Chapter 4 Research Methods
4.2. Qualitative Interviews
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79 In the current survey, the study is designed to answer confirmatory question while the interviews are aimed to answer exploratory questions. The goal of mixed method used in this study is particularly to make stronger inferences of variables analyzed. The leader‟s behaviors which are interpreted by the behaviors of personal integrity, communication and administrative skills and tactical influence questioned in the survey will be reasserted by the information gained from consultations.
Moreover, the questionnaire items in this study are using close-ended type of questions with answers in standardized categories based on Likert scaling generates statements reflecting positive or negative evaluations of the object. Open-ended type of questions employed as the interview guide which allow this subject area to analyze a diversity of psychological processes that came spontaneously and simultaneously at facial expression when the interviews are being directed. Qualitative data required for this type of questions allow us to examine questions not only of content but also of intensity, style, mannerism. In other words, we can examine not only what was said, but how it was said (Carol Sansone et al. 2004, 175). Thus, a mixed-method research of qualitative and quantitative method is expected to provide more beneficial result than simply using either method.
4.2.Qualitative Interviews
To picture the leader‟s behaviors, we interviewed some people, including the region‟s leader. Others include the councilmen, scholars, civil servant and non-government organization leader whose tasks or authority related to the government‟s program implementation. We await that these people could give a description about the leader‟s performance and how leader‟s behaviors are recognized to promote the achievement of poverty alleviation policy.
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The process of making connections with some of these institutions and individuals has begun and it is expected to bring a positive outcome for the next stage of the research following in this proposal. A few interviews and few information data from official primary and secondary sources have also been taken and compiled.
4.2.1. Scenarios for qualitative interview
This study offers some potential scenarios in order to place the respondent response in qualitative interviews. It is plausible that the answer given will show affirmative information, any other negative data and some other unknown information:
1) Leader‟s Trait
a Information indicating leaders forbid their family to participate in the government‟s project as the manifestation of lead by honesty, may imply an affirmative response to the leader‟s effectiveness. Otherwise, it may imply negative response.
Leader’s behavior +/- leaders forbid their family to participate in the government tender affirmative/negative
b Information indicating leaders consistent with their articulated values may imply an affirmative response to the leader‟s effectiveness. Differently, it may imply negative response
Leader’s behavior +/- consistent with articulated values affirmative/negative
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81 c Information indicating leaders order their subordinates to serve citizen equally, may imply an affirmative response to a leader‟s effectiveness.
Differently, it may imply negative response
Leader’s behavior +/- leaders order their subordinates serve citizen equally affirmative/ negative
2) Leader‟s skills
a Information indicating leaders display a competency of clarifying, delegating and supporting in the purpose of managing people to implement the targeted tasks, may imply an affirmative response to a leader‟s effectiveness. Differently, it may imply negative response.
Leader’s behaviors +/- clarifying, delegating and supporting Affirmative/negative
b Information indicating leaders have plans on how to manage resources to implement the targeted tasks, may imply an affirmative response to the leader‟s effectiveness. Differently, it may imply negative response.
Leader’s behavior +/- leaders have plans for managing resources affirmative/negative
c Information indicating leaders display monitoring activities to implement the targeted tasks, may imply an affirmative response to a leader‟s effectiveness. Differently, it may imply negative response.
Leader’s behaviors +/- leaders conduct monitoring activities affirmative/negative
d Information indicating leaders encourage innovation, conduct monitoring and give support after listening to people‟s opinion in order to implement
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the targeted tasks, may imply an affirmative response to a leader‟s effectiveness. Differently, it may involve a negative reaction.
Leader’s behaviors +/ encourage innovation, monitoring, support affirmative/negative
e Information indicating leaders have displayed a competency of envisioning and advocating change, clarifying, recognizing and representing orally in order to implement the targeted tasks, may imply an affirmative response to a leader‟s effectiveness. Differently, it may involve a negative reaction.
Leader’s behaviors +/- envisioning and advocating change, clarifying, recognizing and representing orally affirmative/negative
f Information indicating leaders have displayed a competency of clarifying and recognizing in writing by using social media in order to implement the targeted tasks, may indicate an affirmative response to a leader‟s effectiveness. Differently, it may involve a negative reaction.
Leaders’ behaviors +/- clarifying and recognizing in writing affirmative/ negative
g Information indicating leaders have performed handshaking to people in order to show supporting and recognizing non-verbally, may indicate an affirmative response to a leader‟s effectiveness. Differently, it may imply negative response.
Leaders’ behaviors +/- supporting and recognizing non verbally affirmative/negative
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83 3) Leader‟s Influence Behaviors
a Information indicating leaders display advocating change behaviors by conducting coalition tactics in order to implement the targeted tasks may imply an affirmative response to a leader‟s effectiveness. Differently, it may imply negative response.
Leaders’ behaviors +/- leaders are advocating change by coalition tactics affirmative/negative
b Information indicating leaders display advocating change behaviors by conducting exchange tactics in order to follow out the targeted tasks, may mean an affirmative answer to the leader‟s strength. Differently, it may imply negative response.
Leaders’ behaviors +/- leaders are advocating change by exchange tactics affirmative/negative
4) The moderating variables
a Information indicating leaders have ability to handle the negative effect of the moderating variables may imply an affirmative response to a leader‟s effectiveness. Differently, it may imply negative response.
Leader’s behavior +/- leaders have an ability to handle negative effect
affirmative/negative
The scenarios provide standard of evidence for the relationship among variable. It clearly distinguishes which answer is parallel or opposite to the research questions. A negative answer to the research questions may also imply other attributes were assumed effective or influencing than the selected attributes considering
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different contexts and situations of each region. These scenarios are important as standards of evidence, since they too help to refine the research hypotheses, particularly those signaling a positive result of the research question.
4.2.2. Interview guide
To have answers correspond to the scenarios given, this study will give direct questions to the interviewee. It is important for this study to keep up its focus so the answer given can provide the required answer. Some modifications have been pulled into the interview guide to facilitate the apprehension of the interviewee (appendix 1).
As comfortably as the interview guide for the senior leader, the interview guide for the regional heads has been revised as well (appendix 2).