Table of Contents 

Research Concept (Level 1 Heading) 

 Start a new page 

 Introductory paragraph for the research concept 

Problem Statement (Level 2 Heading)

 Convert the bullet point outline into a single paragraph with less than 250 words. 

 Citations to support all factual assertions 

Research Questions (Level 2 Heading) 

 Create an introductory paragraph

 List the research questions and sub questions (if used). 

  Describe how the research questions relate to the problem statement. 

Methodology (Level 2 Heading) 

 Discussion of Methodology 

 Citations to support all factual assertions 

Research Framework (Level 2 Heading) 

 Create an introductory paragraph

 Convert the bullet point outline into a narrative discussion 

 Add a diagram showing the relationship between all the elements included in the framework and discuss the diagram. 

 Create a summary paragraph

 Citations to support all factual assertions 

Conclusion (Level 2 Heading) 

References (Level 1 Heading)

Table of Contents

Research Concept (Level 1 Heading)

 Start a new page

 Introductory paragraph for the research concept

Problem Statement (Level 2 Heading)

 Convert the bullet point outline into a single paragraph with less than 250 words.

 Citations to support all factual assertions

Research Questions (Level 2 Heading)

 Create an introductory paragraph

 List the research questions and sub questions (if used).

Describe how the research questions relate to the problem statement.

Methodology (Level 2 Heading)

 Discussion of Methodology

 Citations to support all factual assertions

Research Framework (Level 2 Heading)

 Create an introductory paragraph

 Convert the bullet point outline into a narrative discussion

 Add a diagram showing the relationship between all the elements included in the framework and discuss the diagram.

 Create a summary paragraph

 Citations to support all factual assertions

Conclusion (Level 2 Heading)

References (Level 1 Heading)

Student name

Leadership Cognate

Case Study Project

Leadership Development in Volunteer Organizations

 

 

 

 

 

 

Table of Contents

Problem Statement…………………………………………………………….………….….3

Research Questions……………………………………………………………………….….4

Methodology……………………………………………………………………………….…9

Research Framework…………………………………………………………………….….11

Permission Request…………………………………………………………………………15

References

……………………………………………………………………………….….16

 

 

 

 

 

 

 

Research Concept

            This qualitative method, single case research design will study the effects of leadership development in volunteer organizations. The method affords the opportunity to provide a detailed, in depth understanding of the problem of volunteer organizations to identify and train future leaders with skills needed resulting in reduced membership and decreased service opportunities to communities. Three concepts are relevant to this research. First, volunteer organizations provide essential services to communities. Second, leaders play a vital role in the success of volunteer organizations. Third, leadership development prepares the leaders for the challenges of leading a volunteer organization

Problem Statement

            The general problem to be addressed is the effect of untrained leadership on volunteer organizations resulting in dissatisfied volunteers and the inability to attract and retain members.  York (2017) states that in the United States, volunteers provide over 7.9 billion hours of service worth over $184 billion dollars yet leaders in volunteer organizations fail to utilize tools to strengthen the organization’s ability to remain sustainable and attract volunteers. Leadership skills are necessary in volunteer organizations that are in the business of serving society. Milbourn, Black, and Buchanan (2019) state that members of volunteer organizations have expectations of leaders that are not being met which impacts the retention of members. The effectiveness of the volunteer organization depends in large part to the ability of the volunteer leader to influence members to participate in the goals of the organization without compensation. The volunteer leader can positively impact the organization’s people and performance or send the organization on a downward spiral creating volunteer member turnover. Organizations that seek continued success must work to identify and train the next generation of leaders. Senses-Ozyurt & Villicana-Reyna (2016) state that leaders in the for-profit sector use extrinsic motives to encourage employee performance, whereas leaders in volunteer organizations must seek creative ways to satisfy and retain the volunteer members. The specific problem to be addressed in this study is the failure of the Lions Clubs District 34C to identify and train future leaders with the skills needed resulting in reduced membership and decreased service opportunities to communities.  

Research Questions

            Volunteer organizations in the United States provide much needed social and humanitarian services to individuals and communities accounting for billions of volunteer workhours valued at over $300 billion. The American society would suffer without the continued support gained from volunteer organizations. Volunteer organizations are challenged to continuously attract and retain volunteers. Leaders in volunteer organizations play a critical role in the effectiveness of member engagement and retention. The actions and behavior of leaders set the tone for the internal operating environment. Identifying and training potential future leaders will result in continued success of the organization to attain objectives and goals that will support and serve communities.

             To understand how leaders are developed in a volunteer organization the following research questions are asked:

            (1) What services do volunteer organizations provide to communities?

            (2) What role do leaders play in the success of volunteer organizations?

            (3) What skills are necessary for effective leadership in volunteer organizations?

            (3a) What leadership actions or behaviors contribute to the success of the volunteer organization?

             (3b) What leadership actions or behaviors contribute to the failure of the volunteer organization?

            (4) How do organizations prepare for leader succession?

            (4a) How are future leaders identified?

             (4b) What training can be provided to prepare future leaders in volunteer organizations? 

