Business safety challenges occur in private business, corporate business, cities and municipalities (Steyn & Niemann, 2014). Business safety managers with fiscal and operational responsibility include finance directors, city managers, comptrollers, and operational managers (Dillard & Layzell, 2014). Business safety manager’s responsibilities include functioning as an multitasker, recognize new opportunities, forecast future business safety needs, and operate their units with compliance (Dillard & Layzell, 2014). Included in these business responsibilities are the continued monitoring of safety operations throughout the organization (Steyn & Niemann, 2014).

Safety organizations are companies with hazardous operations in their daily activities (Trussel & Patrick, 2012). Hazardous operations are typically considered to be threatening to the lives of an organization’s workforce (Fleming, 2010), but also threatening to the sustainability of the organization (Trussel & Patrick, 2012). However, Desmond (2011) indicated management of safety performance should focus on industries with environments that threaten the lives of its employees. Businesses associated with the management of life-threatening safety performance include emergency services, refineries, power distribution, aviation, agriculture, building trades, manufacturing, and construction (Trussel & Patrick, 2012). The most visible safety performance operations involve emergency medical, firefighting, and police services (Dillard & Layzell, 2014).

Safety businesses must manage hazardous operations on a daily basis (Desmond, 2011). Safety businesses must reduce life-threatening situations to its workforce while maximizing benefits to the public that it serves (Patrick & Trussell, 2011). Since the personnel assigned to safety operations must focus their attention on the operational aspects, consistent management of personnel is essential to minimize operational (Dillard & Layzell, 2014).

Business responsibilities and financial management of critical safety agencies average $1.4 million annually (Karter & Stein, 2013). Safety resources encompass 40 to 80% of the safety agency’s budget, which indicate reductions that will affect operating budgets in some manner (Almakenzi, Bramantoro & Rashideh, 2015). From 1998 to 2008, more than 30% of Pennsylvania’s cities experienced decreases in critical safety services (Trussel & Patrick, 2012. A reduction in critical safety services raises awareness that the municipality is in a business distress situation (Trussel & Patrick, 2012).

Business distress situations affect most business units (Ihlanfeldt & Mayock, 2014). The business sections of safety organizations are no different from traditional business sections experiencing business management issues and organizational change (McArthur, Gregerson, & Hagen, 2014). Federal safety organizations require 100% compliance to standards (Federal Aviation Administration, 2013). In the United States, safety organization leaders receive extensive, world-renowned training for handling the safety functions, but may not have the business leadership skills to manage their organization. Traditional safety organizational leadership skills do not include the business leadership and management skills required to manage business-related functions (Rumsey, 2014). Moreover, the safety organization leader’s training in business competencies may be deficient (Almakenzi et al., 2015).

Fiscal and operational issues affect business operations can lead to layoffs and organization closings (Ihlanfeldt & Mayock, 2014). Specific business safety training prepares business safety leaders for operational issues, but no certifiable training requirements for the operation of a business (Dillard & Layzell, 2014). However, to be qualified to function as a safety leader requires significant qualifications (Mumford, Watts, & Partlow, 2015). The operation of a safety business requires the combined abilities of safety operations and business operations (Rumsey, 2014). The lack of business skills leads to operational deficiencies in safety organizations (Chittaro & Buttussi, 2015).

Effective management of the business component of safety operations is essential to the performance and survival of the organization (Rumsey, 2014). Business leaders that manage safety organizations must not overlook the business governance of their organization and its personnel by focusing solely on safety activities (Peck, 2014). While the most obvious responsibility may be to manage emergencies, safety leaders must operate as small business owners (Ornato & Peberdy, 2014). Success for any small business owner is dependent upon the owner’s skills, knowledge, and abilities to motivate successful safety performance (Rumsey, 2014).

Safety organization leaders typically focus on the steps necessary to manage a safety anomaly (Chittaro & Buttussi, 2015). Aviation is a high-profile safety business domain addressing business, economic, and emergency situations on a daily basis (Chittaro & Buttussi, 2015). Should an aircraft accident occur, hundreds of people would be affected (Ornato & Peberdy, 2014). However, managing the steps of accidents is not the sole function of a safety manager. Effective management of safety anomalies must ensure personnel are motivated to perform the safety steps successfully (Ornato & Peberdy, 2014).

In the United States, more than 30,000 citilost approximately $170 Billion in business revenue each year from safety-related critical operational incidents (Fan, Lo, Ching, & Kan, 2014). Poor performance in safety-related operations in U.S. organizations resulted in the loss of more than 5000 lives (Sears, Blanar, & Bowman, 2014). The general business problem is some business managers may not have the required skills to manage safety performance within the expectations of safety standards. The specific business problem is some business safety managers lack the leadership skills to manage safety performance.

The purpose of the proposed qualitative single case study is to explore the leadership skills business safety managers use to manage safety performance. The population for the proposed study consists of retired or former safety leaders that successfully managed safety operations in the Great Lakes region of the United States. This study will contribute to social change in business by saving lives through the motivation of business leaders. Motivating business leaders in their management skills improves the awareness of safety and reduces the risk for the organization (Dillard & Layzell, 2014).

Research consists of three types of methods: qualitative, quantitative, and mixed methods (van Griensven, Moore, & Hall, 2014). Researchers use the qualitative method to address phenomena by collecting data through open-ended questions and analyzing the data to determine findings and conclusions (Yin, 2014). According to Montero-Marín et al. (2013), capturing the perceptions and experiences of participants provides the researcher with an in-depth understanding of the questions. The qualitative method is appropriate for the proposed study because interviews and data analysis may provide candid responses from the participants and permit the analysis of body language.

The qualitative methodology is the logical choice for the proposed study.

The quantitative method will not be suitable because it involves measuring relationships using statistical data and would not be appropriate to address the problem statement (Fattahi, Mahootchi, Govindan, & Husseini, 2015). The mixed methods methodology is not appropriate for the proposed study because the intention of this study was not to measure variables or test theories.

Because the proposed study will include qualitative methodology, there are five designs for consideration: a case study, narrative, phenomenological, ethnographic, and grounded theory. The case study design is the selected design for the proposed study. The case study design is appropriate because it helps to answer the research questions by gaining a deep understanding of the lived experiences and perception of the participants. This design ascertains the selections of why decisions, procedures and, methods of implementation by using case studies when addressing leadership skills (Yin, 2014).

The narrative method would not be appropriate because researchers use storytelling to focus on the lives of individuals rather than the motivation needed to motivate safety leaders (van Griensven et al., 2014). The phenomenological design focuses on describing rather than explaining the facts (Moustakas, 1994). The proposed study needs an explanation of the data collected through interviews where participants will convey their personal experiences (Marshall & Rossman, 2011). The ethnographic approach would not be appropriate because the problem does not involve observing a group of people in their natural setting over a long period (Yin, 2014). The grounded theory approach would not be appropriate for this study because of the inability to establish a theory with one study (Denzin & Lincoln, 2011).

The research question is as follows: What are the leadership skills safety business managers use to manage safety performance?

