Assessing Transformational Leadership in Water Management Organization in Australia

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Table of Contents

Introduction
Literatures Review
Research Method
Conclusion
Reference List

Introduction

The need to search for information availability, and the speed in searching for global marketplace to increase competitiveness have altered the methods many organizations function. In addition, organizations have realised that there has been increased in the pace customers demand for some special goods and services, and satisfying customers’ satisfaction has become too complex and time consuming. Typically, effective organization management has been identified as a potential tool by which organization can significantly increased the level of customers’ satisfaction in order to achieve global market advantages. To achieve high level of global performances, studies have identified transformation leadership as potential tool to achieve performances oriented level. In addition, meta-analysis between leadership and performances has shown that effect of transformational leadership could be fruitful to organization success. Typically, the inspiration, and formulation of vision have made transformation leaders to overcome all obstacles as well as providing confidence in the achievement and execution of major goals, and organizational changes. (Dionne, Yammarino, Atwater, et al, 2004).

Different organizations have put greater commitment on organizational changes in order to build global competitive advantages. To achieve these aims, great deal of researches has been launched to achieve organizational outcomes, which include high level of organizational performances. The outcome of researches from various scholars has identified transformational leadership as potential tool towards organizational changes. Typically, to achieve organizational success, quality of leaders is very essential, and this has been the potential tool towards achieving greater role in a competitive global environment. (Herold, Fedor, Caldwell, et al, 2008).

Many studies have revealed that many organizations are seeking to increase their profit as well as achieving higher productivity. To achieve their aims, businesses are using leader’s motivation to lower the number of employees, increase the turnover rates. (Hautala, 2006).

It should be noted that the impact of transformation leadership has not only been remarked in the improvement of production of goods, the problems associated with water management in Australia has been earmarked with lacked transformation and articulate leader, who can manage the natural resources for the benefit of the community. In the recent years, the Australian water resources has faced problem, there is declining of availability of water resources for people sustainability in Australia. Typically, in many urban areas in Australia, it has been remarked that there are urgent needs for sustainable water resources for the benefit of the people. To achieve these objectives, water reform has been identified as cogent factor to achieve water sustainability. Report from Australian government has revealed that there is acute water shortage in many part of Australia, which has heightened the problem of water security. Thus, the government has taken many approaches such as desalination, water recycling, and other techniques to achieve water security. Thus, the existing states and federal water policies do not overcome the problem associated with water resources. Typically, many advocates of sustainability of water resources have voiced out that there is need for changes in the management of water resources in Australia. (Anna1,2007, Strang, 2005, Yukl, Kim, Falbe,1996).

The opinion from different angles has pointed out that there is need for intervention of transformational leadership to reverse the scarcity of water in Australia. The objective of this paper is to assess transformational leadership in water management organizations in Australia, specifically, in New South Wales and Victoria.

To achieve research objective, the paper formulates a statement of problem that the study intends to address.

Statement of the Problem

The specific problem to address in this study is asses the roles the transformational leaders will play in the attainment of organizational performances specifically within Australian water resources with emphasize on New South Wales (NSW) and Victoria. Essentially, studies have revealed that there are distinct differences in the management of water resources between NSW, and Victoria. Despite the unique differences in the management of their water resources, both states have common problems of interpersonal communication and followers’ problem, which are leading to poor performances of the management in both states. The problems identified lead to calling of transformational leadership attributes for the management of water resources in both states. As indicated by Jacobsen, (2008), the relationship between interpersonal communication and transformational leadership is what causes a leader to succeed or fail. This is clearly narrow the view of the complexity from which interpersonal communication takes place in everyday settings (Thompson, 2003). Within this concept, there are lacks of empirical studies that address the transformational leadership in the context of in water management of these two Australian states. The paucity of the study on the assessment of transformational leadership in the management of Australian water resources with cases of NSW and Victoria prompts the researcher to fill the gap in these areas. In addition, lack of studies in this field generates research problem, which the research attempts to address.