            The first research question seeks to identify the services volunteer organizations provide to communities. Volunteer organizations provide countless services to communities. Non-profit and volunteer organizations are a significant component of the United States workforce. Volunteers are an essential human resource complementing paid staff in attaining the goals and objectives of the organizations. The United States has over 1.5 million nonprofit organizations that require over 8 billion volunteer hours annually to remain successful (Sense-Ozyurt & Villicana-Reyna, 2016).  The value of the volunteer service is estimated at $184 (York, 2017). The financial impact of nonprofits in the United States is estimated to account for over five percent of the national gross domestic product with a value of over $300 billion (Posner, 2015). Society relies on volunteer and nonprofit organizations to support the needs of local communities. Volunteer organizations provide a broad range of services to communities in the field of social services such as providing health care support, assistance with feeding the hungry, and counseling services (Kang, 2015). Civic and service volunteer organizations also provide support to communities for veteran support, youth services, and homelessness.  Society would be negatively impacted by a reduction in services currently provided by nonprofits and volunteer organizations (Sense-Ozyurt & Villicana-Reyna, 2016).     

            The second research question identifies the role leaders play in the success of a volunteer organization. Leaders of volunteer organizations, as with leaders in any organization, play a critical role in organizational effectiveness. Leadership challenges with a volunteer workforce are unique as the motivational factors of the staff are different. Relationship building is a central role that the volunteer leader must utilize as the leaders have limited authority over volunteers that cannot be motivated financially (Posner, 2015). Posner provides an effective five-part framework that summarizes the role of leadership and that can strengthen the critical leader-follower relationship: model the way, inspire a shared vision, challenge the process, enable others, encourage the heart (Posner, 2015).              

             The third research question seeks to identify the leadership skills that are necessary to successfully lead a volunteer organization. Milbourn, Black, and Buchanan (2019) state that members of volunteer organizations have expectations of leaders that are not being met which impacts the retention of members which ultimately effects the success of the organization. York (2017) states that leaders of volunteer organizations fail to practice effective volunteer management. Volunteer organizations that are well led are adaptable to changes and have a greater ability to carry out the organization’s mission (York, 2017). The volunteer leader has little authority over volunteers and must be able to motivate the members to accomplish shared goals (Posner, 2015). 

            Part of the third research question is identifying the leadership actions and behaviors contribute to the success of a volunteer organization. The attitudes of volunteers can be influenced by the leader’s emphasis on ethical behavior and personal concern for the well-being of members (Posner, 2015). The volunteer leader’s integrity and inclusive behavior increase the satisfaction of members to participate in projects and remain in the organization (Senses-Ozyurt & Villicana-Reyna, 2016). One study demonstrated that leaders that focused on growth opportunities, rewarding volunteers, and developing future leaders resulted in volunteers that were more satisfied with their experiences in the organization and willingness to remain (Senses-Ozyurt & Villicana-Reyna, 2016). Leaders with integrity improves the commitment of volunteers to remain in the organization (Senses-Ozyurt & Villicana-Reyna, 2016).

            Another aspect of the third research question is to determine leadership actions and behaviors that can contribute to the failure of a volunteer organization. Volunteers join an organization for various reasons and have specific expectations that, if not met, influences their decision to quit. One study suggests that retention of members is impacted by the volunteer’s perceived lack of trust in the organization’s leadership (Milbourn, Black, & Buchanan, 2019). The study further suggests that leaders that fail to recognize the contributions of volunteers contributed to dissatisfaction and lower rates of member retention (Milbourn, Black, & Buchanan, 2019). Leaders that fail to foster an inclusive environment leads to volunteers that feel unvalued decreasing willingness to remain (Senses-Ozyurt & Villicana-Reyna, 2016).

            Research question four seeks to determine how organizations prepare for leader succession. The continued success of an organization requires a pipeline of willing and able leaders. One study compared the differences between leadership in a volunteer organization compared to an employee run company and found that in the volunteer organization the leaders were reluctant to take on a leadership role and preferred to be less influential role (Posner, 2015). Leaders of volunteer organizations are challenged to identify high performing individuals that have the desire to progress up the leadership ladder.  Organizations must establish a disciplined approach to leadership identification and development. Newhall (2015) identifies succession plan methods to improve the chances of identifying the right potential leaders. Newhall (2015) suggests that organizations must identify the critical positions within the organization to include roles that require specific skills. Once the positions have been identified, the organization should outline the knowledge, skills, and abilities needed by the future candidate of the positions (Newhall, 2015).

            Organizations that develop a sound plan for succession planning win half the battle. The other half of the battle is identifying candidates as future leaders.  Part of research question four is to determine how future leaders are identified. Newall (2015) states that many organizations measure an individual’s leadership success on current performance without analyzing the skills needed for that individual in the next leadership role. Philpot and Monahan (2017) state that in order for a leader to continue to be successful in future leadership roles, the leader must have sound judgment, the ability to provide a vision, and the skills to inspire and influence others to work together to attain the objectives. One study discovered that upper level leaders believe that they have the ability to identify potential future leaders citing their intuition and “gut” feelings as skills (Philpot & Monahan, 2017). The same study claims that leaders often select successors who are pleasant, good-looking, nearby, and similar to themselves (Philpot & Monahan, 2017). Human resource assessment tools are available to assist leaders in determining the potential of leader candidates.