The theory chosen as the conceptual framework for this study is systems theory (von Bertalanffy, 2009). Von Bertalanffy first introduced systems theory through studies in the field of biology, where he claimed living things are organizations of processes (von Bertalanffy, 2009). Systems theory is a method of reducing complex phenomena into manageable parts for analysis (von Bertalanffy, 2009). In contrast, systems theory is the focus of theoretical underpinnings of the study by extracting data about the process by analyzing data for what they are rather than any preconceived notions (Drack, 2009).

Motivation takes many forms in that different factors drive individuals (Vroom, 1990). Studies concluded that 70% of workers do not reach full potential (Korschun, Bhattacharya, & Swain, 2014). Employee motivation can make or break an organization depending on the culture (Vroom, 1990). Variations of identification are another essential component of motivation that encompasses every sector of business (Korschun et al., 2014). There are other of motivation that exist in business, public service motivation (PSM) (Kim et al., 2013).

Recent studies identified four dimensions to PSM that may contribute to public servant’s motivation, attraction, public interest, compassion, and self-sacrifice (Kim et al., 2013). In contrast, motivation consists of extrinsic and intrinsic rewards for employees (Vroom, 1990). Extrinsic rewards motivate employees through monetary gains where intrinsic rewards consist of self-satisfaction (Vroom, 1990). Moreover, de Brabander and Martens (2014) proposed that the self-determination theory be associated with intrinsic motivation when the drive is self-satisfaction rather than completing a task. Extrinsic motivation is satisfied through the creation of a task to produce an outcome (de Brabander & Martins, 2014).

The focus of systems theory is on the complexity and interdependence of the study and related factors (von Bertalanffy, 2009). The accomplishment of this focus is through formal treatment of organization and patterns of adaptive systems (Drack & Schwarz, 2010; von Bertalanffy, 2009). Additionally, the field of synergetic research, which is transdisciplinary in the systems theory, requires the study of self-organization in complex systems (Drack & Schwarz, 2010). A lack of content exists in the literature for the business leadership skills needed to improve performance of business leaders through motivation (Caillier, 2014).

A qualitative explorative research approach will counter the lack of content on business leadership skills for business leaders’ performance through motivation. A system must exhibit certain principles of interrelationships, such as wholeness or hierarchic order, to ensure the collective behaviors result in a final system product (Drack, 2009). Open systems theory, as emphasized by Drack (2009), is the process of analyzing the phenomena to obtain in-depth data for analysis.

The business leadership skills for business leaders are part of an open organizational system. In the qual

FIRESCOPE: Firefighting Resources of California Organized for Potential Emergencies is a derivative of the incident management system that is a standardized process for managing emergency incidents in California (Alamdar et al., 2016).

Safety organization: A safety organization is a business that requires a response from police, fire, or emergency medical services (Hogan & Foster, 2013).

Assumptions consist of situations, events, or procedures believed to be true until verified or refuted (Fattahi et al., 2015). For this study to be successful, four assumptions need consideration. The first is the qualitative exploratory approach is the most appropriate method to ascertain the business leadership skills for motivating business leader’s performance. The second assumption is that the case study design is appropriate for the study because of the specific focus and the geographical location for the study.

Retired business leaders have no further attachments to their organizations and can provide data with candor. The limitation of the geographical area of the study may allow the researcher to uncover underlying issues specific for that region. Retired business leaders have no further attachments to their organizations and can provide data with candor.

The third assumption is that a sample of 20 retired or former business leaders within the case study will be willing to participate in the study. Retired or former business leaders have a plethora of knowledge and experience in their respective industry. Retired business leaders have no further attachments to their organizations and can provide data with candor.

The fourth assumption is that the participants will be forthcoming in their responses, provide in-depth responses, and participate without bias (Yin, 2014). Retired business leaders have no further attachments to their organizations and can provide data with candor. Current business leaders may be hesitant to speak of their industry or their organizations for fear of reprisal by management or clientele. Retired business leaders have no further attachments to their organizations and can provide data with candor. Retired business leaders have no further attachments to their organizations and can provide data with candor.

Limitations consist of restrictions of both participants and the discovery of data (Yin, 2014). Research studies are not free of total objectivity, preciseness, validity, and general knowledge without some degree of subjectivity on the researcher’s part (Parry, Mumford, Bower, & Watts, 2014). One of the limitations of any study is researchers’ subjectivity based on their traditions, experiences, and general knowledge of the subject matter. Limitations exist in qualitative research projects with participant’s ability to recall events related to the study. Gaining the trust of participants is a challenge, especially if researchers and participants are unfamiliar with the process.

Establishing credibility and trust is a major task for researchers. Participants may be reluctant to divulge sensitive information from their organizations for fear of reprisal. To manage this situation, I will establish a rapport with the participants and provide full disclosure of the process, including privacy. The interview setting will occur in a relaxed atmosphere, most likely in a conference room at the participants’ home or on Skype.

This environment will enable the participants to answer questions with no interruptions and pressure. This study will be within the framework of 20 or more retired or former business leaders located within the United States. The results of this study may be transferable to other safety organizations and possibly the municipal sector. Finally, my 37 years of experience in this industry and knowledge of the issues may be present during this study, but will not affect the study activities.

Researchers use delimitations as parameters within their control in order to remain focused and on track during a study (Parry et al., 2014). I will use a population that will consist of participants at least 40 years of age that managed safety organizations. Participants with years of experience lived the trials and tribulations of safety organizations, which will provide invaluable data (Marshall & Rossman, 2011). The second delimitation is for retired of former business leaders operating within the United States.

Narrowing the pool of participants to one country and a specific region will solidify the study in that limiting the population may produce common (Parry et al., 2014). Safety organizations exist in every industry and encompass countries worldwide. The third delimitation is for business leaders operating within a single-case study. Case studies are vital to current research because each study presents similar paradigms, but from different industries (Marshall & Rossman, 2011). Work center, groups might present new results to existing issues (Yin, 2014).

The significance of this study is to reduce accidents and the cost of medical insurance. This study is paramount to the success of business leaders in their industries. The value to business in this study is that safety industries may rely on technical and college programs that pertain to specific programs. More than 25% of senior-level job advertisements require a business administration degree (Ruetzler, Baker, Reynolds, Taylor, & Allen, 2014). This study’s results may indicate current data needed by business leaders to reduce the possibilities of accidents and incidents occurring during hours of operation (Ruetzler et al., 2014). Study results may illustrate the business leadership skills for motivating business leader’s performance in pre and post safety situations (Trussel & Patrick, 2012).

In the Doctor of Business Administration program at Walden University, the focus is to research social change in business. The state of economics in the United States has been a challenge for the leaders of organizations for decades. Municipalities, that experience, public safety reductions, can be related to the motivation of business leaders in their management skills (Trussel & Patrick, 2012).

This study may contribute to the effective practice of business through effective management of one of the first areas of budget reduction is public safety. These reductions can be in the form of personnel reductions, facility closures, and pay cuts (Reilly, 2013). This study may contribute to the effective practice of business in safety organizations by motivating performance of business leaders. The financial well-being of a municipal organization is critical to safety performance (Reilly, 2013).