Purpose of study

The purpose of this quantitative study is to asses the impact of transformational leadership (independent variable) within the context of organizational performances in water management organizations in Australia. Specifically, in New South Wales and Victoria. The proposal intends to ascertain the degree of quality and image a transformational leader can bring to interpersonal communication context within these two organizations. Essentially, the results will provide deeper understanding on the management perspectives of the Victoria and New South Wales, and any differences derived from the management of the two groups. To achieve these objectives, there will be data collection through quantitative survey to assess leadership and organizational performance in water management. The use of quantitative method will employ bivariant analysis to determine correlation between transformational leadership and water management in New South Wales and Victoria in Australia. Essentially, the study will collect data through quantitative survey instrument and questionnaires to answer the research questions.

Research questions

The research will address the following research questions to assess transformational leadership in water management organizations in Australia. Specifically, New South Wales and Victoria.

Q1. To what extent is the problem of water management in Australia?
Q2. To what extent is the problem of water management in New South Wales and Victoria?
Q3. What are differences in the management of water resources between New South Wales and Victoria?.
Q4. To what extent are the impacts of transformational leaders in alleviating water problems in New South Wales?
Q5. To what extent are the impacts of transformational leaders in alleviating water problems in Victoria?

Hypotheses

Since the research will employ quantitative technique to answer the research questions, the paper develops hypotheses in order to test the impact of transformational leadership in improving the water management Australia, specifically, in New South Wales and Victoria.

Thus, the study develops following null and alternative hypotheses.

H1o: Transformational leaders will enhance organizational performances in the New South Wales and Victoria.
H1a: Transformational leaders will not enhance organizational performances in the New South Wales and Victoria.

Thus, to avoid plagiarism, the paper will employ American Psychological Association (APA) for all sources used for this study.

Definition of Key Terms

The APA is an American Psychological Association, and is mostly used for most social science research papers. This paper will use APA styles for both primary and secondary sources used in this study. Meanwhile, the paper explores the previous studies on the transformational leadership and the water management organizations in Australia, specifically, New South Wales and Victoria.

Literatures Review

This chapter provides critical analysis of what other studies have revealed on transformational leadership. By reviewing the literatures, the paper will examine transformational leadership in water management organizations in Australia with special emphasis on New South Wales and Victoria.

Meanwhile, organization of this chapter is described as follows:

First, literatures are reviewed on the overview of transformation leadership.
In addition, the paper discusses the theoretical framework related to this study.

Moreover, the proposal reviewed previous studies on water management in Australia with emphasize on New South Wales and Victoria.

Finally, the literatures assess the impact of transformational leadership in transforming the water management organizations in Australia. Specifically, New South Wales and Victoria.

Overview of transformation leadership

Numerous studies have provided the understanding of transformational leadership due to the contribution the concept of transformational leadership has brought to the organizational success. Essentially, different researches from social science and management science have provided different perspectives on the concept of transformational leadership. The research contributions on the concept of transformational leadership in the last two decades have doubled than all other concept in the field of social science. The essential attractiveness of transformational leadership is because of its effects on organizational outcomes especially in financial performances, and super productivity. (Tannenbaum, Schmidt, 1958).

Herold, Fedor, Caldwell, et al (2008) described transformational leadership as the behavior of a leader with vivid vision, who makes changes for the bright future. The organizational changes is very essential, and before any substantial changes could bring important development to any organization, there is need an intervention of a transformation leader, who has vision, and ability to put input essential elements in the planning for the implementation of particular changes. (Conger, Kanungo,1988).

The definition of transformational leadership provided by Bass (1995) has four dimensions:

Charismatic: Ability to provide visionary guideline and mission achievement in order to instil faith, pride, and respect onto subordinates.
Intellectual stimulation: The leader provides the followers the new ideas through innovation of reasoning, and emphasizes on solving problems through reasoning.
Inspiration: The leader serves as model to the subordinate by inspiring followers to overcome challenges.
Individual consideration: The leader stimulates the followers the learning principles in order to achieve the leadership role as well treating each subordinate as an individual. (Ozarailli, 2003, Sashkin,(2004).

Essentially, these attributes of transformational leaders have yielded powerful results for many organizations.

As Bass and Steidlmeier (1998) state:

“ if the leadership is transformational ,its charisma or idealized influence is envisioning, confident, and sets high standards for emulation. Its inspirational motivation provides followers with challenges and meaning for engaging in shared goals and undertakings. Its intellectual stimulation helps followers to question assumptions and to generate more creative solutions to problem. Its individualized consideration treats each follower as an individual and provides coaching, mentoring and growth opportunities”(p.3).

