The field of business management continues to evolve as organizations engage in the ever-changing global market. After years of unscrupulous corporate leaders managing and leading some of the world’s biggest corporations to failure, researchers and business leaders realize the need for ethical and sound leadership. The need for ethical and sound leadership helps to facilitate and manage daily operations and to sustain their competitive advantage within the global economy. However, with this evolution, numerous research studies add to the understanding of leadership theories and the effects on organizational climate and culture.
The following findings concentrate on research limitations, ethical standards, analysis of data and conclusions as they relate to the field of business management and research (Cooper & Schindler, 2011). Previously research conducted about leadership and management explained organizational culture and climate as employee driven behaviors with little regard to leadership styles. The research explained employee personalities and outside influences as determents to organizational effectiveness with no relationship to leadership style or management (Schneider, Ehrhart & Macey, 2012). These studies presented a plethora of findings, as well as management theorists who supported these theories and often placed blame on employees for company failures frequently praising managers for successes.
However, the question of leadership style enhances and stimulates an organization’s climate and culture remains a topic for further research. Currently, the exploration of leadership theories encourages leadership styles that focus on participatory engagement, embracing of teamwork and service before self, encourage teamwork, and respect versus old styles involving autocratic and bureaucratic management styles (Shadare, 2011). Two of the most recent theories to emerge within the 21st century involve servant and transformational leadership styles.
Servant and Transformational Leadership Styles
In research conducted about servant leadership, researchers gave divergent views on the style and actual outcomes pertaining to organizational climate and culture (Parris & Peachey, 2013; Choudhary, Akhtar & Zaheer, 2013). In a study conducted by Parris and Peachey, the reporting method of research utilized previous studies and articles about servant leadership and the underlying connections versus other methods (2013). With a synopsis of various studies collated the findings revealed variances in definitions of servant leadership, measurements as they pertain to data analysis and varying degrees of limitations in research and conclusion of effectiveness (Parris & Peachey, 2013). While the authors conducted a method of research dependent on previously written articles and data, the limitations of actual data and findings lessen the potential of skewed data and probable questions of ethical standards (Cooper & Schindler, 2011). Limitations...