The current demands of industry are that the business leaders do more with less, so the businesses remain solvent. Business leaders operating their functional areas in a proper manner can reduce business issues. A managerial shift in the norm from managing the fire department to managing the fire department as a business is essential for operational success (Reilly, 2013). Leading safety organizations from a business perspective enhances service through frugal management and meeting the business challenges of the municipality (Reilly, 2013).

The contribution of this study is to invoke positive social change in the safety organization industry (Dillard & Layzell, 2014). Changing the manner in which business leaders manage their organizations can be the difference between success and failure. Shifting focus to the business aspect may reduce labor costs, grievances, arbitrations, and lawsuits (Liu, Eubanks, & Chater, 2015). Cost savings in these areas may provide redirection of funds to critical areas of the organization (Dillard & Layzell, 2014).

The content of the literature in my study includes a critical analysis and synthesis of articles, books, journals, professional web pages, such as Science Direct, ProQuest, and Business Source Complete Premier published between 2011 and 2015. I will use these sources to organize the topics, and literature. The literature review of my study consists of concepts and theories, which business leaders use in managing safety organizations. The concepts and theories contribute to successful organizations thus creating positive social change. The organization of literature comprises of the following sections, history of the problem, leadership, politics, economics of motivation, labor relations, organizational change, sustainability change, training for performance, and social change are the primary sources explored in this qualitative single case study. The literature review was derived from the Walden University Library using specific search engines for sp, and literature.

An extensive search of Internet databases allowed me to produce peer-reviewed articles by using key search words. I used a system of entering specific search terms in a Boolean search using a date range, and peer-reviewed articles to obtain the desired articles for the study. The reference section of the proposed study contains 158 peer-reviewed articles published between 2011 and 2015 out of 165 total references for an overall compliance rate of 96% peer-reviewed publications. I used Ulrich’s Periodical Directory and each article’s publishing website to ensure reference verification and to remain compliant. The results of my specific search entailed 89% of the peer-reviewed articles out of 146 are less than five years from my anticipated completion date.

The process of systems theory began in the field of biology that von Bertalanffy claimed that living things are organizations of processes (von Bertalanffy, 2009). Businesses are complex organizations with a plethora of processes. Systems theory is a method that allows the researcher to analyze phenomena (von Bertalanffy, 2009). During the analysis, the researcher uses system theory to discover theoretical underpinnings of the study (Drack & Schwartz, 2010). Researchers then retrieve data during the process then perform an analysis of facts only subtracting any preconceived notions (Drack, 2009).

contrast, parts of the auto-poitetic system produce elements that continue the systems theory process indefinitely (Adams, Mahootchi, Govindan, & Husseini, 2015). Synergetics are in systems theory rather than one-dimensional (Drack & Schwarz, 2010). The postulation that decision making in systems is paramount to the success of organizations (Adams et al., 2015)

This study is unique in that the literature found lacks content exists for business leadership skills, and motivation to improve performance of business leaders. The approach that will yield the best results will be the qualitative explorative. In contrast, variations indicate that the system must exhibit certain principles of interrelationships to ensure collective behaviors result in a final product (Drack, 2009). The postulation that opens systems theory emphasizes the process to obtain in-depth data for analysis (Drack, 2009). In concurrence, systems must be open to decision making, which allows the researcher to discover hidden data within the system (Adams et al., 2015)

Organizational open systems consist of business leadership skills of business leaders. In the qualitative analysis, the principles govern the entire cause of the behavior including the components (Drack & Schwarz, 2010). The research question will be answered by attempting to gain knowledge of common themes (Drack, 2009). Similar themes that derive from the research represent a part of the theoretical framework.

A higher business skill may be necessary based on the determination of what business leadership skills motivate the leader’s performance because of the research. As with any interview, complete candor of the participants is paramount to obtaining research data. In disagreement, semi structured interviews consist of personal experiences, as well as follow-up questions, that provide in-depth data thus resulting in data that forms a logical conclusion to the problem (Adams et al., 2015)

I will compare and contrast two theories in this study, complex adaptive systems theory, and bureaucratic organizational theory. Complex adaptive systems theory is an area of product development (Akgün, Keskin, Byrne, & Ilhan, 2014). The conclusions of this complex adaptive systems theory illustrates the framework for identifying specific processes (Akgün et al., 2014). In contrast, employees from all positions and their contributions bring changes to the organization not solely focusing on a specific process (Puteh, Kaliannan, & Alam, 2015). The complex adaptive systems theory would not be appropriate in that product development is not the objective of my study.

Business leaders using the bureaucratic organizational theory focuses on the levels of authorization (Dekker, 2014). Divisional leaders provide contrasting views that indicate the levels of authorization that is the first step prior to anything being accomplished (Dekker, 2014). Businesses operating in a strict bureaucratic system are resistive to new ideas (Harvey, Cohendet, Simon, & Dubois, 2013). Furthermore, following a bureaucratic system of procedures hinders the progression of productivity (Harvey et al., 2013). The bureaucratic organizational theory would not be appropriate for my study because of the levels of scrutiny and approval will not promote candor from the participants of the study (Dekker, 2014).

The data measurement for this qualitative case study will consist of semi structured focused interviews. The interviews should be guided conversations rather than structured queries (Marshall & Rossman, 2011). The semi structured focused interviews will be used to explore the lived experiences of the participants pertaining to the interview questions (Miles, Huberman, & Saldaña, 2013). The use of embedded units could allow for deeper responses from former safety managers (Merriam, 2014).

The data collection technique for this study will involve semi structured interviews with 20 former safety business leaders throughout the Great Lakes Region of the United States. In an indication of case study interviews is a semi structured focused interview in which a person is interviewed for a set time (Merriam, 2014). The intended instrument of choice is the interview questions located in Appendix C of this study.

The qualitative approach to the methodology is the logical choice. Five designs received consideration, including narrative, ethnographic, grounded theory, case study, and phenomenological (Yin, 2014). The narrative method would not be appropriate because the problem does not address the lives of individuals (Yin, 2014). Ethnographic methods are inappropriate because the problem does not involve groups of people in their natural environment (Yin, 2014).

The history of the problem lies within the realm of business leadership skills and how business leaders can motivate safety performance (Dillard & Layzell, 2014). In contention, there are variations that business leaders of safety organizations do not face the same challenges of private sector business leaders (Oster, Strong, & Zorn, 2013). Failure of these variations does not mean closing the business is the answer (Oster et al., 2013). In further contrast, business leaders of safety organizations have no motivation or incentive to develop business acumen (Dillard & Layzell, 2014). In turn, business acumen is a competency that allows the leader of an organization to plan, strategize, and execute sound business decisions (Yucel, McMillan, & Richard, 2014).

