Shared Leadership. A path towards happiness or discontent

CHAPTER ONE. INTRODUCTION

Introduction to the Problem

Background, Context and Theoretical Framework

Background

Context

Theoretical Framework

Statement of the Problem

Purpose of the Study

Research Questions

Central Question

Sub-Questions

Rationale, Relevance and Significance of the Study

Rationale

Relevance

Significance of the Study

Nature of the Study

Definition of Terms

Assumptions, Limitations and Delimitations

Assumptions

Limitations

Delimitations

Chapter One Summary

CHAPTER TWO. LITERATURE REVIEW

Introduction to the Literature Review

Theoretical Framework

Existing Problem

Themes, Trends and Main Components of Shared-Leadership

Directive Leadership

Transformational Leadership

Transactional Leadership

Transitional Leadership

Empowering Leadership

Transcendence

Connectedness

Meaningful

Compassion

Mindful

The Eleven Sub-Elements of Shared-Leadership Discussed

Review of Research Literature and Methodological Literature

Shared-Leadership Defined/ History

Shared-Leadership and Performance

Shared-Leadership and Organizational Goals

Shared-Leadership and Career Advancement

Shared-Leadership and Commitment

Shared-Leadership and Professional Development

Gap in the Literature, Arguments and Synthesis of Themes

Chapter Two Summary

CHAPTER THREE. METHODOLOGY

Introduction to Chapter Three

Research Design

Target Population, Sampling Method, and Related Procedures

Target Population

Sampling Method

Sample Size

Setting

Recruitment

Instrumentation

Data Collection Procedure

Data Analysis Procedures

Credibility

Transferability

Dependability

Confirmability

Ethical Issues

Researcher's Position Statement

Conflict of Interest Assessment

Position Statement

Ethical Issues in the Study

Chapter Three Summary

CHAPTER FOUR. DATA ANALYSIS AND RESULTS

Introduction to Chapter Four

Data Collection

Data Analysis

Results

Question 1: Please Select your Age Range

Question 2: What is your Mode or Type of Employment?

Question 3: What Type of Shared-Leadership is Experienced by your Manager or Leader?

Question 4: Are there Advantages of Shared-Leadership in the Workplace?

Question 5: The Type of Leadership Chosen in (3) has Influenced my Happiness at Work

Question 6: The Type of Leadership Chosen in (3) has Influenced my Performance Behavior in Terms of Career Advancement

Question 7: The Type of Shared-Leadership Selected in Question (3) has Influenced my Performance Behavior Regarding Commitment at Work

Question 8: The Type of Shared-Leadership Selected in Question (3) has Influenced my Performance Behavior in Terms of Organizational Goals/Outcomes

Question 9: The Type of Leadership Chosen in (3) has Influenced my Performance Behavior in Terms of Career Advancement

Question 10: The Type of Shared-Leadership Selected in Question (3) has Influenced my Performance Behavior in Terms of Professional Development

Gender

Household Income

Demographic Profile

Devices Used

Chapter Four Summary

CHAPTER FIVE. CONCLUSIONS AND DISCUSSION

Introduction to Chapter Five

Summary of the Results

Questionnaire

Discussion of the Results

Discussion Relevant to the Literature

Implications of the Results for Practice

Limitations

Recommendations

Conclusion

Study Objectives and Themes

This descriptive study aims to investigate the influence of shared-leadership styles on the performance behavior and professional outlook of retail entry-level employees aged 18 to 30. The research explores how collaborative leadership practices and the fulfillment of psychological and professional needs impact employee happiness, commitment, and career development within the retail sector.

• The impact of five shared-leadership models (Directive, Transformational, Transactional, Transitional, Empowering) on performance.
• The correlation between shared-leadership practices and employee happiness or discontent.
• The role of moral purpose, transcendence, and workplace environment in shaping employee performance behavior.
• The influence of demographic factors, employment modes, and personal needs on retail worker satisfaction.
• Strategies for management to improve retention and productivity through effective, ethically-grounded shared-leadership.

Excerpt from the Book

Summary of Chapters

CHAPTER ONE. INTRODUCTION: This chapter introduces the study's purpose, research questions, and theoretical foundation regarding the impact of shared-leadership on young retail employees.

CHAPTER TWO. LITERATURE REVIEW: This chapter provides a comprehensive review of existing research on shared-leadership, defining its various models and its link to employee well-being and productivity.

CHAPTER THREE. METHODOLOGY: This chapter details the descriptive research design, quantitative data collection methods via Survey Monkey, and the procedures used to analyze participants' responses.

CHAPTER FOUR. DATA ANALYSIS AND RESULTS: This chapter presents the statistical findings and qualitative analysis of survey data, highlighting the responses regarding leadership influence on workplace performance.

CHAPTER FIVE. CONCLUSIONS AND DISCUSSION: This chapter summarizes the study's conclusions, discusses results in the context of literature, offers practical implications, and provides recommendations for future research.

Keywords

shared-leadership, impact, retail workers, behavior, performance, employees, mood, productivity, discontent, leadership models, organizational commitment, employee well-being, quantitative research, job satisfaction.

Frequently Asked Questions

What is the core focus of this dissertation?

The dissertation primarily investigates how different styles of shared-leadership—ranging from directive to empowering—influence the performance behavior, job satisfaction, and overall happiness of retail entry-level employees aged 18 to 30.

What are the primary themes addressed in the work?

Key themes include shared-leadership models, workplace spirituality, transcendence, employee retention, organizational commitment, and the impact of leadership on professional development and career advancement.

What is the primary research goal?

The study aims to determine the extent to which shared-leadership practices serve as a path toward happiness or contentment for young retail workers and how these leadership styles affect organizational goals and personal performance.

Which methodology was chosen for this study?

The author utilized a quantitative, descriptive research design. Data was collected through a 10-question survey distributed via Survey Monkey to 52 retail employees, using iterative categorization to code and analyze the results.

What topics are discussed in the main body of the work?

The main body covers the theoretical framework of shared-leadership, a review of relevant literature on leadership styles (directive, transformational, etc.), detailed methodology, analysis of participant data on employment and leadership experiences, and conclusions regarding the effectiveness of these leadership models.

Which keywords characterize this research?

The work is characterized by terms such as shared-leadership, retail employees, performance behavior, job satisfaction, employee commitment, organizational goals, and professional development.

How does shared-leadership specifically affect young retail employees?

The research findings suggest that when young retail employees experience supportive shared-leadership, they are more likely to exhibit positive performance behaviors, higher job commitment, and increased career satisfaction compared to environments where their feedback is unheard.

What are the implications for practitioners mentioned in the study?

Practitioners are encouraged to adopt sound shared-leadership practices, prioritize employee well-being through recognition and training, and understand the diverse needs of young workers to minimize cynicism and turnover.

How is "shared-leadership" defined in the context of this study?

Shared-leadership is defined as a collaborative approach where leadership is distributed among team members to achieve a common purpose, moving away from centralized control to emphasize mutual influence, service, and collective accountability.