Winans (2009) also provided similar description of transformational leadership. The author pointed out that in competitive global market environments, organizations are becoming aware of putting greater emphasize on the products’ improvement as well as increasing quality of service and products while reducing costs. Essentially, organizational financial performance is an accepted index to measure organizational growth, and achieve this goal businesses are seeking for transformational leaders with skilful track records to remain competitive in global market environment. The author argued that transformational leadership is a basic building block that facilitates changes.

Essentially, the proclaim achievements of impact of transformational leadership has been revealed on the achievement of various organizations with superior performances many organizations have recorded from the transformational leadership styles. Charbonneau (2004) argued that the popularity and effectiveness of transformational leaders stem from effective intrinsic motivation that transformational leader bring to followers. Typically, many transformational leaders have changed the followers’ attitude, and beliefs towards grater-expected-achievement and self-developments for the accomplishments of organisational goals. Charbonneau further described different methods by which transformational leaders motivate their followers. The transformational leaders use idealized influence to inspire their followers, which is called inspirational motivation. Moreover, the use intellectual stimulation to inspire their follower on innovative methods on the organizational success. (Koh, Steers, Terborg, 1995).

Mannarelli (2006) also support the entire attributes of transformational leaders by arguing that transformational leaders distinguish themselves by offering visionary goal achievement towards self-fulfilment. Essentially, transformational leaders achieve their goals through empowerment, inspiration and strategies that they use in internalizing their followers by guiding them towards self-fulfilment. However, transformation leaders distinguish themselves from transactional leaders. While transformational leaders inspire their followers through inspiration towards goal achievement, transactional leaders achieve positive performances from their followers through manipulation such as threat, punishment and demolition. Alternatively, transactional leaders use tangible rewards such as money, or job promotion. Typically, Konorti, (2008) argued that transformational leader think critically, and creatively to bring the positive outcome, such as employee productivity that bring greater value to organizational stakeholders. For instance,

“excellent companies are more innovative than others are. Often, the firm under the guidance of the transformational leader has the vision and courage to undertake steps that he or she created to become best in class and at times best of breed. A true transformational and innovative leader, “entered the arena of organizational innovation with vision, courage, and conviction, seeking to create entirely new ways of doing business”. (Konorti, 2008, p.12).

Despite the interesting contribution of transformation, some groups of scholars have challenged transformational leaders on ethical consideration. These scholars argued that the transformational leaders instil their beliefs into the followers, which may be contrary to the followers’ idea. For example, the influence of transformation leaders may lead the followers to irrationally pursuing the evil ends, which may be contrary to followers’ belief. The critics further maintained that due to the positional role of transformational leaders, it is impossible to check their behaviour even if they are instilling evil or unethical behaviours on the followers. ( Cashin, Crewe, Desai, et al 2000, Lau, Woodman, 1995).

Despite impressive arguments of the critics, they failed to view the positive impact of transformational leaders. Many organizations have experienced growth achievements because of intervention of transformational leaders. For example, the intervention of Carlo Slim Elu, an example of transformational leader has turned Telmex from a state of obsolete in 1990 to become the largest wireless telecommunication company in Latin America. Essentially, rather than being unethical, transformational leaders achieve their goal by identifying the core values of their followers to satisfy the major goals of organizational development. ( Cashin, Crewe, Desai, et al 2000).

Thus, to generate research ideas, the proposal formulates theories to develop asses the transformational leadership.

Theoretical framework

Scholars have formulated theories that explain the behaviors of leaders in the perspective of business environment.

Jogulu, Wood (2006) explained that 19^th century leadership theory was synonymous to great man, where in these earlier day, a great man was regarded by the followers as a person pocessing exceptional and unique features that ordinary man did not posses. Thus, during this period, very few people were regarded to have such unique capability. From great men perspective, history had recorded autocratic leader, who instilled ideas onto his followers by force. In addition, the leadership theory also argued that the proponent of democratic leadership evolve from great man. (Wallis, 1993).