The idea of competencies attached to business owners surfaced in the early 1600s (van der Voet, 2013). Key competency areas are necessary for succession planning (Yucel et al., 2014). In postulation, having the required tools or competencies becomes irrelevant if the business leader does not have the motivation to put the tools into practice (Dillard & Layzell, 2014). Successful business leaders possess the confidence and vision to prepare subordinate employees to step into their positions in their absence (Yucel et al., 2014). Business leader’s managing safety organizations are reluctant to pass knowledge to subordinate personnel because of fear they may take their jobs (Chen & Chen, 2014)

Business owners have a toolbox of resources at their disposal, but their success depends upon the use of these resources (Sambasivan, 2012). Furthermore, business leaders may have state of the art tools, resources, and training, but some do not exercise them because of motivation. A comparison and contrast of two chief executive officers (CEOs) of nonprofit organizations responsible for the financial management that resulted in similar competencies and actions (Yucel et al., 2014). In a similar study, a comparison of entrepreneurs, and small business owners discovered that both had a propensity for taking risks (Lofstrom, Bates, & Parker, 2014). Business leaders in safety organizations cannot separate technical operations with the business portion thus avoid taking risks (Rumsey, 2014).

Successful small businesses will have competent, content, and motivated employees (Massey & Campbell, 2013). Entrepreneurs have tendencies to motivate, whereas business owners are content with stability (Lofstrom et al., 2014). Risk-taking characteristics shared with business owners and entrepreneurs, as they make decisions with risk remained similar (Rumsey, 2014).

Interpersonal and social competencies are vital to successful business owners (van der Voet, 2013). In contrast, business owners who lack the motivation to acquire these competencies are missing business opportunities through standard communication and networking (Massey & Campbell, 2013). Moreover, business owners frequently misinterpret labor laws, hiring practices, and recruiting, which create problems up to and including lawsuits (Massey & Campbell, 2013). In concurrence, business owners who are experts in their businesses may need human resource competencies to operate in an efficient manner (van der Voet, 2013).

Business owners who adapt to each environment will be successful (van der Voet, 2013). Furthermore, a simple analogy to this concept is the ability to operate as a chameleon (van der Voet, 2013). The human resource competency, when tied to training, is time-consuming (Massey & Campbell, 2013). In contention, business leaders in the United States spend approximately $50 billion annually for employee training but continue to experience the same business-related issues (Massey & Campbell, 2013).

Moreover, training does not correct a problem when the root of the problem is performance (Massey & Campbell, 2013). In contention, business owners who help employees improve productivity and performance in their companies will be successful and prosperous (Sambasivan, 2012). The business owner who poses the greatest challenge in this area is a family business owner (Massey & Campbell, 2013). In concurrence, the separation of business and family is paramount to the success of a business, but may be challenging to family leaders (Sambasivan, 2012). Leaders of family businesses are lax in their human resources procedures, especially when the issues involve a family member or the founder transitioning into retirement (Massey & Campbell, 2013)

Business owners and public safety organizations are similar in that they manage the operations of their agencies facing comparable challenges (Dillard & Layzell, 2014). In contention, family business dynamics may create situations that require unqualified personnel moving into leadership positions (Massey & Campbell, 2013). Moreover, business leaders of both family businesses and safety organizations face the same challenges and require common leadership competencies (Rumsey, 2014). Business leaders have dual roles as an industry expert and business manager (Rumsey, 2014).

Business leaders struggle to remain current in business practices because their decisions affect their bottom line (Massey & Campbell, 2013). In dispute, business leaders managing safety organizations experience no consequences for the management of their bottom line (Bento, Bento, & White, 2014). Moreover, business leaders that manage safety organizations may not have the motivation to improve their performance and bottom lines (Dillard & Layzell, 2014).

Motivation takes many forms in that different factors drive individuals (Vroom, 1990). Over 70% of workers do not reach full operational potential (Korschun et al., 2014). Employee motivation can make or break an organization depending on the culture (Vroom, 1990). Another contributing variation is identification which, an essential component of motivation (Korschun et al., 2014).

Identification with either the company or product may be the driving force in employee identity (Korschun et al., 2014). Public service motivation (PSM) is another contention that motivation exists in public safety (Kim et al., 2013). There are four dimensions of PSM that may contribute to public servant’s motivation: attraction, public interest, compassion, and self-sacrifice (Kim et al., 2013). In contention, motivation consists of extrinsic and intrinsic rewards for employees (Vroom, 1990).

Extrinsic rewards motivate employees through monetary gains where intrinsic rewards consist of self-satisfaction (Vroom, 1990). Moreover, self-determination theory is associated with intrinsic motivation when the drive is self-satisfaction rather than completing a task (de Brabander & Martins, 2014). Extrinsic motivation is satisfied through the creation of a task to produce an outcome (de Brabander & Martins, 2014). In contention, along with extrinsic motivation is valence, the importance an employee places on the mission of their company (Caillier, 2014). Employee performance contributes to how the mission appeals to their success in the workplace through employee satisfaction of their jobs (Antonakis & House, 2014).

PSM and mission valence associated with transformational leadership affect employee performance (Caillier, 2014). A contention to PSM is that the expectancy theory utilized in business ascertains employee performance based on the extrinsic and intrinsic motivators (Purvis, Zagenczyk, & McCray, 2014). The expectancy theory is a variation of the problem about motivation predominantly based on employee choices (Vroom, 2009). In an argument of variation, employees may pretend to be on board with the initiative, but in reality, their performance is minimal (Purvis et al., 2014). Minimum performance relates back to being interested in the task at hand (Caillier, 2014).

Public policy involves motivation of decision-makers and their needs (Ţicu, 2013). In contention, public policy makers may have the expectancy that their views and beliefs are the only solutions (Vroom, 2009). In contrast, the consequences decision makers face relates to the motivation of performance (Ţicu, 2013). Mission valence supersedes personal needs of decision makers (Cailler, 2014). In contention, one of the four dimensions of PSM, public interest should be the most important (Kim et al., 2013). Identification with the public interest is the motivating, driving force for performing to the highest standards for any public official (Korschun et al., 2014). Furthermore, public interest focuses on not only motivation but also leadership in general of department leaders (Korschun et al., 2014).

Leadership in any business begins with earning the trust of workers (Eubanks, Brown, & Ybema, 2012). In contention, managers who demand respect perceive others should trust them (Eubanks et al., 2012). In contrast, an examination of interactions within organizations between workers and management revealed they directly relate to the success of the business (Vardaman, Gondo, & Allen, 2014). Moreover, ethical performance is an expectation portrayed to management as a value (Vardaman et al., 2014).

The modern day business manager’s position differs from the traditional role because business managers are now entrepreneurs, negotiators, resource allocators, and disturbance handlers (Liu et al., 2015). Furthermore, the business manager’s performance should be consistent with the company’s mission statement (Dillard & Layzell, 2014). In disagreement, role models in ethical behavior can create an atmosphere where this is the norm of practice (Vardaman et al., 2014). In contrast, the business manager’s expectations differ from the expectations of the citizens they protect and the municipal administrators (Dillard & Layzell, 2014). In contention, leaders in any business should practice within the parameters of their organizations core values (Chen & Hou, 2016). Leaders should motivate and encourage their employees to perform ethically (Chen & Hou, 2016).

Business managers need to maintain a general balance of their roles to keep their departments operational (Dillard & Layzell, 2014). In contrast, the importance of positive motivation related to moral leadership contributes to healthy ethical situations (Vardaman et al., 2014). Furthermore, companies can reduce employee misconduct through motivational training sessions for the entire staff (Vardaman et al., 2014). In discovery, human resources may attribute employee psychological stress to problematic supervisory personalities (Mathieu, Babiak, Jones, Neumann, & Hare, 2012). Moreover, preventative screening of supervisory employees is the key to identifying potential personnel issues within the business (Mathieu et al., 2012).

