INVESTIGATING THE IMPACT OF LEADERSHIP STYLE ON THE ETHICAL BEHAVIOUR OF EMPLOYEES AND FIRM PERFORMANCE: EVIDENCE FROM SMES IN SAUDI ARABIA
Abstract - The purpose of this paper is to provide an overview of the methodological approach that will be used in the study. It will start by providing an overview of the research philosophy used. It will also discuss the research approach and research design and provide justifications to the chosen approach and design. Further to this, this chapter will examine the data collection tool that were used and justify the chosen tool. It will also discuss the data analysis process that will be undertaken.
Figure 1- Proposed framework of research
Source: Conceptual Framework Developed by The Researcher (Influenced by Greenleaf’s 1998; Korejan and Shahbazi, 2016)
The above conceptual framework has been developed from the theories of servant leadership (Dierendonck, 2011) and transformational leadership (Korejan and Shahbazi, 2016). It presents the role of the two leadership styles in improving ethical behaviour of employees in Saudi SMEs and these in turn can enhance the productivity of these firms. Previous studies have appreciated the role of servant leadership theory in emphasising over the desires, expectations and needs of subordinates (Eva et al., 2019). However, Greenleaf (1998) opines that application of servant leadership shall reciprocate subordinates by means of deeper engagement, better performance and increased teamwork. This viewpoint is consistent with Korejan and Shahbazi’s (2016) view in terms of transformational leadership wherein idealised influence has been discovered to be a significant factor for enhancing ethical leadership and thereafter, firm output. Accordingly, this research seeks to add the effects of both servant and transformational leadership styles on the ethical behaviour of employees and how this in turn, impacts the overall productivity of SMEs in Saudi Arabia.