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Additionally, organizational leaders not recognizing good employee performance may result in increased levels of employee absenteeism, grievance expression, job stress, tardiness, and turnover and decreased levels of employee mental health, morale, organizational commitment, physical health, and productivity.
This study used the following strategy to collect data from the OLA surveys, after obtaining written permission from the organizational leader.
A) and permission from the organizational leader to use the site to conduct the research (see Appendix B).
Since leadership style is a known variable affecting employee job satisfaction, organizational leaders must be cognizant of how their style of leadership affects the job satisfaction of their employees (Bogan, 2004; Schneider & George, 2011; Society for Human Resource Management, 2015).
If organizational leaders decided to improve development of their employees, they could focus on the nine items related to develops people in the OLA survey (see Appendix F): (a) view conflict as an opportunity to learn and grow, (b) create an environment that encourages learning, (c) practice the same behavior they expect from others, (d) lead by example by modeling appropriate behavior, (e) provide opportunities for all workers to develop to their full potential, (f) use their power and authority to benefit the workers, (g) build people up through encouragement and affirmation, (h) provide mentor relationships in order to help people grow professionally, and (i) I receive encouragement and affirmation from those above me in the organization.
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