Business leaders who use selection tools that identify ethical standards and integrity will contribute to successful leadership selections (Vardaman et al., 2014). A contention of the Machiavellian theory and its impact on the workplace led to mixed perceptions in organizations despite motivational training (Eubanks et al., 2012). In retrospect, Machiavellianism has an impact on leaders, their companies, and identity (Eubanks et al., 2012). In contention, the idea of sense making in ethical decision making is paramount to the leaders knowing the dynamics of their environments (Vardaman et al., 2014).

Leadership continues into the hiring practices of businesses (Nkomo & Hoobler, 2014). In contrast, regardless of the business or industry, hiring practices should be the same with no inference of impropriety (Torres & Bligh, 2012). In postulation, safety business leaders have advanced college degrees and display significant differences in the hiring practices of their companies (Nkomo & Hoobler, 2014). Leaders made exceptions for white candidates while not affording the same considerations to black candidates (Nkomo & Hoobler, 2014). Business leaders of this hiring practice are discriminatory (Torres & Bligh, 2012). In conclusion, a study was needed for additional diversity, and ethical training may have a link to the institutionalized culture of companies (Nkomo & Hoobler, 2014).

The subject of unethical leadership can lead to organizational stress for both managers and employees (Chen & Hou, 2016). In postulation, stress relates to negative performance and ethical issues (Vardaman et al., 2014). In contrast, ethical decision making and the stress associated with management directly affect businesses (Chen & Hou, 2016). In contention, stress relates to negative performance that leads to ethical issues within businesses (Guo & Kapucu, 2015). Furthermore, Moral decision making includes variables such as education, job satisfaction, and work experience (Chen & Hou, 2016).

Company leaders search for charismatic leaders who possess the abilities to make difficult decisions, and visionaries for the future may be descriptive of problematic characters (Mathieu et al., 2012). Trustworthiness is a trait that reflects in both employees and senior management (Leonard & Howitt, 2010). In an examination, the integrity of leaders results in organizational success and overall satisfaction of employees (Torres & Bligh, 2012). In contrast, leaders take risks in the course of daily business (Simola, 2014). Moreover, making the wrong decision along with the risk could be detrimental to a business’s bottom line (Simola, 2014).

Trust in business is paramount to the success of an organization (Torres & Bligh, 2012). In dispute, building and reacting to trust among business leaders and safety leaders culminates from stimuli in stressful or dangerous conditions (Kniffin et al., 2015). An illustration of trust is referred to as a unitary construct based on perception (Kniffin et al., 2015). A similar study examined predictive behaviors of military decision makers with business leaders from related companies revealed that both operate in a similar fashion (Reed, Petty, Jones, Morris, Ballenger & Delugach, 2015).

The perception of leaders can be either positive or negative and have a direct effect on business (Haeren et al., 2011). Military leaders share the same habits, norms, and language because they have been with the same group since the inception of their career (Reed et al., 2015). In contention, business leaders do not share the same bond with employees because of higher employee turnover (Torres & Bligh, 2012). Moreover, leaders that manage employees from proximity to long distances produce both positive and negative relationships (Torres & Bligh, 2012).

In an argument of variation, the downfall to distance is that leaders in related professions are confident in their abilities and believe they can beat any odds (Haeren et al., 2011). Furthermore, barriers that interfere with integrity include poor leadership, lack of accountability, and poor corporate structure (Torres & Bligh, 2012). Cases examined in Norway, Denmark, and Bosnia-Herzegovina involving data collected from five-safety organizations involved safety managers that used scenario-based cases (Cohen-Hatton, Butler, & Honey, 2015). According to Cohen-Hatton et al. (2015), categorization included eight themes for success.

The themes included visibility, availability, attentiveness, calmness, knowledge, authority, communication, and cooperativeness (Cohen-Hatton et al., 2015). In contrast, successful leaders need to develop a set of survivor skills that will enable them to succeed both personally and professionally (Dillard & Layzell, 2014). Moreover, one of the key attributes of a leader is their ability to influence the behavior of subordinates (Mumford et al., 2015). In contention, leaders accomplish goals through mutual collaboration with others (Mann & Islam, 2015).

There will be times where collaboration will breed new problematic behaviors where employees may view this concept as a democratic atmosphere instead of focusing on the business goals (Dillard & Layzell, 2014). Additionally, leaders that use empowerment as a management tool involves providing employees with the tools for the job and allowing them to perform (Leonard & Howitt, 2010). Empowerment is part of the organizational skills that are necessary for both emergency and nonemergency situations and paramount to the safety manager’s success (Demiroz & Kapucu, 2012). Goals are an essential part of leadership in that motivation to achieve goals requires sound decision making along with a delegation (Leonard & Howitt, 2010).

In concurrence, management in multi-organizational operations needs a sense of diplomacy to interact successfully with different personalities (Demiroz & Kapucu, 2012). Another important piece of the leadership equation is communication (Kniffin et al., 2015). An examination of the safety messages received safety managers during any given emergency uncovered copious levels of leadership communication breakdown in the process (Simola, 2014). Communication is paramount to businesses in that the lack of communication leads to problems and misconceptions (Kniffin et al., 2015).

Business leaders may transmit messages from one location to managers at other locations (Simola, 2014). In variation, managers make decisions that affect lives on a daily basis (Reed et al., 2015). Business leaders at various locations may not have vital information that may be beneficial to another agency (Simola, 2014). Properly communicating in any mode may reduce confusion, increase morale, and provide a cost saving productive atmosphere (Kniffin et al., 2015). In contrast, the use of software in communication meets the high demand for information in a timely manner for the affected agencies is key (Simola, 2014).

Leadership of an organization involves preparing for the unexpected (Demiroz & Kapucu, 2012). In an illustration, preparedness is a process that dovetails into the business portion of the operation (Demiroz & Kapucu, 2012). In an examination of domestic preparedness in the U.S., crisis management use critical tasks of leadership (Mann & Islam, 2015). In contention, a crisis involving the public will most likely involve governmental leadership intervention (Demiroz & Kapucu, 2012).

A concurrence that bureau politics is a form of politics that integrates into crisis management, leaders focus on their bureaus not the crisis at hand (Mann & Islam, 2015). Leadership in both crisis and nonemergency situations requires sense making (Demiroz & Kapucu, 2012). Actual cases of crisis in the United States have demonstrated the need for preparedness instead of reactiveness (Mann & Islam, 2015). Leaders should maintain networks with the same like and kind groups as governmental organizations (Demiroz & Kapucu, 2012). Management in safety involves taking charge of and motivating communities to understand that they will recover from a disaster (Demiroz & Kapucu, 2012). Collaboration with leadership from other multijurisdictional agencies contributes to success (Reed et al., 2015).