            The second aspect of research question four is to identify what training a volunteer organization can provide to prepare future leaders. Leadership development strategies are crucial for training future leaders. The first requirement to developing a potential future leader is assisting the individual in viewing themselves as a leader. Middleton, Walker, and Reichard (2019) contend that when an individual begins to view themselves as a leader that individual becomes motivated to act leader-like including participating in leadership development opportunities. Organizations must stablish quality, professional leadership development programs. Caine (2018) states that the most important aspect of a leadership development program is a strong linkage to the organization’s strategy. Organizations, including volunteer organizations, will only succeed if leaders have the requisite knowledge, skills, and abilities necessary to accomplish the goals and objectives of the organization. Cain (2018) further states that a strong leader development program must be tailored to the organization and specific leadership positions. Organizations must invest in expert leaders, trainers, and facilitators to deliver the training (Caine, 2018). For leadership development to be successful it must be continuous to allow for constant sharpening of skills.

Methodology

            This study will be conducted with a case study design using a qualitative method specifically, a single case study design will be used. The case study research design is appropriate for the study of leadership development in volunteer organizations. The method affords the opportunity to provide a detailed, in depth understanding of the problem of volunteer organizations to identify and train future leaders with skills needed resulting in reduced membership and decreased service opportunities to communities. Bansal (2018) states that research based on qualitative information provides insights that offer a different view of taken-for-granted concepts and can highlight new methods. Qualitative studies provide an opportunity to understand “what causes what” while attempting to understand the factors that determine different outcomes (Bansal, 2018).

            The use of a qualitative method for this study will allow research to determine if, and how, leadership development impacts the success of volunteer organizations to retain members and therefore continue to provide service opportunities to communities. Qualitative research is appropriate when studying real life issues that are not easy to quantify (Isaacs, 2016). When little is known about a phenomenon, or the knowledge about the situation is biased, qualitative research is suitable (Cypress, 2019). Volunteer organizations are losing members impacting the ability to service communities with much needed social and humanitarian support.  This research focuses on the role leader development plays in the phenomenon of membership retention. Qualitative research into this problem will provide an opportunity to study what has happened in a specific volunteer organization and understand what the volunteers have experienced regarding leadership role in membership retention. As Stake (2010) contends, the focus of qualitative research is to understand one phenomenon well.

            Central to qualitative research is that multiple perspectives about the phenomenon are critical and the perspectives are obtained from the personal experiences of people (Wu, Thompson, Aroian, McQuaid, & Deatrick, 2016). Anderson (2017) opines that qualitative research does not need to be considered ‘scientific’ and ‘objective’ but focused on making sense or interpreting phenomena. The volunteers in the organization, in this research case, can provide multiple perspectives on their personal experiences of their leaders and the challenge of retaining members. Quantitative research supports identifying what has happened whereas the aim of qualitative research is to understand the reason(s) why something happened and if remedies are needed (Denny & Weckesser, 2019). The what is clear for this research case. Volunteer membership is declining. This research aims to determine why membership is decreasing by focusing on the role leadership development plays in the problem. This research will focus on the experiences of volunteers by collecting data through a survey with opened ended questions and with interviews to gain human understanding of the problem which is supported by a qualitative not quantitative method.

            The single case study is an appropriate design for the research into this problem. This research study seeks to explore the failure of a volunteer organization to identify and train future leaders with skills needed resulting in reduced membership and decreased service opportunities to communities.  The case study design supports exploring real-life, current problems using multiple, detailed data collection methods from various sources (Creswell & Poth, 2018).  A case study design can provide information thickness rather than generalized assessments of the phenomena (Gammelgaard, 2017). The case study design supports research to better understand a complex situation by providing extensive and in-depth data and information (Yin, 2014). 

Research Framework

            Volunteer organizations add value to communities by providing necessary services and support. Leadership in a volunteer organization is challenging. Developing leaders with the right skills will strengthen the volunteer organization’s ability to attract and retain members and continue to serve communities. The relationship between leadership development and the success of a volunteer organization with the relevant internal and external influences is depicted in Figure 1. Leadership Development. The concepts and theories impacting the relationship between organizational success and leadership are identified below.

            Concepts.  The first concept is that volunteer organizations provide essential services to communities. Volunteer organizations provide an unpaid workforce that invests thousands of hours, valued at millions of dollars, to benefit local communities with much needed social services especially for economically challenged citizens (Brayko, Houmanfar, & Ghezzi, 2016).  The second concept is that leaders play a vital role in the success of volunteer organizations. The leaders of volunteer organizations play a pivotal role in the retention of volunteers and their commitment to attaining the organization’s goals (Schreiner, Trent, Prange, & Allen, 2018).  The final concept is that leadership development prepares the leaders for the challenges of leading a volunteer organization. Business environments are constantly changing requiring a focus on sustainability through the use of strong leadership development practices (Gordon & Gordon, 2017).