In the last few decades, many leaders have evolved that have the traits of great man. Sanders, Hopkins, Geroy, (2003) described these type of leaders as transactional leaders and transformational leaders. The author proposed the theory of transcendental, where they believed that the theory integrates transformational leaders and transactional leaders because the unique features of both set of leaders are similar. For example, the aspect of transactional leadership interfaces with transformational. In addition, the moral character and charismatic aspects of both transactional and transformational are similar because both have internal development of spiritualism. The author further argued that transactional leadership and transformational leadership display the same leadership role, thus, their leadership intensity complementing each other. (Maertz, Mosley, Alford, 2002, Herscovitch, Meyer, 2002).

The weakness of the argument of the authors is that the theory of transformational leadership is different from transactional leadership theory. There are some features of transformational leaders different from the behaviours of transactional leaders. The distinguishing features between transactional leadership theory and transformational leadership theory is proposed by Bass (1997), who argued that transactional leadership theory use financial rewards or sanction to motivate their followers in order to achieve extraordinary outcome. However, transformational leadership theory move followers to demonstrate organizational satisfaction through inspiration, intellectual stimulation, charisma, and individual consideration.( Bass, Riggio,2006, Bass 1985, Deluga, 1988, Bass, Stogdill, 1990),

Konorti (2008) support the argument of Bass by arguing that in transformation leadership theory, a leader achieves higher level of productivity, and improvement of financial results by employing visionary power to achieve organizational innovation. The assertion is supported by Schippers, Hartog Koopman et al (2008) who stated:

“Transformational leaders articulate a vision that describes a better future and is congruent with the values of followers. The leader’s personal example serves as a model of the kind of behavior required to attain the vision. Visioning is not only seen as crucial to arouse followers in the leadership literature, the importance of having a shared vision as a motivating force is also found in the team literature. Where the team literature focuses on the sharedness of the team vision, which is held to be important for the achievement of a long-term orientation and longer-term goals of the team, the leadership literature addresses leader’s capacity to develop and communicate such a vision, which is attractive and motivating for followers, and which they collaboratively will try to attain.”.( p1597).

Meanwhile, this study will employ the theory of transformational leadership to assess transformational leadership in water management organizations in Australia with emphasize on New South Wales and Victoria.

Water management in Australia: New South Wales (NSW) and Victoria

Water is very essential for sustainability, and researches have revealed that it may be impossible for man to survive without water for three days. Thus, the importance of water to human existence cannot be underestimated. Human needs water to do all source of things such as for drinking, agriculture purpose, domestic and industrial uses. However, some factors have led to the scarcity of water in different part of the world. For example, increase in human population, and changes in climatic factor have led to the scarcity of water in different part of the world. (Gleick , Cuff , 2009).

In Australia, the availability of water resources is becoming questionable. England (2009) described Australia as the world’s driest country where the inhabitants enjoying less that 1 percent of the world is fresh water. Although, Australia is classified as one of the advanced countries, despite the affluence of urban dwellers in Australia, water supply in most cities has become questionable. Although, in last decades, the inhabitant of Australian cities have been insulated from the scarcity of water where most of them enjoyed abundant water supplies due to the public investment in water system. However, in recent years, the drought has led to the scarcity of water in urban regions.

Anna1, (2007), provided similar argument about the recent scarcity of water in many urban cities in Australia. The scarcity was caused by the increase in population growth in most part of Australian cities due to demographical changes, and these have implications on the present and future water consumption. Moreover, water shortage has been earmarked to have impact in the production of energy for both domestic and industrial uses. The results of acute water shortage have made Australian government to initiating different policies to alleviate water problem in Australia. For example, the government has set up Council of Australian Government (COAG) water reform to manage water in rural areas, and to address the acute shortage of water in urban areas.

Despite the contribution of the literatures review on water issues in Australia, the authors failed to analyze the water shortage in different regions in Australia. It is essential to realize that Australia is a Federal state, and the water management is not similar in all regions in Australia. For example, water management in New South Wales (NSW) is different from the method the policy maker manages water resources in Victoria. Under Australia constitution, the management of natural resources is entirely the responsibility of state territories, and each state or territory adopts different policy deemed fit for their jurisdictions. (Australian Government, 2004).

In New South Wales, the policy makers in the region have recognized the effect of acute water shortage on the sustainability of people in the state. Thus, to manage water resources, the government passed the New South Wales Water Act with intention to deal with groundwater and surface water. Other initiative of New South Wales to manage water resources is the establishment of NSW Department of Natural Resources (DNR) to manage the ground water and unregulated surface water. (Australian Government, 2004).

