recommendations should be part of your commendations of the Conclusions section, and there should be a section, at least 2 pages, entitled  "Recommendations for Future Research" . In this section, ex

CHAPTER FIVE: RESULTS: DISCUSSION, IMPLICATIONS, RECOMMENDATIONS

Purpose

The purpose of this research was to determine employee perspectives on the leadership behaviors of human services managers within a nonprofit human services organization. Specifically, this study aimed to understand the impact of leadership style on employees in human services organization located in the northeastern United States. This quantitative study was conducted by administering an online survey via Survey Monkey to workers who give direct care to a nonprofit human services organization. A survey was disseminated to gauge if there is a correlation or dissimilarity in the leadership of managers who have didactic and professional backgrounds in human services versus those who have backgrounds in non-human services. Out of 500 potential participants, a power analysis was conducted on the GPower website calculated that 102 surveys were needed to find a common effect. However, 113 was filled out. Of those, 10 participants failed to provide information on their managerial, educational background, leadership style or both. They were eliminated, so there were 103 surveys completed. The results of the data study demonstrated that there was one significant correlation flanked by education.

The reason of selecting 500 participants is to make the useful quantitative analysis while at the sampling, the appropriate samples are selected as the survey has been done by using the online portal in which some of the employees provide the accurate information and the other employees may not take the survey seriously. Overall the survey offers the complete details and the benefits of leadership in organizations.

A total of 113 individuals completed surveys. Of those, 10 participants (cases 4, 14, 20, 21, 33, 45, 62, 78, 101, 105) failed to provide information on their managerial educational background, leadership style, or both. They were eliminated from further analyses. The demographic results showed that a modal participant was a married Caucasian woman in her 40's who had worked for her current organization for ten years and her current manager for five years. There were 75 participants whose managers did not hold human service degrees and 28 participants who managers held human service degrees. There was a 3-to 1 ratio of non-degree – holders to degree holders. This is correct in general for human services organizations the majority of managers are taught what they are required to know to be successful in management is developed on the job. If not they acquire through their own experience the knowledge and skills that are vital to their effectiveness. It showed that there were significantly fewer degree holders without human services backgrounds than expected but also significantly more non- degree- holders without human services backgrounds than expected. This is one of the observations, which led the researcher to this study, is that a quarter of the participants work for managers who have neither formal education nor professional experience in human services. That combination of inexperience would make it difficult for someone to perform well at work.

In these two groups, each participant was a member of one of the two groups: those with whose managers hold a human service degree and those managers did not hold a human services degree. They were asked if their manager's professional background included human services experience, irrespective of formal education. Managers that have human services background have a higher chance of being able to understand the needs of their employees due to the strong background.

Summary of Study

The success of an organization is based on the leadership behavior as the workflow of an organization is based on the performances of the employees. Leaders of an organization should have leadership skills so that they will be able to manage the pre-consequences for the outcomes of the work. This research is based on the perspective of employees about the leadership as the selected technique is quantitative because more employees can provide more useful information about the leadership at the specific organization. Previous researchers have described that the leadership behavior is based on the performance of an employee, but somehow if the behavior of a leader is suitable for the employees, the performance of the employees will be better. This is because when a leader appreciate an employee, the motivation level of employee gets very high so that they can do their tasks with the best effort (C. Raddats and J. Burton, 2011).

This research will provide the framework based on the results that how the leaders should behave with the employees in the right or bad situation because ups and downs are the part of any business but if the leaders are influential, the outcomes will be positive. At some stages, the leaders should be able to take the strong decisions for the better performance, and in case if an employee is not performing well, a leader should motivate that specific employee to boost up the performance of the employee. The research information and the techniques have been described in the chapter entirely to ensure that how this research can be more useful and effective for the leaders.