Business leaders strive to motivate personnel through a multitude of incentives that include monetary incentives (Dillard & Layzell, 2014). When leadership and incentive efforts are of no avail, outsourcing seems to be the direction (Dillard & Layzell, 2014). The Leviathan view of government is a leadership decision to outsource is both logical and economically sound (Wex, Schreyn, Feuerriegel, & Neumann, 2014). Leaders must be cognizant of options available to make informed decisions (Dillard & Layzell, 2014). Moreover, leaders considering collaboration or consolidation of services with adjacent municipalities may provide increased service and cost savings (Wex et al., 2014).

Successful leaders in business follow rules of operation and possess the ability to adapt to situations thus being flexible in their duties (Dillard & Layzell, 2014). Flexibility of leaders is paramount to success (Dillard & Layzell, 2014). Business leaders set organizational plans into action with no contingency plans to compensate for changing conditions (Nutt, 2010). An argument of variation included the idea of flexecution, a focus of redefining emerging conditions and ill-prepared goals (Hawe, Coates, Wilson, & Roger, 2012).

In an examination of large-scale emergency events within the London Fire Brigade included the focus on areas of the management cycle through simulation (Hawe et al., 2012). Moreover, the results of the study revealed that the process of learning from failed decisions were contributing factors to success. Safety employees learn from their mistakes on major events by conducting a complete review of the incident (Kaufman, Ozawa, & Shmeueli, 2014). A critique of an incident or failed business event will reveal lessons learned and illustrate positives for the benefit of the entire organization (Hawe et al., 2012).

Natural disasters affect businesses and safety organizations through non-predictability and unforeseen challenges (Salmon, Goode, Archer, Spencer, McArdle, & McClure, 2014). An examination of the leadership and management of public management during natural disasters showed that leaders must have the ability to adapt to different situations that range from natural disasters to untimely budget cuts (Salmon et al., 2014). In postulation, successful leaders learn from mistakes and embrace the opportunity to share their experiences (Mumford et al., 2015). Furthermore, leaders mitigate organizational shocks in two ways, by buffering the shocks and preventing the shocks from integrating into the core of the business (Salmon et al., 2014).

In concurrence, best practices and practices to avoid are paramount to the success of learning from mistakes (Torres & Bligh, 2012). Some organizational leaders misrepresent facts to hide their errors (Vardaman et al., 2014). Moreover, the application of these concepts removes negative factors that block learning (Torres & Bligh, 2012). In contention, business leaders depend on circumstances that would not accept responsibility for their actions and deflect blame on other employees (Vardaman et al., 2014).

An examination of the performance of organizations in the aftermath of natural disasters showed the importance of management in that public managers need to be ready to handle any unforeseen emergency (Salmon et al., 2014). In an illustration, emergencies can range from natural disasters to immediate budget cuts, and maintaining normal operations is an essential ingredient to keeping the infrastructure intact (Mann & Islam, 2015). A reinforcement of management occurs from daily home life to the workplace, and leaders must have inherent qualities and operate with integrity (Chen & Hou, 2016).

Organizational leaders need experience, training, and motivation to perform at the highest level (Hawe et al., 2012). In an argument of variation, safety organizations experiencing a transitional period requires leaders to take the part of a business manager, leading and managing their departments as a business (Dillard & Layzell, 2014). Transitioning to the business leader role may enhance the safety manager’s performance of their department’s relationship with political leaders (Dillard & Layzell, 2014).

Political conditions affect industries throughout the world in many ways (Pamment, 2014). In an examination of a brigade’s transformation to a full-service department illustrated the changes from the traditional role to modern creating an up-to-date fire rescue service (Andrews, Ashworth & Meier, 2014). Leaders of public services are accountable to both political leaders and constituents (Caruson & MacManus, 2012).

In concurrence, business leaders are accountable to someone, whether an administrator, the board of directors or political leaders (Alamdar, Kalantari & Rajabifard, 2016).

The fire service has different facets that include traditional, aviation, wildland, and structural (Dillard & Layzell, 2014). Business leaders serve in political environments that include internal and external political leaders (Dillard & Layzell, 2014). Transitioning from a brigade to full service involves motivating and integrating new functions changing their culture regardless of the political environment (Caperchione et al., 2014). In contention, safety leaders are resistive to change thus making the transition difficult (Dillard & Layzell, 2014).

Recruiting safety, critical employees remains a point of contention as compared to the public sector (Rumsey, 2014). Recruitment in public service has been behind the times when compared to the private sector (Rumsey, 2014). In an exploration of recruitment for government agencies using web-based recruiting techniques revealed that web-based recruiting is a general practice in the private sector for for-profit organizations (Cronin-Gilmore, 2012; Howardson & Behrend, 2014).

Moreover, leaders of governmental agencies are starting to use their Web-based recruiting, which is a form of e-recruiting (Howardson & Behrend, 2014). In contrast, there may be issues with governmental agencies that surrogate web-based formats that ask specific personal information that may feel the repercussions glitches (Cronin-Gilmore, 2012). Web-based recruiting is a tool that a business owner can use to update job information immediately from any location (Howardson & Behrend, 2014). Furthermore, websites must have proper safeguards in place to prevent unauthorized personnel from making changes (Cronin-Gilmore, 2012). Moreover, Web-based recruiting can provide detailed company information to potential candidates seeking employment (Cronin-Gilmore, 2012).

The political environment in both private sector and government need to be transparent (Eubanks et al., 2012). In concurrence, transparency and accountability in the safety industry is becoming increasingly prevalent because of financial deficits (Dillard & Layzell, 2014). In an analysis of the New Public Management techniques, accountability in the Australian safety industry will become more transparent (Leonard & Howitt, 2010). Transparency will invoke social change in the industry Research in Transportation Economics (Leonard & Howitt, 2010).

The Australian traditional method of providing annual reports only identifies responses and related operational statistics, leaving financial performance in question (Taylor, Tharapos, & Sidaway, 2014). In a variation, disclosure to stakeholders is paramount to transparency and accountability, both industry-wide and politically (Eubanks et al., 2012). Furthermore, accountability dovetails into performance measurement (Richardson, Budd, & Pitfield, 2014). In postulation, the events of September 11, 2001, and Hurricane Katrina developed networking collaboration in the public agencies during emergency responses (Guo & Kapucu, 2015). Moreover, lessons learned through interagency cooperation came from actual news reports and documents (Guo & Kapucu, 2015). In contrast, planning, which includes federal, state, and local governments is the key to success in situations of high profile and includes networking in the preplanning phase (Rumsey, 2014).

In a variation, a system risk model used to evaluate the impact of new technologies in the aviation industry could also help to predict possible risks (Vuorio et al., 2014). Employing a system of this nature into safety organizational operations may increase data to the point where political accountability may provide efficiency (Taylor et al., 2014). Natural disasters, including crisis events, reveal new dynamics in the political intervention (Baker, 2014). The leadership style of crisis management during a natural disaster begins with the initial shock created and a virtual standstill of time (Hayes & Omodei, 2011).

In a comparison and contrast of the political fallout of a delayed response to Hurricane Katrina revealed two sets of leadership challenges in the immediate aftermath of the crisis and after the floods (Baker, 2014). Furthermore, challenges of political leadership in natural disasters range from stalling versus cooperation, perseverance versus resignation, and denying versus acknowledging fault (Baker, 2014). In contention, safety leaders try to mitigate conditions and corral political leaders (Hayes & Omodei, 2011).

