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A Critical Conceptualisation of Leadership and Organisational

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A Critical Conceptualisation of Leadership and Organisational A Critical Conceptualisation of Leadership And Organisational Change: The Case of Royal Jordanian Airline By Basil Obeidat Director of Studies: Dr Tom Baum Supervisor: Dr Austin Chakaodza 2020 Dedication Dedication My wife and children are dear to me. They have supported my ambition to become a qualified researcher. I am grateful for all their love and support. i | Page Acknowledgements Acknowledgements This research work has been possible with the expert direction and support provided by my Director of Studies Professor Tom Baum. Dr Austin Chakaodza provided the know-how guidance necessary to undertake PhD level research. I am grateful to them both, thank you. I should mention Professor Don Harper and Sheku Fofanah and the PhD Administration team who guided me through all the paperwork. ii | Page Abstract Abstract This present thesis is based on the critical conceptualisation of the leadership and the organisational change. Leadership is an action of the leading group of the people and company. It is a practical skill and research area that encompassing the ability of a person or company to lead other people in, team and firm. The organisational change is about the procedure of changing processes, culture, strategies and technologies of the company. It is a process under which a company make changes in its working methods and aim effectively, investigating the leadership style of the top management executives, including the Chief Executive Officer of Royal Jordanian airline to understand the factors that influence organisational cultural change within the company. There have been few studies of the Middle-Eastern situation that treats organisational cultural change in the development of an organisation in terms of the values of the company. What leadership is and what leaders do within the context of organisations based in the Middle-Eastern region deserve deeper investigation and analysis. The researcher has developed a conceptual framework and a set of propositions to analyse the relationship between leadership, organisational change and effective organisational performance. The aim is to convey the aspiration of developing a theoretical contribution to knowledge about leadership and organisational change as mediated by Arab cultural traits by investigating the case of leadership in the Royal Jordanian airline. The main of this report is to analyses the concept of leadership and organisational change. Owing to this, leadership plays a necessary role in making changes in the organisation. The main role of organisational culture change through to leadership of Royal Jordanian airline to improve the performance of the company has been taken into consideration. Leadership plays a necessary role in improving the performance of staff members and the organisation. A mixed methods research methodology was adopted involving descriptive statistics and in-depth interviews. The particular and unique context of leadership can be explained well using descriptive statistics because of the breadth of coverage such statistics provide and also because they portray iii | Page Abstract the context well. Questionnaires were distributed to 200 employees of the Royal Jordanian airline. In-depth interviews were chosen in order to investigate the meaning that leaders attach to their actions and help to elaborate on the cultural context in which organisational change for better performance was being pursued at Royal Jordanian airline. Interviews were held with top management executives of the company. The results of both the questionnaires and interviews provided insights into the leadership approaches and consequent operations of the Royal Jordanian Airline. Changing organisational culture is the problematic task confronting leaders and managers of the airline, and the findings show that successful leaders who can deliver change in their organisations are those with varied attributes. There is indeed a correlation or link between leadership style, organisational cultural change and organisational performance. The competitive environment necessitates a better understanding of how an organisations culture affects its organisational performance. It has been concluded that leadership and organisational change both help increase the performance of the company. Moreover, the firm includes its staff members in the process of the change so that they cannot feel demotivated and focus on attaining the set target. The Royal Jordanian airline adopts different types of leadership styles such as leadership, cross-culture leadership and situational leadership which influence on the organisational change culture. iv | Page Table Of Contents Table Of Contents Dedication .................................................................................................................................................. i Acknowledgements .................................................................................................................................. ii Abstract ..................................................................................................................................................... iii Table Of Contents ................................................................................................................................... v List Of Tables And Diagrams ................................................................................................................ xiii Chapter 1: Introduction ......................................................................................................... 1 1.1 Introduction .............................................................................................................................................................................................. 1 1.1.1 Leadership ............................................................................................................................................................................................. 5 1.1.2 Analysis Of Leadership ...................................................................................................................................................................... 9 1.2 Rationale Of The Study .................................................................................................................................... 10 1.3 Scope Of Study .................................................................................................................................................. 11 1.4 Background Study ............................................................................................................................................ 12 1.5 Problem Statement ........................................................................................................................................... 17 1.5.1 Research Aims And Objectives ....................................................................................................................................................... 22 1.5.2 Objectives ………………………………………………………………………………………………………… 25 1.5.3 Research Questions ............................................................................................................................................................................. 25 1.6 Contribution Statement .................................................................................................................... 26 1.7 Organisation Of The Dissertation ................................................................................................... 27 1.8 Conclusion ........................................................................................................................................... 28 v | Page Table Of Contents Chapter 2 Literature Review ................................................................................................ 29 2.1 Introduction ........................................................................................................................................ 29 2.2 Leadership Of Organisational Culture: A Theoretical Framework ......................................... 34 2.3 Recognising Role Of Leadership In Managing Change............................................................... 36 2.4 Models Of Leadership Styles ........................................................................................................... 38 2.4.1 Model Of The Modern Perspective Of Leadership Environment……………........................................................... 40 2.4.2 Global Leadership Theory ................................................................................................................................................................. 41 2.4.3 Interpersonal Skills.............................................................................................................................................................................. 43 2.5 Transformational Leadership And Organisational Cultural Change ....................................... 45 2.5.1 Transformation Leadership ............................................................................................................................................................... 46 2.5.2.Leadership In Jordan........................................................................................................................................................................... 46 2.6 Culture, Organisational Culture And Organisational Cultural Change .................................
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