Egan (2009) also highlighted some of the policies that NSW government has implemented to alleviate water problems to enhance the sustainability of water. Since early 2000s, NSW government has initiated Metropolitan Water Plan 2006 that aimed to find solution of water problem with emphasizes on water savings measures and recycling that minimize riskier and costlier supply side.

Despite the effort of the government of New South Wales to alleviate the acute water shortages in the state, the recent report provided by Armstrong, Gellatly, (2008) revealed the poor performances of several local water utilities in NSW. For instance, in 2006/2007, the department of Water and Energy produced a report on NSW Water Supply and Sewerage performance that showed that local water utilities in NSW performed poorly, and the poor performances of this local council have had effects on economic, environmental, and public health. Meanwhile, Armstrong, et al (2008) identified number of factors that led to the unsatisfactory performances in the management of water resources in NSW.

First, there are difficulties in attracting the skilled worker to manage water resources in NSW, and this problem has led to the poor management in water resources.

In addition, there is lack of effective regulatory policy to ensure high level of compliance to the stipulated standard, which can encourage innovation and improvement.

Finally, the council performs multifunctional purpose that inhibit the establishment of business focus in water utilities.

Similar to NSW government, the government of Victoria has also responded to water crisis in its jurisdiction in various ways. For example, the government of Victoria established Central Highlands Water (CHW) to service more than 60 towns in Victoria. Essentially, CHW is urban water authority in Victoria purposely to manage water resources. (Dalgleish, Cooper, 2005).

Moreover, the Victoria has also implemented the augmentation of water storage to alleviate water scarcity. In 2007, the Victorian government made a commitment to construct desalination plants, and government has taken tangible step in augmenting water supply by constructing pipeline which divert water from the Goulburn valley.

Beck (nd) also pointed out that Victoria has developed pragmatic policies to manage water resources. For example, Victoria has adopted State Environmental Protection Policies (SEPPs) to protect and manage ground water resources. Since the formation of SEPPs, the organization has played a vital role in the management of ground water in Victoria. Its major role is to provide guidance for water useage and prevent non-compliance to lay down guideline for water use.

Despite the arguments of the study reviewed, none of the literatures provides comparative analysis on the water management between NSW and Victoria.

However, there are substantial difference in the management of water resources between Victoria and NSW.

Typically, NSW is five times greater than Victoria, and water management in the two states are different. While NSW is being managed and regulated by independent organization, the Victoria water management is being managed by Regional Urban Water Authorities (RUWAs), which is being monitored by state government department. Meanwhile both management of NSW and Victoria has faced problem of water resources management. Both states are facing the problem of acute water shortage, which has become major challenges to the government of both states. To alleviate the problem, studies have called for intervention of structural changes in both states as a result of poor performances in the management of water resources. The structural changes are essential to overcome the problem of water scarcity, and there is need to change management styles of water resources in NSW, and Victoria. In addition, there is need to manage major challenges that are leading management problems in both states. Dalgleish, and Cooper,(2005) argued that to overcome these problems there is need for intervention of a transformational leader, who can articulate positive programs as well as providing visionary policies to the management of water resources in Australia.

Typically, Armstrong, et al (2008) has pinpointed that there are problem of shortage of skilled personnel in the management of water resources in Australia. Thus, the intervention of transformational leader is essential to provide methodological and multidirectional influence to attract skilful personnel in water authority for super achievement of water management. (Charbonneau, 2004).

Although, there are suggestions from different angles the transformational leaders will provide super achievement to water resources in both NSW and Victoria. The study assesses the effectiveness of transformational leader in transforming the water management organizations in Australia. Specifically, New South Wales and Victoria in next section.

Assessment of transformational leadership the water management organizations in Australia. Case of New South Wales and Victoria

Sadler,(1998) analyzed the problems of management conflict and inconsistencies of policies that was facing the water management NSW and Victoria, which are undermining the management issues in both states in the last two decades. Essentially, most of the policy implementation in both states is inconsistence with programs, which lead to huge debt for the regions. Typically, lack of effective cohesive management is the setbacks facing water resources in both regions. Meanwhile, many commentators call for the reform in order to alleviate water problems in both states. Essentially, an urgent solution is to seek for transformational leaders, who have vision, charisma, inspiration, and individual consideration to manage water resources in both NSW and Victoria. (Beer, 1980, Barling,Weber, Kelloway, 1996, Groves, 2005).