Events of this magnitude require continual leadership motivation, coordination, and cooperation from the agencies involved Fleming & Zhu (2009). In a variation, the natural flow of disaster management evolved in the Incident Command System through the integration of Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) (Alamdar et al., 2016). In postulation, the FIRESCOPE system is a derivative of the Incident Command System and Multiagency Coordination System initiated by the officials of the U.S. Forest Service in California (Alamdar et al., 2016). In contrast, FIRESCOPE, the originator of standardized services and resources within emergency events, takes critical leadership effort, experience, and education to operate (Dillard & Layzell, 2014).

In a concurrence, the events of September 11, 2001, led to the introduction of the National Incident Management System (NIMS) through the U.S. Department of Homeland Security (Alamdar et al., 2016). In contrast, NIMS is a comprehensive form of the Incident Command System that safety managers and administrative officials can use with any safety organization in emergency management nationally (Dillard & Layzell, 2014). Safety incidents of any nature will have political ramifications to many degrees (Su, Luo & Huang, 2015). In contrast, political obstacles occur during safety incidents, follow both horizontal and vertical directions (Caruson & MacManus, 2012). In contention, personal agendas of politicians may come into play at different levels (Su et al., 2015). The key to success in high-profile safety incidents is keeping focused on the situation and devising ways to include political officials without disruption is paramount (Dillard & Layzell, 2014).

The differences in two types of managers involved testing three areas: leadership style, decision-making style, and motivation profile (Spekle & Verbetten, 2014). Business leaders viewed tests’ data interpretations differently (Spekle & Verbetten, 2014). In contrast, the political arena is a businessperson’s best ally or worst enemy (Demiroz & Kapucu, 2012). In a conclusion, both types of managers were significantly different in their leadership styles, but similar in behavior patterns (Spekle & Verbetten, 2014). Moreover, the main similarity was intuition as their main decision-making function (Spekle & Verbetten, 2014).

Politics occur daily in businesses and can be positive or negative (Demiroz & Kapucu, 2012). In contention, negotiation is a major factor in business, ranging from operational decisions to gaining new contracts (Brenzel, Gartner, & Schnabel, 2014). In concurrence, business managers must find a way to align with the correct political people within and outside their businesses to meet their operational objectives (Speckle & Verbetten (2014).

Business leaders of any industry handle the financial welfare of their department or company (Keefe, 2012). Motivation on the business leader’s part is paramount to the success of the company (Ticu, 2013). In an illustration, budgetary processes vary from organization to organization, mainly focusing on who gets what based on the motivation and skill of the leader (Fitzgerald & Giroux, 2014). Moreover, business leaders follow a process for establishing and ratifying their budgets (Keefe, 2012). In contrast, governmental structures provide different perspectives and ideologies of budget allocations (Caperchione, Salvatori & Benghi, 2014).

In an analysis of safety budgeting, the focused on the political climate involves two essential services, police, and fire (Fitzgerald & Giroux, 2014). In contrast, managing safety organization’s budget in both private and public sectors requires leaders to remain motivated and fiscally responsible, regardless of public opinion (Fitzgerald & Giroux, 2014). In a variation that municipalities have an individual socioeconomic position in that, their needs differentiate from other divisions (Fitzgerald & Giroux, 2014). Moreover, motivation by business leaders to focus on the needs of the company rather than their personal needs is paramount (Purvis et al., 2014).

In an examination, unsustainable state budget habits and basic concepts that contributed to budget deficits (Caperchione, Salvatori & Benghi, 2014). In contention, basing future forecasts on a healthy economic environment is a disservice to the market in that recessions contribute to oversight (Balsas, 2014). In an analysis of operational performance in the U. S. rail system attempted to establish a relationship of the business leadership motivation of risk to financing (Mallikarjun, Lewis, & Sexton, 2014). One of the keys to success is for policy makers not to overstate revenue capacities based on the current situation (Caperchione, Salvatori & Benghi, 2014).

A comparison and contrast between less public funding and optimized operational effectiveness revealed the critical difference in priorities (Mallikarjun et al., 2014). In a variation that focuses on serving, the public should be the first and foremost priority (Kim et al., 2013). Analytical business people should hold such positions because of their ability to lead team performance in prioritization (Mallikarjun et al., 2014).

Business leader motivation and performance linked to the economic condition of the country that affects bonds in the business community (Hubrich & Tetlow, 2015). Motivated business leaders use bonds for funding infrastructure projects that include safety organization from federal investment programs (Herrmann, 2012). In an illustration of business leader motivation revealed this motivation leads to innovation in overall corporate responsibility (Korshun et al., 2014). In contrast, a variation that the business leadership skills of the overall health of the financial industry might have an impact on the overall credit lending to businesses (Hubrich & Tetlow, 2015).

Funding in both the private and governmental sectors arrive in many different forms and derive from diverse business leadership skills (Hubrich & Tetlow, 2015). The aviation reauthorization of 2011 provided uncertainty in federal matching funds that caused a trickle-down effect to public safety budgets (Landers, 2011). In contention, the uncertainty of matching funds affected public sector bond costs (Hubrich & Tetlow, 2015). Fiscal management directly relates to the overall business leadership in the financial condition of the aviation safety industry (Hubrich & Tetlow, 2015).

Weaknesses of the capital budgeting process involve a portion of political influence (Halachmi, 2012). In a contention that citizens preferred budgetary reductions in safety areas resulted in either increased or decreased allocation for services (Nollenberger, Maher, Beach, & McGee, 2012). The results of the study were reduced quality but was not a contributing factor overall (Nollenberger et al., 2012). In contention, the personal motivation of public service employees to provide quality is the key to maintaining a positive image for public support (Lau & Roopnarain, 2014).

Communications at both high and low levels of business and public service are the key to success (Ticu, 2013). In contrast, the micro perspective of miscommunication and the dynamics of public administration reflect on the motivation of leadership (Halachmi, 2012). In a concurrence, because of the multiple levels of public administration, leadership in communication breakdown is certain (Callier, 2014). Citizens cannot adequately measure the quality of safetys because of their lack of knowledge (Nollenberger et al., 2012).

In a study that involved two-safety organizational case studies, a police case, and fire department case, both had shortcomings that did not have the opportunity of corrections in the future (Halachmi, 2012). Furthermore, younger educated citizens placed a higher value on socioeconomic factors than their older counterparts (Nollenberger et al., 2012). In contention, budgetary constraints affect regulatory agencies up to and including bonds and employees (Skeel, 2013). Budgeting for the future is difficult as nonemergency environments are standard business models, but unexpected emergencies will affect the fire department’s bottom line (Sheu & Pan, 2014).

Business and political leaders must be cognizant of their operating budgets and plan for unexpected expenditures (Skeel, 2013). Business leaders make decisions that fund individual line items and hold others to include material (Landers, 2011). Businesses and municipalities are experiencing financial difficulties that include the possibility of bankruptcy (Keefe, 2012). Delays in purchases of equipment and infrastructure will have long-term effects on safety resources (Landers, 2011).

