Dissertation
Table of contents
"The Impact of Transformational & Transactional Leadership Styles on Employee Performance in the Retail Industry of Liverpool ONE and The BID Area"
1. Introduction
1.1. Background of the Study
1.1.1. Purpose
1.1.2. Importance and Current Challenges
1.1.3. Industry Relevance
1.2. Problem and Rationale
1.2.1. Problem and Academic Rationale
1.2.2. Practical Implications
1.3. Aims and Objectives
1.3.1. Research Aim
1.3.2. Fundamental Objectives
1.4. Questions and Hypotheses
1.4.1. Questions
1.4.2. Hypotheses
1.5. Significance of the Study
1.6. Scope and Limitations
1.7. Structure of the Dissertation
2. Literature Review
2.1. Introduction
2.2. Development of Leadership Theories
2.3. Perceptions of Leadership Traits
2.4. Burns' Tfl. & Tcl. Styles
2.4.1. Transformational Leadership
2.4.2. Transactional Leadership
2.5. Mapping Leadership Traits to Burns' Model
2.6. Complementary Literature
2.6.1. Bass' Contribution to Tfl. & Tcl.
2.6.2. Blanchard's Contribution to Leadership Theory
2.7. Tfl. & Tcl. Performance Study
2.8. Comparison of the Literature
2.8.1. Consistent Findings
2.8.2. Contrasting Perspectives
2.9. Research Gap
2.10. Summary and Conclusion
2.10.1. Key Points
2.10.2. Theoretical Framework
3. Empirical Research
3.1. Methodology
3.1.1. Research Design and Approach
3.1.2. Study Context, Participants and Sampling
3.1.3. Data Collection Methods
3.1.4. Data Analysis Techniques
3.1.5. Ethical Considerations
3.1.6. Limitations of the Methodology
3.2. Findings and Discussion
3.2.1. A·SQ Responses
3.2.2. B·SQ Responses
3.2.3. Overall B·SQ Aggregates
3.2.4. Role of Specific Leadership Traits
3.2.5. Comparative Analysis of Findings
4. Conclusion
4.1. Summary of Findings
4.2. Contributions to Theory and Practice
4.3. Implications for the Industry
4.4. Suggestions for Future Research
4.5. Final Thoughts