            Theories. The study identifies five theories that are related to the research study. The theories identify skills necessary for effective leadership. In Figure 1 Leadership Development, the five theories are identified as supporting the effective leadership within an organization. The first theory is the Functional Motivation Theory. The decision for an individual to volunteer can be determined using the Volunteer Function Inventory (VFI) which identifies six specific areas for which a volunteer may be inclined to serve: enhancement, career, social, values, understanding, and protective (Butt, Hou, Soomro, & Maran, 2017). The second theory is the Servant Leadership Theory. Servant leadership is an appropriate model in the volunteer organization context for use in attracting and retaining volunteers with defining leadership characteristics that could provide added value to an organization (Erdurmazli, 2019). Transformational Leadership Theory is another theory that is relevant to this study. Transformational leadership style encourages a climate that supports needed change, inspires and empowers members, and motivates the team to exceed expectations (Nascimento, Porto, and Kwantes, 2018). The third theory is the Behavioral Leadership Theory. A leader’s behavior sets the example of expected behavior within the organization therefore influencing, among other actions, the organization’s ability to attain stated goals (Palanski, Cullen, Gentry, & Nichols, 2014). The final theory is the Followership Theory. Confident leaders who create a shared vision will gain the trust and confidence of followers and inspire them to help the organization realize the vision (Phillips, 2017).

            Framework summary. The focus of the research is that leadership development supports effective leadership in a volunteer organization. As Figure 1 depicts, five theories are identified as positively influencing effective leadership. As Figure 1 reflects, an effective leader in an organization supports the members’ need for satisfaction and thereby leaders and members jointly working towards a shared vision for the organization. As depicted in Figure 1, the success of the volunteer organization is measured outside the organization, by the ability of the organization to meet the needs of the community through service. Every volunteer organization is unique and influenced by the community in which it serves. As shown on Figure 1, members of the organization come into the organization from the community it serves. The demographics, community culture, community stakeholders, and the government support influences the types of projects and services the organization provides as depicted by the external influences in Figure 1. Another external influence to the local volunteer organization is the organization’s higher-level leaders.  As reflected in Figure 1, the district organization leaders provide support and training for leader development. The effectiveness of leadership and member satisfaction are impacted by internal factors such as organizational values, leadership style, individual values, organizational culture, and past and current leaders.

            SEE ATTACHED FILE FOR DIAGRAM OF FIGURE 1

            Figure 1 Leadership Development

Conclusion

            The aim of this qualitative case study is to address the failure of a volunteer organization to identify and train future leaders with skills needed resulting in reduced membership and decreased service opportunities to communities. The skills needed to lead a volunteer organization differ from a for profit business. This study provides awareness to the internal and external influences on a volunteer organization and how effective leadership is needed for success.

 

 

 

Student name

412 Old Newton Road

Daleville, Alabama 36322

 

 

 

February 15, 2020

 

District Governor

Lions Club District 34C

4850 N. Campanella Dr.

Theodore, AL 36582

 

 

Dear District Governor Yvonne Burroughs,

 

As a doctoral student in the Business Department at Liberty University pursuing a Doctor of Business Administration, I am conducting research to examine the effect of untrained leadership on volunteer organizations by asking what role do leaders play in the success of a volunteer organization and what leadership actions or behaviors contribute to the success or failure of the organization. The working title of my research project is Leadership Development in Volunteer Organizations, and my study method will be a Case Study Project. This is an Applied Doctoral Research Project and neither the research project or the results will be published. I will however provide your organization with a final manuscript upon completion of the study.

 

I am writing to request your permission to conduct my research at your organization and contact your members to gain their participation in this study. Taking part in this study is completely voluntary, and participants are welcome to discontinue participation at any time. I welcome an opportunity to discuss this with you further and to answer any question you might have.

 

Thank you for considering my request. If you choose to grant permission, I will need a signed statement indicating your approval.

 

Sincerely,

Claudia T. Wigglesworth

 

Claudia T. Wigglesworth

Doctoral Student

Liberty University School of Business

cawigglesworth@liberty.edu

(334) 598-2313

 

 

 

 

References

Anderson, V. (2017). Criteria for evaluating qualitative research. Human Resource Development Quarterly, 28(2), 125-133. doi:10.1002/hrdq.21282

Ann Phillips, V. (2017). Inspiring followership. Nursing Management (Springhouse), 48(12), 12- 13. doi:10.1097/01.NUMA.0000526916.85088.a2

Bansal, P. (2018). New ways of seeing through qualitative research. Academy of Management   Journal, 61(4), 1189-1195. doi:10.5465/amj.2018.4004

Brayko, C., Houmanfar, R., & Ghezzi, E. (2016). Organized cooperation: A behavioral  perspective on volunteerism. Behavior and Social Issues, 25, 77. doi:10.5210/ bsi.v.25i0.6739

Butt, M., Hou, Y., Soomro, K., & Acquadro Maran, D. (2017). The ABCE model of  volunteer motivation. Journal of Social Service Research, 43(5), 593-608.  doi:10.1080/01488376.2017.1355867

Caine, S. (2018). The four secrets behind a successful leadership training programme: Thought  leaders share their views on the HR profession and its direction for the future. Strategic HR Review, 17(3), 160-161. doi:10.1108/SHR-01-2018-0011

Creswell, J., & Poth, C. (2018) Qualitative inquiry & research design: Choosing among five  approaches. Thousand Oaks, California: SAGE Publications.

