Article review – Leadership (hypotheses)

From the review of variables that are critical to the analysis that the article sought to conduct – a factor that helps create a theoretical framework of how the variables are related – the authors expressly state their hypotheses. Firstly, the study sought to evaluate which between transactional leaders or transformational ones, have a higher impact of enhancing team cohesiveness. Accordingly, the study’s first hypothesis was that “transformational leaders, as compared to transactional ones, lead to higher levels of team cohesiveness” (p. 66). Secondly, to test gender both as an antecedent and a moderator, the article proposed two hypotheses – that “women see leaders as more transformational as compared to men”, and that “gender serves as a moderator in predicting team performance” (p. 66). The final hypothesis that the study sought to evaluate represented the core purpose of the study, arguing “Team performance is a function of perceived leadership style, gender, knowledge level, and team cohesiveness of the team members” (p. 66).

From the express statement of the hypotheses, the dependent and independent variables can be discerned. Firstly, team performance is the dependent variable evident from the core purpose, its explanatory variables taken to be “perceived leadership style, gender, knowledge level, and team cohesiveness of the team members” (p.66). From the first hypothesis, the dependent variable is the level of team cohesiveness, which according to the study, is affected by the type of leadership style (independent variable). Finally, gender is the independent variable in assessing perception of how transformational leaders are. Accordingly, the study presents a sound case in terms of variables with measurable attributes. Go to part 4 here.


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