The first chapter served to give the framework that was essential to understanding the impact that leadership qualities has on employees in human service organizations. This study intent was to identify management factors that could improve the functioning of a nonprofit human services organization. The rising consciousness that leadership qualities are lacking in managers of nonprofit human services organizations developed into the notion of this study. The research presently obtainable is either focused, on leadership qualities in companies of profit, many but there were restricted studies on leadership qualities in nonprofit organizations.

Within reviewing countless studies seeking to pinpoint the leadership qualities of individuals in supervisory positions within human service organizations, the canvasser determined where a hold in the current literature existed. This after that developed into a research inquiry that sounds interesting and quantifiable: Which three activities (personal backing, aim emphasis, and work easing) do human service managers process and what essential qualities are they deficient?

Three research question guided the hypothesis. They correspond to the three leadership behaviors of interest (aims emphasis; personal backing and work easing). The hypothesis sought to ascertain how these variables have to do with one another and influence leadership behaviors. Hypothesis one compared those with degrees, human services managers with human service degrees or preceding background process more emphasis on goals. Hypothesis two compared those with human service degrees human service managers with no degrees and only human services experience process more focus on a personal backing. Hypothesis three compared those with no human services degrees or preceding background process the same emphasis on work easing. Therefore, the following hypothesis was based on the research question.

The second chapter presented a current review of leadership studies and practices. It also assesses the review of human services management and organizational ethos because it will refer to the data analysis that can only be useful to organizations in the human services arena. Discussion of leadership is detailed since it is imperative the success of any organization. An extensive analysis of leadership perceptions was presented since it formed the shaping of how leadership skills affect employees. Leadership adds to the organizations place of self- worth, employee burnout, and gets the most out of personal promise and then better meets the goals of the organization (Glisson,1989).

The third chapter explained the design of the study including the utilization of a survey instrument, the company, and administration of the instrument as well as the necessary sample size required to acquire accuracy. The approach for collecting data was discussed including where the survey would be conducted and how many rejoinders were needed to make sure the results were precise. The chapter as well specified the questions being utilized within the study and made clear how each hypothesis would be addressed. The methodology for data analysis was as well was roofed in Chapter 3. It was concluded that two -group analysis would be used t-tests, ANOVA. ANCOVA, MANOVA, or MANOVA tests to ascertain the relationship amongst the variables of leadership behaviors: aims emphasis; personal backing; and work easing.

The fourth chapter presented the analysis of the data that was acquired utilizing the survey instrument. The data that was gathered was the use of a questionnaire and was presented on a question- by question basis. With the statistical verdicts of each overviewed and structured. As well, any correlations among variables were reconnoitered using correlations, chi-squares, and multivariate analysis of covariance (MANCOVA). The hypotheses were reviewed using the MANOVA determined if conclusions might be drawn on the legality of each hypothesis. All hypotheses were inspected, the matching data was offered, and suitable suppositions made clear. Also, Chi-Square analysis was used to examine demographic variables about the managers' background in human service. The accurate results of the survey are conferred within segment 5.4.

Discussion, Results and Conclusions

The effectiveness of research is critical because the selected topic directly interacts with the project success. Employees are an essential part of an organization as the whole workflow is dependent on the employees as if the performance is appropriate, the business or an organization will be successful. Leadership factors are necessary to integrate into the organization because there are small teams in every organization and a leader has managed each team. Leadership interaction with the employees defines the consequence of the task or a project whereas the behavior of the leader at the workplace is also fundamental in the organizational success. The conducted research is the result provider about the employee's perspective on the behavior of leadership (Helgesen, 2005).

In organizational leadership, there are two major things on which we focus appropriately. First is about employer's focus on critical organizational consequences in which the employees use to arrange their interpersonal behavior regarding their organization. Secondly, the employee focuses on his/her perceptions which are necessary for the employee's development. So that he can percept several consequences about their organization Organizational Leadership have some dimension which describes the influence of the social behavior where an employee can build a good social circle and interactions with other people so that can affect there interpersonal skills which can also lead them toward Leader Political Skills which will be very useful for the management purpose of an organization. Another essential constraint for an employee that he/she has to control or has to come up on the emotional exhaustion so that he can implement the work in organizational appropriately.

