P‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍LEASE HIGHLIGHT ALL THE CHANGES THAT YOU WILL CARRYOUT IN T

P‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍LEASE HIGHLIGHT ALL THE CHANGES THAT YOU WILL CARRYOUT IN THE REPORT IN RED COLOR!!!!! 1. Explain how the thesis will contribute to theory, because currently it is not clear. 2. The sampling technique used needs empirical support from the literature and more justification. 3. The mediation and moderation variables require further discussion and justifications. 4. How the number of respondents of the pilot study is determined? Similarly, how the sample size is determined? Further discussion and justification are required. 5. Page 119, the discussion of linear regression and multiple regression lacks accuracy and needs to be revised. 6. The proposed data analysis methods need further explanation and justifications. 7. The justification is needed for using only transformational/ transactional continuum of leadership. What about other leadership styles such as authentic leadership, servant leadership and so on. Maybe the researcher can highlight the‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍ common areas (behaviors and attributes) in the concepts of transformational leadership and agility. 8. The claim that a study between leadership style and agility has not been done before is not supported by evidence and is incorrect. Please, refer to this within the UAE context. (Pg. 43 to 48). This concern is already supported with evidence. As I mentioned in the viva as well, I did not say there is no study supporting agility, I said there is no study supporting “employee agility” in the context of UAE. 9. I suggest that the student should read the articles by Avolio and Bass on transformational leadership. 10. You need to show clearly how theories have been used to develop your research hypothesis. 11. Choice of respondents has to be clarified and justified. 12. Use all 4 dimensions of transformational leadership (idealized behaviors, idealized attributes, inspirational motivation, intellectual stimulation, and individualized consideration)‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍.

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