Cypress, B. (2019). Qualitative research: Challenges and dilemmas. Dimensions of Critical  Care Nursing, 38(5), 264-270. doi:10.1097/DCC.0000000000000374

Denny, E., & Weckesser, A. (2019). Qualitative research: What it is and what it is not: Study  design: Qualitative research. BJOG : An International Journal of Obstetrics and    Gynaecology, 126(3), 369. doi:10.1111/1471-0528.15198

 Erdurmazlı, E. (2019). On the servant leadership behaviors perceived in voluntary settings: The influences on volunteers’ motivation and organizational commitment. SAGE Open, 9(3),  215824401987626. doi:10.1177/2158244019876265

Gammelgaard, B. (2017). Editorial: The qualitative case study. The International Journal of  Logistics Management, 28(4), 910-913. doi:10.1108/IJLM-09-2017-0231

Gordon, P., & Gordon, B. (2017). The role of volunteer organizations in leadership skill   development. Journal of Management Development, 36(5), 712-723. doi:10.1108/JMD-  06-2016-0099

Isaacs, D. (2016). Qualitative research: Heads up. Journal of Paediatrics and Child Health, 52(9), 911. doi:10.1111/jpc.13334

Kang, M. (2016). Moderating effects of identification on volunteer engagement. Journal of  Communication Management, 20(2), 102-117. doi:http://dx.doi.org.ezproxy.liberty.edu/             10.1108/JCOM-08-2014-0051

Middleton, E., Walker, D., & Reichard, R. (2019). Developmental trajectories of leader  identity: Role of learning goal orientation. Journal of Leadership & Organizational Studies, 26(4), 495-509. doi:10.1177/1548051818781818

Milbourn, B., Black, M. H., & Buchanan, A. (2019). Why people leave community service organizations: A mixed methods study. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 30(1), 272-281. doi:10.1007/s11266-018-0005-z

Nascimento, T., Porto, J., & Kwantes, C. (2018). Transformational leadership and  follower proactivity in a volunteer workforce. Nonprofit Management and Leadership, 28(4), 565-576. doi:10.1002/nml.21308

Newhall, S. (2015). Aligning the talent development and succession planning processes: Don’t    allow critical leadership talent to fall by the wayside. Development and Learning in Organizations: An International Journal, 29(5), 3-6. doi:10.1108/DLO-04-2015-0043

Palanski, M., Cullen, K., Gentry, W., & Nichols, C. (2015). Virtuous leadership: Exploring the effects of leader courage and behavioral integrity on leader performance and image. Journal of Business Ethics, 132(2), 297-310. doi:10.1007/s10551-014-2317-2

Philpot, S., & Monahan, K. (2017). A data-driven approach to identifying future leaders. MIT Sloan Management Review, 58(4), 19-21. Retrieved from 

http://ezproxy.liberty.edu/       login?url  = https://search-proquest-

         com.ezproxy.liberty.edu/docview/     1916720870?accountid=12085

Posner, B. (2015). An investigation into the leadership practices of volunteer leaders. Leadership & Organization Development Journal, 36(7), 885-898. doi:10.1108/LODJ-    03-2014-0061

Stake, R. (2010). Qualitative Research: Studying how things work. New York, New York: The Guilford Press.

Schreiner, E., Trent, S., Prange, K., & Allen, J. (2018). Leading volunteers: Investigating volunteers’ perceptions of leaders’ behavior and gender. Nonprofit Management and  Leadership, 29(2), 241-260. doi:10.1002/nml.21331

Senses-Ozyurt, S., & Villicana-Reyna, N. (2016). Leadership characteristics and volunteer  retention in nonprofit organizations. Journal of Nonprofit Education and Leadership,   6(4), 350-374. doi:10.18666/JNEL-2016-V6-I4-6521

Wu, Y., Thompson, D., Aroian, K., McQuaid, E., & Deatrick, J. (2016). Commentary: Writing and evaluating qualitative research reports. Journal of Pediatric Psychology,    41(5), 493-505. doi:10.1093/jpepsy/jsw032

Yin, R. (2014). Case study research design and methods. Thousand Oaks, California: SAGE  Publications.

