Be, Know, Do

            Qualitative research is a primary method of research within the social sciences.  The goal of qualitative research is to understand human behavior within a specific context (Hoepfl, 1997).  In other words, qualitative research explores why we (people) think/act/do the way that we do and what led us to that behavior.  For instance, in this week’s review of a qualitative research journal article, I learned of a study that explored the dynamics of desired leadership traits within different organizations.  Leaders/managers sought differing leadership traits corresponding to their organization type, i.e. non-profit or for profit, and team development level, i.e. transition or action phase (Graca & Passos, 2015).  For example, leaders in a non-profit organization frequently valued higher “social” skills.  Graca & Passos obtained the information by interviewing people.  The aforementioned method of data collection is very different from quantitative research – quantitative research relies heavily on measurable data (i.e. data with limits, specifications, etc.).  Quantitative data can be assessed easier, often using mathematical and/or statistical tools.  In contrast, qualitative data requires that the researcher have expert knowledge in the field in context and has the intuition to discern what is useful data or not.  For instance, market surveys are qualitative research.  The ones in which I have most often partake in use a five-point Likert scale.  The goal of the market researcher is too assess why I answered, “I’m really satisfied!” or “I’m completely unsatisfied”; it is much more than counting how many likes/dislikes a survey reveals.  I believe that qualitative research can be very beneficial to understand as I progress through my leadership courses.  Moreover, it can be a powerful and practical tool I can use, as a leader, to assess my employees and the “social system” we share e.g. the workplace.  Furthermore, the results of this type of research may also lead to my own self-reflection and evaluation.  A mentor once explained to me the “mirror effect”, he said, “Watch how your soldiers act or do, and for better or worse, it is a reflection of you (and your leadership)”.

References

Graca, A. M., & Passos, A. M. (2015). Team leadership across contexts: a qualitative study. Leadership & Organization Development Journal, 489-511. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.1108/LODJ-08-2013-0114

Hoepfl, M. (1997). Choosing qualitative research: A primer for technology education researchers. Journal of Technology Education.