Date of Conferral

2022

Degree

Ph.D.

School

Management

Advisor

Michael Neubert

Abstract

AbstractMultiple leadership strategies have been used by some organizations in the US to improve worker performance. A literature gap still exists regarding how transformational leadership style may enhance worker performance in Connecticut state manufacturing industries. The purpose of this qualitative study was to explore the perceptions of organizational leaders about how best to improve the knowledge and the effectiveness of transformational leadership styles. Transformational theory and contingency theories were chosen to serve as the theoretical foundation for the conceptual framework of this study. The research question examined the perceptions of employees of a manufacturing organization located in Connecticut about how to best improve the knowledge and the effectiveness of transformational leadership styles. Saturation point was achieved with data from 20 participants in this qualitative single case study. The process included data organization, coding, and analysis. Data collection was done via Zoom, Skype, WhatsApp, and by telephone. All the 20 participants expressed that transformational leader’s ideas were the major factors that inspired and motivated their job performance. They also discovered that transformational leader’s individual consideration and intellectual stimulation largely influenced their job satisfaction. Through this study, readers of the dissertation may act as proponents of transformation in other similar organizations by helping them to implement the recommendations necessary to transform their companies to achieve their set goals. The results of this study revealed that the implication for positive social change stays critical and requires improvement on leadership strategies on specific areas to impact positive change on worker performance.

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