DB FPX 8630 Assessment 4 Leadership: Concept Generation

Name

Capella university

DB-FPX 8630 Catalysts for Change

Prof. Name

Date

Leadership: Concept Generation

The Concept of Catalysts for Change as it Relates to Leadership

The concept of catalysts for change in leadership involves the idea that leaders act as change agents, utilizing their positions to initiate organizational transformations (Marilou, 2016). Organizational justice becomes increasingly relevant in modern organizations due to growing diversity. With a commitment to justice, companies can establish strong ethical images (Virtanen & Elovainio, 2018). Embracing justice helps organizations earn the trust of various stakeholders and promotes equality within the company.

The Leadership Topic

The leadership topic of interest here is organizational justice. Organizational justice refers to the systems and processes within an organization that ensure all members are treated equally, fostering a sense of social belonging. This topic is pertinent to business practitioners and is a worthy subject for a DBA Capstone Project from two perspectives. First, as organizations become more diverse, maintaining equality becomes challenging. Dominant groups may overshadow minority groups, and leaders face the challenge of achieving balance (Saifi & Shahzad, 2017). Leaders must address injustices affecting minority groups to reverse this trend.

Organizational justice enhances competitiveness by positioning companies as ethical, which builds trust with stakeholders and improves performance (Virtanen & Elovainio, 2018). The study of ethics in leadership, particularly how organizational justice can improve competitiveness, adds further significance to the topic.

Problem of Practice

Examining business problems within organizations is crucial for success, as it helps management understand issues negatively impacting operations (Pan et al., 2018). Leadership plays a pivotal role in initiating and guiding organizational changes. Leaders must create a sense of urgency for change and develop shared visions to inspire action throughout the organization.

Leaders acting as catalysts for organizational change must collaborate with other members of the organization (Swalhi et al., 2017). Engaging employees is essential for achieving better outcomes. When leaders work closely with their teams, they gain insights into the issues at hand.

A specific business problem is inequality among employees, leading to demotivation and reduced productivity (Farid et al., 2019). Feelings of disenfranchisement among employees can lead to lower satisfaction and commitment. Addressing organizational injustice and ensuring inclusion are vital to prevent such demotivation.

Organizational injustice is prevalent across industries, affecting employees through factors like overwork, poor conditions, low pay, and exclusion (Sökmen & Ekmekçioglu, 2016). These adversities can lead to psychological issues and reduced productivity, particularly affecting minority groups such as women, racial minorities, LGBTQ individuals, and those practicing less common religions. These groups often face unfair treatment, affecting organizational image and fairness.

Gap in Practice

The gap in practice arises from organizational injustice (Ibrahim, 2016), which can be attributed to a lack of emotional intelligence skills among members, leading to inequality issues. Effective leadership in complex organizations requires creating environments that promote positive change. Leaders must address organizational shortcomings and foster environments conducive to productivity. The gap in practice—stemming from organizational injustice and lack of emotional intelligence—impedes progress and requires attention (Ibrahim, 2016).

Purpose of the Project and Project Question

The purpose of this qualitative inquiry is to explore organizational leaders’ perspectives on organizational injustice.

Project Question:What are the perspectives or opinions of leaders regarding organizational injustice?

This qualitative inquiry aims to understand leaders’ views on the factors contributing to organizational injustice.

Justification of Technique

A qualitative approach is ideal for this project as it seeks to understand the phenomenon from various perspectives of the participants. Qualitative methods involve interactions with participants to gather insights into their views, perceptions, and feelings (Aspers & Corte, 2019). This approach will generate the data needed to address the research questions effectively. Quantitative methods, focusing on objective data, would not be suitable for exploring subjective experiences.

Potential Data Sources

Data will be collected from managers of selected organizations to address the research question on factors contributing to organizational injustice. Multiple interviews will be conducted to gather perspectives and opinions. An explanatory field approach will be employed to gather views from managers, who are often involved in addressing and mitigating injustices (Jahanzeb et al., 2020). This approach will also provide insights into addressing organizational injustices.

Data Collection

To achieve the study’s objectives, semi-structured interviews will be conducted with five managers from each of four organizations, totaling 20 respondents. Data collection will occur over four weeks. Initial contact with organizations will be made via phone or email to request permission for data collection. Interviews will be arranged using platforms such as Zoom or Microsoft Teams. Participants will be briefed on the study, but specifics of the questions will be withheld to ensure spontaneous responses (Parchebafieh et al., 2020). Interviews will begin with informal discussions, followed by seeking permission to record responses. Ensuring respondents are treated as knowledgeable agents is crucial for obtaining objective data, and the researcher will guide conversations with clarifying questions (Alam, 2020).

