Leadership Best Practices and Employee Performance: A Phenomenological Telecommunications Industry Study

By Dr. Karl Thompson

This phenomenological study explored leadership best practices among senior managers in the telecommunications industry to determine the perceived effects that such routines had on actual employee performance. The study took place in Southern Georgia in the United States from January 16 to February 18, 2014 and involved interviews with ten selected managers who held the role of customer service manager for a minimum of 2 years and were identified as top performers based on the ranking and rating reports from industry data. Participants identified employee-oriented perspectives on leadership, performance, process, learning, training, and development as key factors in improving follower performance.

The research determined perceived best leadership practices that play a role in nurturing a work environment, enabling the organization to become more productive and competitive.

It was determined that leaders should create a working environment where there is increased employee engagement and participation; communicate goals, gain employee understanding, and apply communication styles that fit the need of each employee at all levels; identify and plan opportunities for growth for employees through training and development; recognize the importance of personally engaging with their employees; and, understand the importance of having regular meetings to update employees about new products and services.

This will result is greater employee decision-making ability and in turn a more productive employee with a higher level of performance.

• Language: English
• Publisher: Xlibris US
• Release date: Oct 20, 2016
• ISBN: 9781524543792

Dr. Karl Thompson

My name is Karl Thompson, and I reside in Buford, Georgia. I completed the BBA degree in 1990 and, after twelve years, decided to advance my education and completed my MBA in 2006 and the DBA in 2015 at the University of Phoenix. I have been working in the telecommunication/service industry for over twenty years at various mid to high level positions such as customer service supervisor, service operations manager, system engineering manager and technical support manager, where I led several projects, which successfully improved processes, developed employees, and improved the customer experience. I spearheaded business development initiatives in a highly regulated industry consistent with the company's overall strategy (telecommunication) that significantly increased system capacity and cost savings of $500k–$1M and business development systems that resulted in savings of $250k/year. I recruited, coached, and developed over one hundred employees with 80 percent retention in five years. I conducted training and development needs and served as a key member of leadership teams to formulate incentive/recognition programs as a motivational tool to drive the organization's strategic direction. I managed cross-functional teams to exceed objectives in KPI's performance metrics and conducted needs analysis to align goals with key business objectives in alignment with budgetary goals and timelines. It has been a blessing to have a strong support system as well as a church family that helped in building the bridge to unity and spiritual bonding.

Book preview

Copyright © 2016 by Dr. Karl Thompson.

ISBN:      Softcover         978-1-5245-4380-8

                eBook             978-1-5245-4379-2

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright owner.

This is a work of fiction. Names, characters, places and incidents either are the product of the author’s imagination or are used fictitiously, and any resemblance to any actual persons, living or dead, events, or locales is entirely coincidental.

Any people depicted in stock imagery provided by Thinkstock are models, and such images are being used for illustrative purposes only.

Certain stock imagery © Thinkstock.

Rev. date: 10/06/2016

Xlibris

1-888-795-4274

www.Xlibris.com

749971

Contents

Abstract

Dedication

Acknowledgements

Chapter 1 Introduction

Background

Statement Of The Problem

Purpose Of The Study

Significance Of The Study

Nature Of The Study

Research Question

Theoretical Framework

Definition Of Terms

Assumptions

Scope And Limitations

Delimitations

Chapter Summary

Chapter 2 Review Of The Literature

Title Searches, Articles, Research Documents, And Journals

Leadership

Servant Leadership

Leadership Theories

Leadership Styles

Best Practices

Leadership Best Practices And Employee Relationship

Leadership Best Practices And Employee Engagement

Leadership And Organizational Performance

Leadership And Employee Motivation

Leadership And Employee Morale

Employee Retention

Organizational Culture

Employee Empowerment

Conclusion

Chapter Summary

Chapter 3 Method

Research Method And Design

Phenomenology And Telecommunication Research

Research Design

Design Appropriateness

Research Question

Population And Sample Size

Informed Consent

Confidentiality

Geographic Location

Data Collection

Instrumentation

Validity And Reliability

Data Analysis

Chapter Summary

Chapter 4 Results

Review Of The Problem Statement And Research Question

Pilot Study

Data Analysis Process

Data Collection Approach

Data Collection Process

Demographic Overview

Age

Gender

Work Experience

Study Findings: Themes And Synthesis

Major Theme 1: Employee-Oriented Perspective Of Best Leadership Practices

Major Theme 2: Performance Perspective Of Best Leadership Practices

Major Theme 3: Process Perspective Of Best Leadership Practices

Major Theme 4: Learning, Training, And Development Perspectives Of Best Leadership Practices

Summary Of Statistical Relevance By Participants For Themes

Statititical Relavance Of Theme 1: Employee-Oriented Perspective

Statititical Relavance Of Theme 2: Performance Perspective

Statititical Relavance Of Theme 3: Process Perspective

Statititical Relavance Of Theme 4: Learning, Training, And Development Perspectives