York, P. (2017). Effective volunteer engagement for sustainability and growth. Journal of   Nonprofit Education and Leadership, 7(1), 32-38. doi:10.18666/JNEL-2017-V7-I1-802

Running Head: CRITICAL ANALYSIS OF THE WHISTLEBLOWER INCENTIVES 1

CRITICAL ANALYSIS OF THE WHISTLEBLOWER INCENTIVES AND PROTECTION 5

Doctor of Business Administration- Finance

Track- ADRP

Flexible Design Methods

Critical Analysis of the Whistleblower incentives and protection: Are a way of applying investment banking incentives to control management unethical and illegal practices

Introduction

Whistleblower incentives and protection refers to the monetary reward as well as protection which the United States Government offers to the individuals who exposes certain wrongdoings in the community more especially in government institutions. The Federal law requires the government to reward the whistleblowers a certain percentage of money that is recovered following their tips of exposing the wrongdoing acts. This percentage may go up to 30 percent of the total recovered money. In this paper, I will critically analyze whether Whistleblower Incentives and Protection are ways of applying investment banking incentives to control management unethical and illegal practices. And maybe are the whistleblowers rewarded accordingly in terms of security and money.

Problem Statement

What happened?? This is not anything like what was approved or what was in the white paper. Follow the instructions and make a paragraph out of the bullet outline problem

The Problem statement, which will be addressed in this paper, is that, whistle blowers are not given adequate incentives and protection resulting in the difficulty of reporting wrongdoing, misconduct and unethical behaviors. According to Andon, et al., (2018), Lack of whistle blower incentives and protection makes it difficult for whistle blowers to report wrongdoing, as they feel insecure. “The current whistle blowing system is not effective and therefore does not provide the basis for investigation of corruption cases and any misconduct within a company (Ballan, 2017). In support of Ballan’s views on the whistle blowing system, Keith, Todd & Oliver, (2016) indicated that the managers aren’t empowered to sanction employees involved in unethical behaviors because of lack of whistle blower incentives which are reinforced by the Federal laws.

Specifically, failure of finance department to offer adequate whistleblowers incentives as well as protection within the investment – banking sector in the United States. As per Keith, Todd & Oliver, (2016), in their recent research, they recommended that the finance department in any organization is a very critical area that can determine the overall performance of an organization. Failure to provide whistleblower incentives and protection to finance staff makes it difficult for them to report unethical behaviors.

Research Questions

What happened here? Where is the list of approved RQs Where are the numbers

It’s important to note that integrity and corruption free environment can be enhanced if specifically the involved organizations are audited or watched from another third party which may or may not from within the organization. The third party in this case is the whistle blower. This critical analysis takes into consideration of the general facets of whistle blowing, before analyzing it from within the investment banking sector. More importantly, the main aim of this paper is intended to explore the answers to the following questions;

· What role do whistleblowers play in curbing unethical behavior?

· What are the underlying incentives that instigate whistle blowing?

· Why has the finance department failed to provide these incentives and protection for the whistleblowers?

· How has the finance department failed to provide incentives and protection to the whistleblowers?

· How does the finance department plan to address this issue?

· What are the effects of legislations that encourage or aim to protect whistle blowers

· Should the same legislative incentives operate within the investment-banking sector considering the volatility of stock exchange markets across the world and the impact of psychology on the investment decisions made?

Relationship of the Above Questions to Problem Statement

Research Question 1.

This will help understand the exact role that whistleblowers play in shaping ethics by reporting any kind of wrongdoing, misconduct and unethical behaviors. The research aims to address the problem of whistleblowers not being given enough incentives and protection. To understand this problem, it is necessary to understand what role these whistleblowers play in a company and why it is very important.

Research Question 2.

This question will enable the researcher to understand the kind of incentives and protection that instigate whistleblowers. Protection could be in the form of financial benefits or legal protection.

Research Question 3.

This question will enable the researcher to dig deep into the possible causes of failure by the finance department to provide these incentives and protection. This will enable the researcher to understand to whom the finance department reports and thus understand whether the problem is within the finance department or those to whom the department is answerable. This will enable the researcher to understand exactly how the finance department has failed the whistleblowers. It will also shed more light on the exact grievances of the whistleblowers. This will explain the failure on the part of the finance department in this research. In addition, it will look at the approach the finance department aims at using to address this problem. In addition, this researcher will know if the finance department plans to offer a solution to this issue and how. This research question addresses the failure of the finance department to provide incentives and protection to the whistleblowers. It also aims at providing a solution to the problem.

Research Question 4.

This question aims to enable the researcher to give information concerning whistle blowing in both public and private institutions, with special concentration on investment banking. In addition, the history of whistleblowing, the laws governing it, its benefits to the organization including both its theoretical and conceptual framework. From the research, the reader would be able to know about whistle blowing in corporations including the whistle blower’s incentives and protection.

Methodology

This research study will be conducted with a flexible design using qualitative methods specifically; a single case study design will be used. This will be the best approach for this research since the research addresses why whistleblowers are not given adequate incentives and protection. This study does not only aim at identifying the reasons for not providing these incentives and protection. As part of the recommendations, the researcher hopes to come up with a solution drawn from the findings of the research. The solution should be that of a relief to whistleblowers. The findings of this research may however, change the course of this research and that is why a flexible research design will be used (Walliman, 2017).