Data Analysis

Thematic analysis will be the preferred method for analyzing qualitative data. The analysis will combine grounded theory and qualitative content analysis. The first phase involves coding data using Williams and Moser’s (2019) guidelines, focusing on categories, themes, and concepts. The second phase will examine these themes and concepts through quantitative content analysis (Renz et al., 2018), aiming to interpret meanings and develop a holistic understanding of factors contributing to organizational injustice.

Validity and Reliability/Trustworthiness

Validity

It refers to the accuracy of research methods in achieving intended measures. To ensure validity, the study will adhere to accepted research practices in social science and business research, including a detailed plan audited by the research supervisor and peer researchers. Bias will be minimized through careful interview design (Daniel, 2019).

Reliability

Reliability involves the extent to which research results are consistent and generalizable. The study will ensure reliability by comparing results with established theories and ensuring the sample represents the targeted population (Alam, 2020).

Trustworthiness

Trustworthiness refers to the confidence in the quality of study findings. To ensure trustworthiness, the study will conduct thorough, precise, and consistent data analysis, disclosing methods and limitations. Evaluating factors such as truth value, applicability, consistency, and neutrality will be essential (Daniel, 2019). The study will provide a detailed account of data while ensuring respondent anonymity and addressing limitations and considerations.

Ethical Considerations

Ethical considerations include ensuring respondent anonymity and seeking permission before data collection. Respondents will be informed about the use of data, which will only be used for the study’s purpose and destroyed appropriately after the study (Parchebafieh et al., 2020).

Conclusion

Organizational injustice is a significant issue for many firms, and leaders can address it by implementing necessary changes. Organizational justice is crucial for advancing corporate competitiveness. This qualitative project will collect data to help leaders understand how to promote organizational justice, with thematic analysis used to derive insights for improving justice within organizations.

References

Alam, M. K. (2020). A systematic qualitative case study: Questions, data collection, NVivo analysis, and saturation. Qualitative Research in Organizations and Management: An International Journal.

Aspers, P., & Corte, U. (2019). What is qualitative in qualitative research. Qualitative Sociology, 42(2), 139–160. https://doi.org/10.1007/s11133-019-9413-7

Daniel, B. K. (2019, June). What constitutes a good qualitative research study? Fundamental dimensions and indicators of rigour in qualitative research: The TACT framework. In Proceedings of the European Conference of Research Methods for Business & Management Studies (pp. 101-108).

Farid, T., Iqbal, S., Ma, J., Castro-González, S., Khattak, A., & Khan, M. (2019). Employees’ perceptions of CSR, work engagement, and organizational citizenship behavior: The mediating effects of organizational justice. International Journal of Environmental Research and Public Health, 16(17), 1731. https://doi.org/10.3390/ijerph16101731

Ibrahim, M. (2016). Professional leadership practices and diversity issues in the US higher education system: A research synthesis. Education, 136(4), 405-412. Retrieved from Ebscohost.com.

Jahanzeb, S., De Clercq, D., & Fatima, T. (2020). Organizational injustice and knowledge hiding: The roles of organizational dis-identification and benevolence. Management Decision.

Marilou, R. (2016). Preparing for your next leadership position. Leadership, 45(4), 30-35. Retrieved from Ebscohost.com.

DB FPX 8630 Assessment 4 Leadership: Concept Generation

Pan, X., Chen, M., Hao, Z., & Bi, W. (2018). The effects of organizational justice on positive organizational behavior: Evidence from a large-sample survey and a situational experiment. Frontiers in Psychology, 8, 2315. https://doi.org/10.3389/fpsyg.2017.02315

Parchebafieh, S., Memarian, R., & Vanaki, Z. (2020). Providing clinical safety and security for nursing students: Spontaneous learning. Electronic Journal of General Medicine, 17(3).

Renz, S. M., Carrington, J. M., & Badger, T. A. (2018). Two strategies for qualitative content analysis: An intramethod approach to triangulation. Qualitative Health Research, 28(5), 824-831.

Saifi, I. A., & Shahzad, K. (2017). The mediating role of job satisfaction in the relationship between organizational justice and organizational citizenship behavior. Pakistan Journal of Commerce and Social Science, 11.

Sökmen, A., & Ekmekçioglu, E.

B. (2016). The relationship between organizational justice, organizational commitment, and intention to leave: Investigating gender differences. International Journal of Business Management, 5, 27–31.

Swalhi, A., Swalhi, A., Zgoulli, S., Zgoulli, S., Hofaidhllaoui, M., & Hofaidhllaoui, M. (2017). The influence of organizational justice on job performance: The mediating effect of affective commitment. Journal of Management Development, 36, 542–559. https://doi.org/10.1108/JMD-11-2015-0162

Virtanen, M., & Elovainio, M. (2018). Justice at the workplace: A review. Cambridge Quarterly of Healthcare Ethics, 27, 306–315. https://doi.org/10.1017/S0963180117000639

Williams, M., & Moser, T. (2019). The art of coding and thematic exploration in qualitative research. International Management Review, 15(1), 45-55.