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Author Note

First paragraph: The background of the EBMgt case

Second paragraph: Decision maker, expertise, operators

Third paragraph: Measures for researching and finding evidence

Fourth paragraph: Describe the experiment

Fifth paragraph: Predict the outcomes

Sixth paragraph: Discussion of Possible improvements

Abstract

The Big Bank is a fictional Canadian bank the sixth bank in addition to the big five banks. Tamara Smith is BigBank's vice-president for the region "O". She is well aware that the bank's branches are an important part of retail banking. The level of satisfaction of customers with their personal contact with their financial service providers also determines the performance of banking services. Vice-President Smith wanted to improve the leadership skills of her branch managers. The proposal for an experiment on the prospects for transformational leadership training in the banking industry could provide a further basis for Tamara Smith's ideas. That is, to get the necessity and direction of setting up various training programs. The Proposal which is based on evidence-based management (EBMgt) theory tests this idea in detail.

Keywords: transformational leadership, EBMgt, experiment

The Research Proposal for Big Bank

Aimed to Test The Effect of The Development of Transformational Leadership

Evidence-based verification is not as simple as "speaking with data". Rather, in the synthesis of logic, identify problems, set up experiments, collect data, analyze and interpret data and draw conclusions in the context of strategic awareness and change management. Evidence-based management depends on the use of justified realities, practical analysis, the skillful skills of hr specialists, and their impact on the company's top management, organizational change, and transformation, rather than so-called intuition, subconscious reactions, and imitations of competing companies' models. The model of evidence-based change expands the scope of data collection and analysis, such as performance appraisal results. The five principles of evidence-based management can take organizations to the next level in data collection. These also can analyze to ensure labor resource management that provides a real and effective strategic impact on organizational change. Once the five principles of evidence-based management are applied to change, it can produce more practical ideas and solutions for decision-makers.

Method

Participants

To obtain reliable evidence of the possible impact of developmental transformational leadership interventions between managers and deliberate leadership development interventions on employee and unit performance, natural and relevant observations and experiments are required. The decision-maker is also the vice president of the division of the big bank, the professional evidence-based decision designer J.P. Arsenault assistant professor and her students as the experts, and the sample subjects, the branch managers, and branch employees of the Big Bank are the participating elements of evidence-based decision-making.

Assessments and Measures

Follow the five steps of the practical framework of evidence-based management to make evidence-based decisions: First, ask questions. Fully intervene in the specific activities of the assessment of the incident, and dynamically analyze and propose specific research questions. The second is to collect the best evidence. Evidence can be quantitative data, individual conclusions, or expert opinions. The third is to analyze and evaluate data. The assessment includes the causes of the problem, possible intervention methods, cost control, etc., and looks for evidence that is most appropriate to solve the problem of the service recipient. Make decisions based on evidence analysis. The fourth is to combine the best evidence and the needs of the service recipients and choose the best intervention method or a set of intervention processes for practical operation. Fifth, the implementation affects evaluation and improvement. Assess the validity and usefulness of the data during the intervention.

Experimental design planning.

1. Identify the best questions and hypotheses for the needs of the service object.

The main body of the research was the testing of the effects of the specific implementation of transformational leadership in Big Bank. Specific issues focus on the two kinds of hypotheses of naturally developing transformational leadership and deliberate leadership development interventions that may have an impact on employees and organizational performance. The presentation of hypotheses should follow ethical and policy criteria.

Feasible

• Adequate number of subjects

• Adequate technical expertise

• Manageable in scope

Ethical

• Amenable to research that the institutional review board will approve

Relevant

• To management development

• To transformational leadership

• To performance change

Hypothesis 1 assessment score for natural transformational leadership will actively predict team performance.

Hypothesis 2 Compared to natural transformational leadership, the measurement score of a transformational leadership intervention will be positively correlated with higher team performance.

Hypothesis 3 The score for null transformational leadership will be inversely correlated with team performance.

2. Design experiments.

Intended to develop a quasi-experiment in the natural environment to gain the result of how well a transformational leadership intervention might improve work performance. The organization's poor performance is the focus of the intervention, according to senior management. The effect of the transformational leadership experiment will be evaluated using a quasi-experimental pretest and post-test design. For instance, data is gathered for the pretest five months before the intervention started, and for the post-test seven months later. The result of the effect comes from the training data and employees views of their leader's behavior and group performance. The independent variable is transformational leadership intervention training and the variable is employee performance and satisfaction.

3. The settings for the sample for the question to data collection.

• The description of the experiment's goal.

Because the elements of the experiments include questions and hypotheses, the measures of performance results, the proceeding of statistical facts, and the related professional knowledge of the Big Bank's working environment following a change in the way of leadership, a combined approach to gathering data is reasonable and proper( Bhandari, 2020).

• Method of data collection

In this situation, surveys and observations are the primary data collection methods. Through observation, learn about the effect of using transformational leadership in its natural environment. Furthermore, measure or test a sample without attempting to influence it. Applying surveys to learn more about the basic perspectives of employees and consumers on leadership and service transformation. A sample will be given a series of questions to conduct the surveys in the ways of posting online or delivering to every single person.

• Design the steps for gathering data

Data is being collected on more complex ideas or variables in this case. The abstract situations can be operated to yield quantifiable results. For example, to rate branch managers leadership abilities, such as intelligence, inspiration, approachability, ethics, and humility, or ask the anonymous comments on the managers addressing the same themes. After establishing sample and controlling procedures, planning the data management is created.

• 4. Examine and evaluate the collected data.

1) Normal distribution of data;

2) Observe independence;

3) Regression Analysis, etc.

Results

Outcome 1

There is a significant correlation between task performance and natural transformational leadership and transformational leadership intervention variables, indicating that teams with transformational leadership often perform better;

Outcome 2

Contrary to expectations, although the correlation between negative interventions and task performance did not reach a significant level, the experiment assumed that the expected negative interventions would be negatively correlated with task performance, but the results were contrary to expectations.

Discussion

Experimental research is designed to examine how both transformative leadership intervention and non-intervention affect team task performance and how to predict team members' performance in challenging high-uncertainty tasks. Past studies may have diverged. This proposal differs from previous studies in that it reflects the importance of the mission scenario. The study focused on a simulation task of the service system of Big Bank, simulating employee collaboration, service operations, and performance presentation of bank branches under the influence of transformational leadership. So the results of the study show a strong external validity. Research methods will focus on avoiding the problem of inconsistent data levels and homologous variation, and there are many shortcomings in the research that needs to be further corrected. First, experiment with the diversity of participants. Experimental samples are different in terms of business execution, although this is a kind of experimental control for all participants, it is possible to use experienced participants to improve the validity of the experiment; Second, the composition characteristics of the team. For example, randomly selected teams have different preferences for collaboration methods, which leads to biased test results; Third, the sufficiency of the sample size also determines the credibility of the experimental results.