Organizational regulations are usually violated by the behavior of an individual that may affect their organization as well as its citizen. The organizational management can make some negative deviance whereas the effect will be on the financial well-being of an organization which may contain a significant loss of the organization. Positive deviance is the behavior which an organization does not authorize until unless that behavior helps the organization to achieve their targets and goals. If positive deviance can help in this sequential purpose, an organization can give that behavior a title of the innovative behavior with dysfunctional derivatives. Negative deviance occurs in an organization because of absenteeism and workload on the employees. This negative behavior among employees which can affect the desired target of an organization either its profit or loss. An organization has to face it very well otherwise it will be harmful for the organization (J. M. Birkinshaw and A. J. Morrision, 1995).

When the ethical environment of any organization is good, the perception of employees depends on the management if the situation provided to employees is better than positive deviance will be mentioned as an innovative behavior otherwise negative behavior will effect on the organizational behavior. In any organization, leadership tactics influences are also the major category which may create an ethical and pure political environment by which we vividly gleam the ligations of an article development. Influence tactics may distribute the workload of an employee or maybe increase the workload. That depends upon the numbers of tactics which are given by management system.

The demographic showed that a modal participant was a married Caucasian woman in her 40's who had worked for her current organization for ten years and her current manager for five years. There were 75 participants whose managers did not hold human service degrees and 28 participants who managers held human service degrees. There was a 3-to 1 ratio of non-degree – holders to degree holders. This is correct in general for human services organizations because of the high turn over rate within the human service organizations majority of managers are taught what they are required to know to be successful in management is developed on the job. If not they acquire through their own experience the knowledge and skills that are vital to their effectiveness. It showed that there were significantly fewer degree holders without human services backgrounds than expected but also significantly more non- degree- holders without human services backgrounds than expected. This is one of the observations, which led the researcher to this study, is that a quarter of the participants work for managers who have neither formal education nor professional experience in human services. That combination of inexperience would make it difficult for someone to perform well at work.

In these two groups, each participant was a member of one of the two groups: those with whose managers hold a human service degree and those managers did not hold a human services degree. They were asked if their manager's professional background included human services experience, irrespective of formal education. Managers that have human services background have a higher chance of being able to understand the needs of their employees due to the strong background.

The study was to determine which three leadership behaviors (personal backing, aim emphasis, and work easing) do human service managers process and what essential qualities are they deficient? There are three associated hypotheses acquired from this question, and they are as followed:

Research Question 1 (RQ1):

Is there a difference in aims emphasis, as a leadership behavior between non-profit human services managers with or without human services degrees? Two survey items measured the leadership dimension of “aims emphasis.” An example of a survey question measure aims emphasis. “My manager makes sure subordinates have clear goals to achieve. According to the sources and the research, it is clear that the aims and the goals emphasis as a leadership behavior is the crucial factor in an organization and there are minor differences, but the leaders should bring both targets and the goals on the same platform so that the results will be more effective.

Research Question 2 (RQ2)

Is there a difference in personal backing, as leadership behavior, between non-profit human services managers with and without human services degrees? Three survey items measured the leadership dimension of “personal backing.” An example of a survey item that measured personal backing is: My manager is concerned about his/her subordinates. There are no personal backing exists in the leadership behavior because the leaders already have the skills to manage the consequences between the profit human services managers with and without the human services degrees. It's about the ethical abilities of the leaders.

Research Question 3 (RQ3)

Is there a difference in work easing, as leadership behavior between non- profit human services managers with or without human services degrees? Four items measured the leadership dimension of "work easing." An example of a survey item measured work easing is: “My manager helps his/her subordinates solve work-related problems. There is a big difference between easing and facilitation because the leader will always prefer the facilitation so that the employees will get motivated as they will get proper incentives so that the outcomes will be more effective and quality oriented. Whereas work easing which focuses on the ability of the manager to help employees through solving of work related challenges can help an employee to feel more relaxed and committed to the organizational objectives.