Design

The purpose of the research design is usually to assist the researcher use the findings of the study to address the problem stated in their research and the best way possible. It is, therefore, necessary that the researcher think critically about the information they want to get from the research and how they will use it to solve the problem. Failure to this, the findings of the research will be weak and will not be convincing enough (Gaus, 2017).

Why flexible design in this research?

A flexible design is a research design, which allows the researcher to get feedback from his research. This feedback may end up changing the course of the experiment. This research design allows the researcher to analyze their target more closely thus saving on time and resources. This means that the researcher gets answers sooner than when using other designs. However, this design allows the possibility of bias in selection. The main aim of this research is to address the problem of whistleblowers not being given enough incentives and protection. It will also address the failure of the finance department to provide whistleblowers with necessary incentives and protection. At the end of this research, the researcher should be able to give recommendations that will involve a solution to the problem. If the researcher cannot offer a solution to this problem, they would have failed in their research (Gaus, 2017).

Qualitative research methods

Qualitative research methods are those methods that are used to collect non-numeric data. This data is used to interpret the meaning of a concept and understand the concept better. Through studying a given population, this research method uses non-numeric data to determine the relationship of cause between the parties involved. Qualitative research methods help the researcher to obtain answers as to why a certain problem exists. The problem of whistleblowers not being given incentives and protection could involve several parties. The problem could be with the government, that is, the policymakers who dictate how companies work. Alternatively, the problem could be with the finance department as stated in the research problem. The whole management of the company could be the issue or the whistleblowers themselves. Maybe they are demanding more than the companies can offer (Gaus, 2017).

This research is, therefore, requires that non-numeric data be collected from all the parties involved. The researcher has to look at the role of each party involved. This way they will be able to determine the cause of the problem. See if whistleblowers are important in a company if a company can manage without them. Also, look at all the possible causes of the failure to pay the incentives to know where the problem lies. The researcher should be able to approach the problem from all possible angles to come up with accurate findings.

There are several research methods that can be applied in a qualitative research. They may include the methods and tools that will be used in the research. These methods influence the results of the research and once again, the researcher should be careful when selecting the methods to use in their study. In this research, interviewing will be a convenient method since the research will be carried out in one selected company and not many people will be involved (Walliman, 2017).

Interviews

To ensure that reliable information is gathered from the financial department, an interview will be scheduled with the head of finance department in the case study company. The company’s policymakers will also be interviewed to this effect. This is because there are not many people involved here. Interviews will enable the researcher to probe further in case the information given is not satisfactory.

Case study

This is a research method that involves a deep investigation on a single person or group selected for a certain research. It could be either descriptive or explanatory. This research aims at analyzing the failure of the finance department to provide incentives and protection for whistleblowers. This could therefore be best described as an explanatory case study since it aims at answering the question ‘why?’ This research will be carried out in a selected company where the researcher will conduct a deep study on the problem stated. The researcher will collect data on the failure of the finance department in providing incentives and protection for whistleblowers in the selected company. Everything that pertains to the requirements of this research will be collected from the company selected by the researcher for this study (Ridder, 2017). Using one company for the research will enable the researcher to conduct a deep research on the matter without having to move from one company to the other. This will also ensure that the sample selected for this research is not too large. Thus, the researcher will be able to save on time and resources.

Research Framework

In order to arrive at the most effective solution regarding offering of incentives as well as protection to the whistle blowers and how it will enhance the eradication of wrongdoing in the investment banking institutions, a step by step analysis of the most appropriate strategies must be visualized in form of a schematic research framework. This research framework vividly illustrates the structure of the research plan besides helping the researcher in formulating the relevant research question which are in line with our research statement above. All the research concepts as well as the assumed correlations between these concepts are illustrated in the research framework.

Research Framework

Concepts

Whistleblower; this is an individual who exposes the activities that are deemed not correct, unethical in both private and public sectors. They may feel insecure or harassed by the superiors since they don’t trust their operations (Andon et al., 2018).

Moral responsibility; this refers to the status of morally eserving punishment, blame, praise or reward for omissions or acts neglected or performed in accordance with the moral obligation of an individual. The whistle blowers are moral agents and they face different problems which counts to moral obligation (Ballan, 2017).

External Whistle blowing; this entails the reporting of unethical actions to outside law enforcing individuals like the police. Any wrong action within the organization is reported by the whistle blowers. It’s important to note that, the Whistle Blowers Protection Act, 2011 was developed to protect whistleblowers from being victimized (Keith, Todd & Oliver, 2016).

Research Framework Theories

Maslow’s Motivational Theory; this theory indicates that, Motivation is a result of an attempt by an individual to fulfill the five main basic needs (Acevedo, 2018). This need can create pressure that can influence the behavior of a person like the provision of psychological, social, esteem as well as safety needs

Transformational Leadership Theory; this theory focuses on how leaders can create positive and valuable change among their followers or those that they lead. It also focuses on increasing compliance by giving benefits and rewards (Banks et al., 2016).

