{"id":392,"date":"2018-10-12T22:46:08","date_gmt":"2018-10-13T05:46:08","guid":{"rendered":"https:\/\/create.twu.ca\/edenguessi\/?p=392"},"modified":"2018-10-12T22:46:08","modified_gmt":"2018-10-13T05:46:08","slug":"ldrs-591-flow-unit-4-blog","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/edenguessi\/2018\/10\/12\/ldrs-591-flow-unit-4-blog\/","title":{"rendered":"Unit 4 Blog"},"content":{"rendered":"<p><strong>Part A<\/strong><\/p>\n<ul>\n<li><strong>Comparing and contrast the elements of a qualitative research question and a quantitative research question.<\/strong><\/li>\n<\/ul>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignleft wp-image-423\" src=\"http:\/\/create.twu.ca\/edenguessi\/files\/2018\/10\/Screen-Shot-2018-10-12-at-10.40.28-PM-300x278.png\" alt=\"\" width=\"397\" height=\"368\" srcset=\"https:\/\/create.twu.ca\/edenguessi\/files\/2018\/10\/Screen-Shot-2018-10-12-at-10.40.28-PM-300x278.png 300w, https:\/\/create.twu.ca\/edenguessi\/files\/2018\/10\/Screen-Shot-2018-10-12-at-10.40.28-PM-768x712.png 768w, https:\/\/create.twu.ca\/edenguessi\/files\/2018\/10\/Screen-Shot-2018-10-12-at-10.40.28-PM-1024x949.png 1024w, https:\/\/create.twu.ca\/edenguessi\/files\/2018\/10\/Screen-Shot-2018-10-12-at-10.40.28-PM-800x741.png 800w, https:\/\/create.twu.ca\/edenguessi\/files\/2018\/10\/Screen-Shot-2018-10-12-at-10.40.28-PM.png 1470w\" sizes=\"auto, (max-width: 397px) 100vw, 397px\" \/><\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p>Sendjaya, S., &amp; Sarros, J. C. (2002). Servant Leadership: Its Origin, Development, and Application in Organizations. <i>Journal of Leadership &amp; Organizational Studies,<\/i><i>9<\/i>(2), 57-64. doi:10.1177\/107179190200900205<\/p>\n<ul>\n<li><strong>Evaluation of the problem: 2.5\/3<\/strong><\/li>\n<\/ul>\n<p>Sendjaya &amp; Sarros (2002)\u00a0introduced the topic of servant leadership (SL) by acknowledging that the concept received recognition in \u201cthe literature.\u201d (p. 57). They then described the problem as a lack of empirical evidence to support the SL as a theory. The authors justified the importance of the problem and acknowledge its deficiencies by exposing the ambiguity that the nature of the SL causes: \u201ca servant as a leader, and a leader as a servant\u201d (p. 57). Nevertheless, the authors acknowledged the interest of scholarship and demonstrated the need of organization for servant leadership as a theory.<\/p>\n<p><strong>Part B. Evaluation of the Literature Review: 2.2\/3<\/strong><\/p>\n<p>At the exception of three references, the authors included literatures in the leadership field from the past 10 years.\u00a02.5\/3<\/p>\n<p>The authors made a good summary and use of the literatures, but they are \u201cnot organized into major themes or topics\u201d (Plano &#8211; Clark &amp; Creswell, 2015, p. 143) 2\/3<\/p>\n<p>The critical examination of the study is average. Although the authors examine the \u201cdeficiencies, strengths and weaknesses\u201d (Plano &#8211; Clark &amp; Creswell, 2015, p. 143) of the literature. They did not give a substantial explanation for their use of the literature. 1.5\/3<\/p>\n<p>The study takes its root from and is informed by literatures. It is evident in statements such as according to, argue, present in the review. 3\/3<\/p>\n<p>Although brief, I believe that the literature is in line with the overall approach (qualitative) of the study. It showcased in the use of informative statements. \u00a02\/3<\/p>\n<p><strong>Part C. \u00a0Evaluation of the Purpose Statement: 2\/3<\/strong><\/p>\n<p>The authors introduced the purpose statement with the statement \u201cthe paper explores\u201d (p. 57), signalling to the audience, the focus of the study. (3\/3)<\/p>\n<p>The study focusses on the \u201cphilosophical basis of servant leadership\u201d (p. 57) which in my opinion is a \u201cbroad\u2026 concept\u201d (Plano &#8211; Clark &amp; Creswell, 2015, p. 185). (3\/3)<\/p>\n<p>The authors made it clear that servant leadership is the \u201cphenomena\u201d (Plano &#8211; Clark, 2015, p.147) which informed the central focus (3\/3).<\/p>\n<p>The study does not identify any participants, nor sites (0\/3). In addition, the purpose is not offered in a form of a hypothesis (quantitative), or questions (qualitative).\u00a0(0\/3).<\/p>\n<p>The purpose derived from the issues and the literature review (3\/3), and is consistent with the qualitative approach the writers adopted (2\/3).<\/p>\n<p><strong>Part D. Discussion Questions<\/strong><\/p>\n<p>In the introduction section of a research paper, I will need to consider the following details: the topic, the problem, the literature reviews and the purpose. I still struggle to discriminate between the statement of the problem and the topic, especially when it is not obvious.<\/p>\n<p>The present knowledge could facilitate the selection of good resources which in turn could inform decision making and the development of good report; it is also a good strategy to learn how to summarize information for oral or written presentation.<\/p>\n<p>Question: How important is the length of the introduction section in relation to its quality? \u00a0Can concepts such as servant leadership which do not have theoretical foundation study empirically?<\/p>\n<p>References:<\/p>\n<p>Plano &#8211; Clark, V. L. &amp; Creswell, J. W. (2015). <em>Understanding Research: A Consumer&#8217;s Guide<\/em>. (2 ed). Upper Saddle River, NJ: Pearson.<\/p>\n<p>Sendjaya, S., &amp; Sarros, J. C. (2002). Servant Leadership: Its Origin, Development, and Application in Organizations. <i>Journal of Leadership &amp; Organizational Studies,<\/i><i>9<\/i>(2), 57-64. doi:10.1177\/107179190200900205<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Part A Comparing and contrast the elements of a qualitative research question and a quantitative research question. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Sendjaya, S., &amp; Sarros, J. C. (2002). Servant Leadership: Its Origin, Development, and Application in Organizations. Journal of Leadership &amp; Organizational Studies,9(2), 57-64. doi:10.1177\/107179190200900205 Evaluation of the problem: 2.5\/3 Sendjaya &amp; Sarros (2002)\u00a0introduced the<\/p>\n<p><a class=\"more-link\" href=\"https:\/\/create.twu.ca\/edenguessi\/2018\/10\/12\/ldrs-591-flow-unit-4-blog\/\">Read more<\/a><\/p>\n","protected":false},"author":650,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"aside","meta":{"footnotes":""},"categories":[101,96,110],"tags":[],"class_list":["post-392","post","type-post","status-publish","format-aside","hentry","category-flow","category-ldrs591","category-unit4","post_format-post-format-aside"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/posts\/392","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/users\/650"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/comments?post=392"}],"version-history":[{"count":4,"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/posts\/392\/revisions"}],"predecessor-version":[{"id":424,"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/posts\/392\/revisions\/424"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/media?parent=392"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/categories?post=392"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/edenguessi\/wp-json\/wp\/v2\/tags?post=392"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}