All three research questions were addressed at once in a single analysis by using the MANCOVA test. Holding a human degree did not seem to increase the manager’s effectiveness. However, valuable information was gained from the analysis. One of the critical aspects learned focused on the manager’s overall efficiency matched their efficacy in three individual dimensions of leadership that were evaluated: aims emphasis; personal backing; and work easing. Another critical information that was obtained from the analysis was that the differences between managers with and managers without degrees were insignificant when the overall effectiveness of the managers was controlled. The analysis of the means showed that there were differences among managers who had a degree across all the leadership behaviors that were investigated. Therefore future research should be proposed to discover what managers without human services degrees and or professional backgrounds engage their employees.

As compared to the previous researches, this research is much optimized because the technique is quantitative, and the selected organization is having several experiences so that the employees provided the information which will be useful while concluding the research. Leaders in an organization should have to be mentally stable to face the issues as well as the management of the employees will also be considered as the significant factor. In several types of research, the focus was based on the individual leadership in which the suggestions were appropriate, but as an organization, the employee's feedback is necessary because employees will be having the complete interaction with the leadership as well as the workplace. The leaders should initially analyze the current environment of the organization so that they will be able to manage the workflow within the premises of an organization. This research provides the strategy to the leaders who will be having the departments to manage, as the framework defining the issues which can be overcome and the constraints which should be followed by a leader in the organization (Mintzberg, 1980).

The limitation of the research is based on the limited survey as it has been mentioned above that the selected participant was 500 while the large-scale research can provide the more useful results but the conducted research is for SME(Small and medium enterprises) as most of the leadership issues are existing in the medium and small level organizations, So the limitations, can be overcome by making the research on large enterprises for the quality and assurance and the authentic information. Therefore, the results of this research are pertinent to a human service organization in this region. Nonetheless, this ought to be considered when applying the results to other human service organizations that do not fit into this profile (Airman-Smith &Markham, 2004).

The limitations of the research included the geographical area in which the study was conducted, the number of surveys taken delivery of, and only one organization was involved in the study. Therefore, the results of the analysis are pertinent to nonprofit human services organizations in this region. This should be considered when applying the upshots to other nonprofit human services that do not match the profile (Airman- Smith &Markham, 2004).

One organization agreed to be involved in the study. Even though the organization was one of the biggest in the state of Massachusetts, it allowed for a comparatively small number of managers to be rated based on the perceptions of their employees. So, the limitations can be regarded by making the research on larger enterprises for the quality guarantee and the authentic information.

This research implies that human service agencies be able to enhance their effectiveness of their managers by understanding the connection between offering leadership behaviors (aims emphasis, personal backing and work easing to workers and possessing an academic background within human services. Organizations can make use of this information to narrow down candidate choice as well as look for supervisors who possess didactic backgrounds within human services. They can as thoroughly assess their present managers to determine if workers who possess backgrounds within non-human service fields could benefit from training in the human service arena, so they may improve on understanding the direct care providers within the human service arena, so they may improve on following the direct care providers as well as persons that get these services.

Due to the drastic cuts in a budget that have been taken on nonprofit human services agencies. The government makes available most of the financial support for these programs. Therefore, the agencies have had to slash services to those in need of extra backing. If managers in these agencies were capable of gaining additional management and leadership cleverness's, many costs could be reduced as they turn out to be more well -organized.