As being pointed out by Strang (2006):

“Effective leaders harness power sources such as influence to change the belief, attitude, or behavior of followers, using actions, by being present or in some cases by displaying charismatic traits. Organizational rewards, recognition, promotions, and compensation are all aligned to motivate followers and drive the organizational vision forward, not impede it. Applying influence-based power, along with the behavior interactions in a project situation (as a point in time from an organizational level of analysis), while interacting with various contextual variables and competing demands, to achieve desirable outcomes, by motivating and influencing followers and stakeholders”.(pp 72-73).

Sarros, Santora, (2001) also pointed out that it is only transformational leaders, who can provide super achievement in water resources in both states. The authors argued that times are changing, and the management styles should change as time changes. Presently, there is innovation in every businesses, the impact of Information Communication Technology (ICT) has changed management styles in all businesses in order to deliver innovative products and services for the satisfaction of customers. Meanwhile, Sarros et al pointed out transformation leaders have the quality to deliver more strategic form of leadership at both NSW and Victoria in Australia. The arguments of the authors were validated from the survey carried out among 121 executives in different companies in Australia. All the executives provided their experiences with transformation leaders in their different organizations, and 31% of them added both written and verbal comment on how transformational leaders had operationalized their companies.

All the top executives, who contributed with verbal and written communication, agreed that in the styles of transformational leadership,

“raising the consciousness of workers about the organization’s mission and vision, and encouraging others in understanding and committing to the vision is a key facet of the transformational leadership style of inspirational motivation. Inspirational motivation addresses the principle of organizational existence, rather than the personality of the leader. The message appears to be relatively clear: leaders who use inspirational motivation as a leadership behavior set high standards, communicate their ideas and vision to their workers in unambiguous ways, and encourage workers to develop beyond the norm so that they and the organization grow and develop best sums up these leadership attributes: There has been a lot of turnover in the senior executive level and there are a lot of younger people coming in who are more in the open style rather than the dictatorial, authoritarian style that was fairly common five, ten years ago”. (Sarros, Santora, 2001, pp.385-387).

Positive comments from top executive of transformational leaders in some companies in Australia reveal that water resources in both NSW and Victoria will benefit from the transformational leadership. Meanwhile, this paper will validate the opinion of these top executives with quantitative survey that will be provided in the proposal.

Summary of literatures review

The paper reviews previous studies on the transformational leadership. The section identifies the leadership styles and qualities of transformational leaders. In addition, the study discuses the theoretical framework related to the research proposal. The study also identifies theory of transformational leadership and theory of transactional leadership. Based on the leadership styles to be implemented in the management of water resources in both NSW and Victoria, the proposal will implement the theory of transformational leadership to the study.

Moreover, the research examines management of water resources in NSW and Victoria in Australia, and the paper identifies that both states have management problems. Thus, the literatures reviewed suggest that transformational leadership will be appropriate to deliver super achievement in water resources in NSW and Victoria.

To validate the opinion of scholars on the effectiveness of transformational leadership in the management of water resources in NSW and Victoria, this study proposes quantitative survey for data collection.

Research Method

This chapter introduces the research methods for data collection for the study.

The paper will employ quantitative techniques to solve the research problem, which reveals the specific problem to address in this study is asses the role the transformational leadership will play in the attainment of organizational performances specifically within Australian water resources with emphasize on New South Wales (NSW) and Victoria. Essentially, studies have revealed that there are distinct differences in the management of water resources between NSW, and Victoria. Despite the unique differences in the management of water resources in the two states, both states have common problems of interpersonal communication and followers’ problem, which are leading to poor performances of management in both states. The problems identified lead to calling of transformational leadership attributes for the management of water resources in both states. As indicated by Jacobsen, (2008), the relationship between interpersonal communication and transformational leadership is a factor that causes a leader to succeed or fail. This is clearly a narrow view of the complexity from which interpersonal communication takes place in everyday settings (Thompson, 2003). Within this concept, there are lack empirical studies that address the transformational leadership in the context of these two Australian states in water management.