McClelland’s need theory; this theory acknowledges the fact that needs are acquired or learned depending on the events people go through in their culture and environment. Individuals behaves differently depending on their needs. For instance, the need for achievement involves strive to succeed and the drive to excess based on set standards (Jaquays & Thompson, 2018). The need for power focuses on the desire to make impact on people’s lives, urge to influence others and desire to change the way people perceive things. While the need for affiliation involves the urge to develop strong relationships with people and maintain them.

Research Framework Actors

Leaders; leaders can play an important role in shaping the behaviors of their followers towards whistle blowing. They must exhibit legitimate management behavior and moral conduct within an organization. Therefore, the leaders can encourage whistle blowing in an organization by acting as role models. The leaders must also have good interpersonal skills between their followers. The whistle blowers are also considered good ambassadors by the leaders to their businesses.

Followers; followers are expected to whistle blow whenever there is a misconduct or unethical behavior in an organization. They also ensure that there is maximum compliance with organization policies. By them whistle blowing, they prevent catastrophic incidents in the organizations. They can also play a significant role in saving money for an organization and preventing disaster.

Accountants; their role is to ensure there is complete compliance to finance and accounting policies within an organization. They also act as whistle blowers and report any misconduct within their department, hence helping an organization to combat any illegal operations by uncovering corruption cases.

Research Framework Variables

Leadership style; transformational leadership is style is very effective in providing protection and incentives for whistle blowers. The transformational leader’s exhibit idealized influence, intellectual stimulation, individualized consideration and inspirational motivation (Banks et al., 2016). Such leaders are risk takers, critical thinkers, daring, inspiring and visionary as they collaborate as well as support their followers in performing their daily activities.

Intrinsic motivation; one of the main reasons why whistleblowers engage in whistle blowing is that they possess an intrinsic sense of integrity and justice. According to Lee & Turner (2017), Whistleblowers brave the moist frightening situations when their reputation, security and careers are put on the line and they seek to hold people who have been involved in unethical practices accountable for their actions.

Whistle blower demographic; this refers to organizational tenure, age and gender can influence whistle blowing within an organization. Many researches indicates that women are more ethical in behavior and judgment as compared to men. Either senior employees are also more committed and have higher levels of organizational power as new employees do not understand the culture of the organization and may therefore be less concerned in whistle blowing (Gupta & Chaudhary, 2017).

Research Framework Diagram

Put the diagram right after the first paragraph in this section and then refer to it throughout your discuss

Concepts
Actors
Variables
Theories
Leaders

Followers

Accountants

Whistleblower

Moral responsibility

External Whistle blowing

Whistle blower demographic

Intrinsic motivation

Leadership style

McClelland’s need theory

Transformational Leadership Theory

Maslow’s Motivational Theory

From the above diagram, it’s clear that the solution regarding the incentives and protection of the whistle blowers starts by looking at the various theories to which will contribute to their motivation. From the theories then various variables are considered before looking at the various concepts and how they relate. Finally, the actors where the whistle blowers are ends the cycle of incentives and protection of the whistle blowers via their satisfaction.
Summery
In summary, the process of incentives and protection of the whistle blowers entails the interrelationship of the various theories which regards the motivation of the workers who are specifically the whistle blowers in this case. It’s from the theories that the various variables, concepts as well as actors do interact with each other to achieve the best conditions for the whistle blowers.
Conclusion
In conclusion, the work of the whistle blowers is very fatal in the fight against corruption as well as grabbing of the public resources in all the private and public sectors. However, for the whistle blowers to effectively do their work, they must be rewarded accordingly in comparative with the work they do. They endanger their life to expose fatal information concerning wrongdoings which requires a well motivation strategy to them. They must also be guaranteed of the security of their life as the exposed individuals may revenge by taking their life or even that of their family members.

References:
Acevedo, A. (2018). A personalistic appraisal of Maslow’s needs theory of motivation: From “humanistic” psychology to integral humanism. Journal of business ethics, 148(4), 741-763.
Andon, P., Free, C., Jidin, R., Monroe, G. S., & Turner, M. J. (2018). The impact of financial incentives and perceptions of seriousness on whistleblowing intention. Journal of Business Ethics, 151(1), 165-178.
Ballan, E. J. (2017). Protecting Whistleblowing (and Not Just Whistleblowers). Mich. L. Rev., 116, 475.
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The leadership quarterly, 27(4), 634-652.
Gaus, N. (2017). Selecting research approaches and research designs: A reflective essay. Qualitative Research Journal.
Gupta, K. P., & Chaudhary, N. S. (2017). Prioritizing the factors influencing whistle blowing intentions of teachers in higher education institutes in India. Procedia Computer Science, 122, 25-32.
Jaquays, B., & Thompson, D. (2018). MOTIVATION McClelland’s Needs Theory.
Keith, N., Todd, S., & Oliver, C. (2016). An international perspective on whistleblowing. Crim. Just., 31, 14.
Lee, G., & Turner, M. J. (2017). Do government administered financial rewards undermine firms’ internal whistle-blowing systems?. Accounting Research Jo
Ridder, H. G. (2017). The theory contribution of case study research designs. Business Research, 10(2), 281-305.
Walliman, N. (2017). Research methods: The basics. Routledge.