visionary leadership style in which the leaders will go for
innovation and creative approaches in the business operation process.

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Beugelsdijk, S. (2008). “Strategic Human Resource Practices and Product Innovation.”
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Caucci, R. (2006). Leadership Divided. London: IGI.
Chen, C., & Huang, J. (2007). “Strategic human resource practices and innovation performance-
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Colcer, J. (2008). A Grounded Theory. New York: Springer.
Gardner, J. (2010). On Leadership. New York: McGraw-Hill.
Harris, H. (2009). International HRM: Contemporary Issues. Stamford: Cengage Learning.
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Keely, T. (2001). HRM Practices. London: Kogan Page.
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Rowley, C. (2010). Human Resource and Operation Management. New York: Springer.
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