The paucity of the study on the assessment of transformational leadership in the management of Australian water resources with cases of NSW and Victoria generates research problem, which the researcher attempts to address. Added to this, the study attempts to fill the gap created by lack of studies in the areas.

To achieve purpose of study, research method will attempt to employ quantitative method to asses the impact of transformational leadership (independent variable) within the context of organizational performances in water management organizations in Australia. Specifically, New South Wales and Victoria. The proposal will intend to ascertain the degree of quality and image a transformational leader can bring to interpersonal communication context within these two organizations. Essentially, the results will provide deeper understanding on the management perspectives of the Victoria and New South Wales, and any differences derived from the management of the two groups. To achieve the objectives of this research, there will be data collection through quantitative method to assess leadership and organizational performance in water management. The use of quantitative method will employ bivariant analysis to determine correlation between transformational leadership and water management in New South Wales and Victoria in Australia.

Essentially, the study will collect data through quantitative survey instrument and questionnaires to answer the following research questions:

Q1. To what extent is the problem of water management in Australia?
Q2. To what extent is the problem of water management in New South Wales and Victoria?
Q3. What are differences in the management of water resources between New South Wales and Victoria?.
Q4. To what extent are the impacts of transformational leaders in alleviating water problems in New South Wales?
Q5. To what extent are the impacts of transformational leaders in alleviating water problems in Victoria?

The research method reveals that quantitative techniques will be employed to solve research problems, achieve research purpose and answer research question. The data collection through research method is significant to achieve research objectives.

Data collection through quantitative survey

The study will employ quantitative survey for data collection. The research employs quantitative technique to collect data because there is scanty of secondary research to be explores for the study in order to answer research questions. However, due to lack of study to solve the research problem, the proposal will use quantitative survey for data collection. It should be noted that the quantitative techniques has advantages of being easy to be applicable to wide range of phenomenon. Unlike qualitative methods that collect data through interview and observation only which may not be appropriate to answer research questions and test the hypotheses. Meanwhile, to collect data, the paper will send survey to sample population.

Sample population

To access whether the transformational leaders could contribute to super improvement of water resources in NSW and Victoria. Large percentages of the survey questions will be distributed to the executives of water utilities in New South Wales and Victoria. In addition, the proposal will distribute the survey questions to large part of other top executives in Australian government agencies. Finally, the paper will send survey to some Australian companies that have experience of transformational leaders to provide distinct contribution on how transformational leadership styles have super-uplifted the organizational productivity and financial performances in their respective companies. Meanwhile, the study will employ appropriate sampling method to select appropriate member of sample population.

Sampling method

The proposal will use probability-sampling method to reach the specified number of sample population. The advantages of choosing probability sampling methods is that error can be easily detected and calculated in order not to alter the research findings. Essentially, the study will employ stratified random sampling to cover the sample population. The technique that will be used to reach the target population is to divide the population in non-overlapping groups, which is refereed as N1, N2, N3… Ni, such that N1 + N2 + N3 +… + Ni = N. Thus, in each strata, the researcher will do a simple random sample of f = n/N. Typically, the researcher will divide the target population into four group: The groups will be executives of government agents, executives of private business organizations, executives of business organization with experience of transformational leadership styles, and executives of NSW and Victoria water utilities. From these population, the study will do a simple random sampling of n=100. The number of sample population choosing in each group will depend on the number of people identified in each population. Typically, the proposal intends to chose 40% of sample population from executives of NSW and Victoria water utilities, 15% from other government executives, 30% from executives, whom their company have experience transformational leadership styles, and 15% from executive of other business organizations.

There are several reasons why the research prefers stratified random sampling. The proposal will be able to represent overall population, as well as the key groups in the population. (Trochim, Donnelly, 2007).

Target population size

The proposal will distribute approximately total number of 1000 survey questions to achieve the target of 100 respondents from the expected returns of 35%. The target size will be large enough to reach the number of target population. As indicated by Lenth, (2001),

“the study must be of adequate size, relative to the goals of the study. It must be big enough that an effect of such magnitude as to be of scientific significance will also be statistically significant”. (p2).

Chuan (2006) also support this argument by stating that:

“if the sample size is too low, it lacks precision to provide reliable answers to research questions investigated. If the sample size is too large, time and resources could be wasted often for minimal gain. Therefore, the power of a sample survey actually lied in the ability to obtain the necessary information from a relatively few respondents to describe the characteristics of the entire population”. (p79).

