When researching negative leadership one must consider the reward system within that organization; if it is based on numbers, relationships or processes that become complete through internal systems it may be flawed. The qualitative research method demands that the research be impartial and unbiased; this can only happen when external consultants and external subject matter experts make themselves available to the solutions process from the beginning.
Within the opening processes of gathering information and creating solutions everyone involved must be aware that the entire research project is for the "common good" of the organization as a whole; when this status is understood by all parties involved the processes are cohesive and direct "Based on this literature review, this article sets out to explore the meaning of negative leadership, its antecedents and consequences from the viewpoint of leadership practitioners" (Schilling, J., 2009, Feb).
A large part of an organized process is the academic portion to the creative process of the research; can the information be understood by everyone within the organization so all subjects within the organization can be "tested" or "vexed" about their personal knowledge or lack of knowledge about the current status of the organization. How can someone be held accountable if they do not know what they are accountable for?
[...] Qualitative Research within Management The researcher has to understand what gain be gained within the organization if fear management is approved; a long technical analysis of the business model must be investigated and individual psychological observations would need to be implemented for every acting executive who has benefited from a lack of cohesive positivity within the work place. Only then could you consider qualitative case studies and research within the work place. Management would have to be able to “look deep inside” them-selves to start finding the real answers within the work place “Finally, it may be argued that the present study shows inconsistencies in that it set out to investigate the conceptions of negative leadership by taking a qualitative approach but used rather deterministic procedures of data analysis” (Schilling, J Feb) References Creswell, J. [...]
[...] The next level of information is the goals and budgets within the organization as a whole; are the goals realistic and do the employees understand what is expected from them? When leadership is considered a negative motivator one might ask; has any high ranking official within the organization question” been held accountable for anything “Regarding the environmental antecedents, the statements point to an even wider field of unfortunate factors” (Schilling, J Feb). A lack of internal control over the organization will directly impact growth and revenue; and a lack of emotional control concerning leadership will directly affect every employee within the organization if they personally choose not to participate within the “screening” process of organizational corporate culture. [...]
[...] When implementing qualitative research within the work place every individual has to be considered “selfish” there is no non-emotional process within the qualitative process. When attempting to improve the work place and employee moral one must consider the lack of optimism from the internal leaders who have benefited from a lack of process, leadership and employee development. Introduction When researching negative leadership one must consider the reward system within that organization; if it is based on numbers, relationships or processes that become complete through internal systems it may be flawed. [...]
[...] Qualitative research and evaluation methods (3rd ed.). Thousand Oaks, CA: Sage Publications, Inc. Schilling, J. (2009, Feb). From ineffectiveness to destruction: A qualitative study on the meaning of negative leadership. Leadership 102–128. [...]
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