One way to ease some of the high staff renewal rates and burnout is through the right training. Within the human service arena, workers are exposed to a unlike way of life as they see individuals prevailing over stumbling blocks to turn out to be part of the community. By preparing individuals to work within this new ethos, it is less possible that a individual will bequeath as they will not undergo a ethos surprise of any type. (Akdere & Schmidt, 2007). Managers with subjective service backgrounds may well be exceptional trainers because their education is in providing backing to the people who require help, and therefore may utilize this share of their education to educate their employees how to prepared to handle the unlike state of affairs that arise within this vocation.

Impact of leadership on the employee's behavior is also the concern of the research as the employees also follow the leader's behavior as most of the organizations are based on the institutes where the employees learn the leadership skills from their leaders. Whereas some employees are having an appropriate sense of leadership so that they would get to know that how to deal with the leaders. Leaders should not be very linnet because sometimes the strictness is necessary to achieve the current goals of the organization as well as the market. Research has shown that the leaders should have to play a neutral role, but sometimes the hard decision makings can help the leaders in the career.

The worldwide administration aptitudes of conduct intricacy and stewardship improvement that add to corporate reputational capital are critical immaterial assets that use a practical upper hand in the 21st century. Two exercises at the firm-and industry-level on the effect of insufficient worldwide administration and squandered reputational capital are inspected. Four administrations rehearse for enhancing key aggressiveness is given: universal authority abilities, official oversight duties regarding worldwide corporate notoriety, a yearly comprehensive reputational review, and extensive honors and rankings to concentrate energy on the elusive vital assets for a maintainable upper hand in the 21st century.

An investigation of current administration hypothesis is displayed, alongside a synopsis of the significant writing discoveries. Accentuation is set on giving thoughts which have functional rather than hypothetical application. A sub-subject in the article is that authority aptitudes can be learned or educated, and the composition challenges organizations to actualize initiative improvement programs.

The recommendations made in this research are based on the findings and discussion of the outcomes. Human services managers should be well engaged in ensuring that they maintain a strong interactive environment with their subordinates to help attain a higher level of organizational success.

Human services managers should focus on improving personal backing for their employees. Improving employee commitment within a given organizational context is essential in building strong positive relationships. Personal support involves showing concern about employee personal issues considering that every employee has different needs. Maintaining positive relationships help strengthen organizational performance.

Human services managers should focus on attaining human services degrees due to a specificity of the underlying concepts in managing employees. Even though the study has determined that there was no significant difference across personal backing and work facilitation. Goals form the basis under which other critical organizational operations are developed. Therefore ensuring that they are instrumental in their mandate is based on a strategic understanding of fundamental concepts that define a successful development. Managers should be all-round effective in disseminating their mandate as well as building better workplace relationships based on decisive measures that are implemented.

The selected topic of the research is considered as the most critical topic because most of the small and medium enterprises are facing loss due to lack of leadership skills. The management of those organizations should have to conduct the awareness session about the leadership skills where the employees and the leaders would get to know that how to deal in the situation of the pressure in an organization because most of the issues exist due to lack of pressure handling in an organization. The final recommendations is for research that can be done in the future to build upon the results of this study.

The information about the complete framework of the leadership behavior has been described in the chapter as the research samples have been analyzed and described in the report for the appropriate quality of the research. Quantitative analysis has been discussed in the report for the better implication and the useful results of the leadership in the modern era. The knowledge has been described that the leadership skills are the critical factor in the organizational success. These findings can be utilized by present nonprofit human services organizations to further build on their managers. The results can also be used by canvassers to rely on further studies that continue to address the changing aspects of leadership in nonprofit human services organizations.

The research sought to investigate whether there is a difference in the quality of leadership that were being investigated in nonprofit human services managers with and without degrees. The findings from the analysis showed that there was only a statistically significant difference in one of the leadership behaviors that were investigated. There was a considerable difference in aims or goals emphasis between non-profit human services managers with and without human services degrees. Therefore, leaders with human service degrees make sure subordinates have clear goals to achieve than non-human services managers without human service degrees. However, there are no significant differences between human service managers with degrees and those without degrees in personal backing and work facilitation.

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