Thus, the researcher will ensure that the population size is not too large nor too small.

Meanwhile, the minimum sample size estimate will be 100, it is assumed that the percentage that will less than target size will less than 1% or more than 1% of target size.

Survey instrument

The researcher will employ questionnaires as instrument to be used for survey, and the survey questions will structure to ensure that the respondents choose from answer supplied by the researcher.

An example of survey questions will be as follows:

Q1: Transformational leadership style will eradicate water scarcity in NSW and Victoria in Australia:

Strongly agree;
Agree;
Somewhat agree;
Disagree;
Strongly disagree.

The method to rate the scaling response of questionnaire will from 1-to-5. Typically, the proposal will employ Thurstone Scaling to measure the level the respondents answer each question in the survey. (Trochim, Donnelly, 2007).

The methods of survey distribution and collection will be email to ensure that larger number of survey reach the target population. However, the research will follow survey through the tailored designed method for data collection. (Dillman, 2000). The researcher will follow the survey with telephone to ensure that size population are reached as well as assuring the respondents that survey received is not spam.

To validate the data, the research proposal will examine the degree of inferences between the data from survey and the theoretical framework, which is the basis of research. This will show whether the results from data can make inferences to research objectives. (Trochim, Donnelly, 2007).

Data analysis will be employed to ensure high level of accuracy for data collected. Typically, to ensure high level of accuracy, the research will check accuracy of all the data collected. Checking of data is to clarify correct errors data might appear. Trochim and Donnelly (2007), assert that for data accuracy, the researcher should check the legibility of responses as well as ensuring that all questions are answered. In addition, quantitative technique will be used for data analysis. Typically, the researcher will employed comparative statistical test to the hypotheses. The chosen statistical test is appropriate to compare the result from the data collected to the research study. The results will be use determine the inferences with the study. (Schneider, 1984).

Conclusion

This chapter provides summary of the proposal, potential outcome, and potential implication of the study. The research attempts to assess the role transformational leadership in the attainment of organizational performances in Australian water resources with emphasize in New South Wales (NSW) and Victoria. To assess the role transformation leadership in Australian water resources in the New South Wales (NSW) and Victoria, the proposal reviewed literatures that discuss styles the transformational leaders use in the management of many organizations. It is revealed that transformation leaders use inspiration, charisma, individual consideration, and intellectual stimulation to arrive at super achievement in the organizations they manage.

In addition, the paper discusses the theoretical framework, which is the basis of this study. The paper compares theory of transactional leadership and theory of transformational leadership. By comparing the two theories, the study will employ transformation leadership theory to gain deeper understanding in the study.

Moreover, the literatures examine the management of water resources in Australia, specifically, in NSW and Victoria. The results of the assessment revealed that the two states have management problems in their water resources. Thus, the paper highlights what transformational leaders will contribute to the super achievement in the water resources in the two states.

Meanwhile, the study intends to collect data through quantitative survey, and the findings from data colleted will help in answering the following research questions:

Q1. To what extent is the problem of water management in Australia?
Q2. To what extent is the problem of water management in New South Wales and Victoria?
Q3. What are differences in the management of water resources between New South Wales and Victoria?.
Q4. To what extent are the impacts of transformational leaders in alleviating water problems in New South Wales?
Q5. To what extent are the impacts of transformational leaders in alleviating water problems in Victoria?

To ensure reliability and validity of the study, the data will pass through quantitative analysis to ensure trustworthiness, reliability, and acceptability of the thesis.

Potential outcome

The outcome of the proposed study will reveal the extent the transformational leader in eradicating the water scarcity in NSW and Victoria.

Moreover, the research will enhance the knowledge of business organizations on the impact of transformation leaders in the super achievement of financial performances.

In addition, the study will enhance greater understanding on the transformational leadership styles and the styles they use in contributing to super productivity of business organizations.

Finally, the study will enhance greater understanding to scholars, policy makers, and business organization on transformational leadership.

Delimitations

The findings from the proposal will be limited to the role of transformation leaders in the management of water resources in NSW and Victoria Australia. However, the study is not assessing the role of transformation leaders in other business organizations.

Appendices

The study will provide all graphs, tables, charts, graphs, in the appendices.

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