Chapter Summary

Chapter 5 Conclusion And Recommendations

Summary Of The Emergent Themes

Employee-Oriented Perspective Of Best Leadership Practices

Performance Perspective Of Best Leadership Practices

Process Perspective Of Best Leadership Practices

Learning, Training, And Development Perspective Of Leadership Best Practices

Combined Results

Limitations Of Data Interpretation

Implications

Recommendations For Leaders

Recommendations For Future Research

Summary And Conclusion

References

Appendix A Introduction Letter With Opt In/Out Form

Appendix B Informed Consent Form

Appendix C Consent And Audio Taped Interviews

Appendix D Interview Questions

Author Biography

LIST OF TABLES

Table 1.   Distribution of Study Participants by Age

Table 2.   Distribution of Study Participants by Gender

Table 3.   Distribution of Study Participants by Years of Experience

Table 4.   Themes on Employee-oriented Perspective of Best Leadership Practices

Table 5.   Themes on Performance Perspective of Best Leadership Practices

Table 6.   Themes on Process Perspective of Best Leadership Practices

Table 7.   Themes on Learning, Training, and Development Perspective of Best Leadership Practices

Table 8.   Theme 1: Employees-oriented Perspective of Best Leadership Practices

Table 9.   Theme 2: Performance Perspective of Best Leadership Practices

Table 10.   Theme 3: Process Perspective of Best Leadership Practices

Table 11.   Theme 4: Learning, Training and Development Perspective of Best Leadership Practices

LIST OF FIGURES

Figure 1. Leadership best practices and employee performance: A conceptual framework.

Figure 2. Employee-oriented perspective of best leadership practice model.

Figure 3. Performance perspective of best leadership practice model.

Figure 4. Process perspective of the best leadership practice model.

Figure 5. Learning, training, and development perspective of best leadership practice model.

Figure 6. The four themes and 12 sub-themes.

Abstract

Leadership plays an important role in employee performance and the success of an organization. American business leaders spent millions of dollars on organizational productivity and employee performance improvements annually. The purpose of this phenomenological study was to explore what telecommunication leaders perceived as leadership best practices and to determine the perceived effects of leadership best practices on employee performance. Using a modified van Kaam approach, the population of the study, Customer Service Managers in southern Georgia who have worked in the role for a minimum of 2 years, shared their lived experiences through a series of interview questions. NVivo10® software was used in the analysis of the data and identification of themes in the study. Four themes emerged from the study regarding leadership perceptions of best practices: (a) employee-oriented perspective of leadership, which involves human resource management processes likely to motivate employees and increase their productivity and efficiency; (b) performance perspective of leadership, regarding processes on how success includes investment in employees to improve performance and productivity levels; (c) process perspective, which includes various process to improve employee performance and organizational results; (d) learning, training, and development perspective involving activities to develop employees and increase the competencies they need to achieve objectives. The findings might generate a greater understanding and interest in future research on the growing phenomenon of leadership best practices and a program to build strong alliances between leadership and employees.

Dedication

This dissertation is dedicated to my wife Yvonne, who provided encouragement and patiently supported my educational endeavors. She unselfishly endured the years of my time spent working on the project, with seemingly endless delays and multiple obstacles along the way. This time can never be replaced and reflects the significant contributions she has made throughout this lengthy process. Without her support, continuous love, and motivation, none of this would be possible.

Acknowledgements

The strength, fortitude, and determination required to complete this project was only possible by the spiritual uplifting through the presence of Jesus Christ to whom I am eternally grateful. I want to acknowledge my mentor and dissertation committee chair Dr. Michael Taku, who provided exceptional support and guidance throughout my learning journey while being instrumental in the completion of the research. Dr. Larry Olanrewaju and Dr. Jon Webber, my committee members, were also influential in helping to guide and shape this study.

Finally, thanks to my cohorts who I started with and continued in contact with through the year. They provided the needed words of encouragement and helpful hints in the completion of this journey.

Chapter 1

Introduction

Employees are valuable asset of an organization and the leaders of profitable companies place a high premium on increasing employee performance levels (Leigh, 2009). A leader is someone who changes the follower’s beliefs, behaviors, and group orientation values. Leading followers and demonstrating how they can grow, believing in their development journey and their ability to produce organizational outcomes that are positive is legitimate to the workplace (Graf, Schuh, Quaquebeke, & Dick, 2012). Leadership best practice in organizations is a powerful way to enhance individual growth and development, customer experience, employee performance, and organizational productivity (McNeese-Smith, 1996).

In view of the importance of leadership in an organization it is no surprise American business leaders spent more than $55 billion on organizational productivity and employee performance improvement initiatives (Enos, 2000). Examination of the gaps in employee performance and leadership best practices assist leaders and their employees in developing a partnership for improving employee commitment, employee job satisfaction, and ultimately, organizational performance through best practices and consistency in leadership is imperative (Keiu, 2010). The necessity of having employees operate at their highest level of performance can lead to organizational productivity and competitiveness, which is of paramount importance to 21st century organizations (Drucker, 1999). The findings of the present study may assist leaders and their employees to work together in improving organizational productivity. The results may also provide both parties guidelines for a better work life balance and helping employees to optimize their performance. Leaders provide direction, leading by example, maintaining appropriate tools for process measurement, and creating a high level of credibility as time progresses (Kouzes & Poster, 2002) can influence employee performance.

Employees appreciate best leadership practices evident in how leadership communicates the organizational goals and vision in ways employees gain an understanding of the roles they play in achieving them and their commitment towards goals (Davis, 2010). Leaders motivate employees by encouraging them to contribute ideas, creating a fulfilling and enriching work environment in an effort to enhance performance (Khaliq, 2001).

This phenomenological study explored best practices of leadership and employee