Preplanning should include contingency plans for emergency repair and replacement of safety equipment (Schulze, Nehler, Ottosson & Thollander, 2016). In a differentiation of managing asset practices, maintenance costs are significantly greater than operating costs in some safety organizations (Schulze et al., 2016). Projections in 2012 illustrated that 45 states were going to have budget deficits of approximately $103 billion (Keefe, 2012). Furthermore, these projections would funnel down to the local levels, affecting cities and towns in their safety departments (Skeel, 2013).

Revenue reductions occur because of cutbacks, so companies remain solvent (Balsas, 2014). Deficits can cause a reduction in services, including safety organizations or departments (Keefe, 2012). Budget reduction is necessary for companies to survive (Steyn & Niemann, 2014). Managers find creative ways to make budget cuts work and support operational effectiveness (Schulze et al., 2016). In the current economic times, business leaders must do more with less while facing the same or increasing challenges (Steyn & Niemann, 2014).

In an examination of revenue reductions in governmental safety, critical agencies showed a greater placement of the burden on the less fortunate (Balsas, 2014). Citizens in the study expected to pay for essential safety services while their local government’s revenue sharing became nonexistent (Balsas, 2014). A similar study explored the economic association with Pennsylvania municipality’s reduction in services (Trussel & Patrick, 2012). Revenue reductions in local governments result in service consolidations and therefore staff reductions (Balsas, 2014).

A need exists for active motivation in business leadership skills by municipal managers, including police and fire chiefs (Trussel & Patrick, 2012). In an examination of financial cuts in the United Kingdom’s safety service delivery, private sector counterparts became part of the contingency plan to fill the gaps in discontinued services (Nash, 2012). In contrast, budgets are working documents that company leaders use as an operational tool for planning (Steyn & Niemann, 2014). Furthermore, business leaders must continually perform an analysis of variables and management techniques to support business operations (Trussel & Patrick, 2012).

In postulation, the quantitative analysis demonstrated results that showed high-capital expenditures tend to lead to economic distress (Trussel & Patrick, 2012). In a concurrence regardless of the business leaders should be cognizant of costs (Schulze et al., 2016). Furthermore, leaders should have preventative maintenance programs in place to extend the life of mechanical assets and reduce excessive breakdown costs (Schulze et al., 2016). In a study involving protective service budgets emphasizing fire and police, the use of an empirical model with cross-sections nationally included both bargaining and non-bargaining units (Brenzel et al., 2014). In conclusion, to the protective services study, the only distinct difference in the two groups was the motivation of leadership to increase efficiency (Brenzel et al., 2014).

In an examination of the effects of centralized and decentralized response structures revealed structures that have advantages and disadvantages and cost attached for training (Sheu & Pan, 2014). In contention, nonwage issues that face public safety managers affect budgets (Brenzel et al., 2014). Moreover, nonwage issues correlate directly to the motivation of leadership in the company (Brenzel et al., 2014). In an analysis of fiscal sustainability of small parties because of the economic status in the United States, public leaders reported that a reduction in sales tax revenue and property value continued while employee costs increased each year (Steyn & Niemann, 2014). Moreover, companies continually search for economical alternatives to personnel costs that include moving the company out of the country for cheaper labor (Steyn & Niemann, 2014). In contention, bankruptcy is an alternative for financial distress in both private and public sectors (Skeel, 2013). Another variation concluded that financial distress and personnel issues lead to complicated labor relations with both employees and their unions (Steyn & Niemann, 2014).

Labor relations play an important part daily business and require a different leadership motivation (Lilian, 2014). Labor representation presents a different form of motivation and performance for both employees and their leaders (Lilian, 2014). Pay and benefits are usually the highest priorities of any labor negotiation (Reilly, 2013). In contrast, business owners’ and public agencies’ contributions to their employees’ total compensation in 2009 were 34.1% and 26.1% (Lewin, Keefe, & Kochan, 2012).

In an examination of the volatile area of restructuring, public employee’s income and benefits are in the forefront (Reilly, 2013). A conclusion indicated that pay and benefits did not cause the recession but were contributing factors (Reilly, 2013). Moreover, leaders of regulatory agencies were in a quandary with balancing budgets to the point where they failed to contribute to retirement funds borrowing money, which further created deficits (Reilly, 2013). In a variation that collective bargaining and unionized workforces encompass businesses to the point where business leaders spend the majority of the time addressing union issues and not focusing on financial issues (Rumsey, 2014). Moreover, business leaders that are not motivated to limit time with union issues suffer financial deficits later (Rumsey, 2014).

In a dissension that public sector workers accepted public positions and the reduced wages for more favorable benefits to include retirement packages (Rumsey, 2014). In an illustration that the original budget repair bill of 2011 in Wisconsin, the governor removed collective bargaining (Lewin et al., 2012). Following suit, governors across the country introduced legislation that changed collective bargaining through elimination in some states (Lewin et al., 2012). In contention, once the communication breaks down, services and production suffers from both management and labor at different ends of the spectrum (Reilly, 2013). In a concurrence, the concept of coalition bargaining worked on two occasions resulting in favorable outcomes for both management and the workforce (Lewin et al., 2012).

In an analysis of responsibility levels of safety organizational leaders, a comparison and contrast of the responsibilities focused on 200-fire chiefs to ascertain responsibility priorities through empirical studies (Rumsey, 2014). In conclusion, increasing responsibilities of safety leaders also increased specialized training (Rumsey, 2014). In contrast, the elimination of collective bargaining in some states involved new procedures and additional responsibilities for business managers including fire chiefs, which reduces productivity (Lewin et al., 2012).

The use of asynchronous computer-mediated communications allows multiple conversation threads at the same time rather than the usual protocol of taking one’s turn to speak (Iorio & Taylor, 2015). In contrast, another issue rises with the asynchronous computer system, internet non-connectivity outages (Morand & Merriman, 2012). Moreover, the administration of human resources functions that includes disciplinary actions, benefit issues, and overall assistance will task managers at a higher level (Morand & Merriman, 2012). In contention, the asynchronous computer system serves the purpose of meeting facilitation but does not have the human interaction (Iorio & Taylor, 2015).

In an analysis of the equality theory, human resource management focused on the traditional business model and the humanistic approach (Morand & Merriman, 2012). Furthermore, a humanistic approach is non-existent in a virtual world; thus, employees rely on trust, which challenges business leaders to motivate from a distance (Morand & Merriman, 2012). Successful virtual teams rely on comfort levels of safety, low risk and reciprocal trust across the team (Iorio & Taylor, 2015). In a variation, employees from different time zones and cultures make current challenges greater (Morand & Merriman, 2012).

In a concurrence, despite the negatives, virtual team trust created by employees contribute to projects through on-time deliverables (Lilian, 2014). Sharing information with the team assists team members with roadblocks, thus accepting an additional risk (Lilian, 2014). In a contention, a variation that hierarchical status in companies along with equalities and equities, showed that the leadership of these companies focused on materialistic items (Morand & Merriman, 2012). In contrast, employees should receive equal treatment, regardless of the separation between management and the workforce (Iorio & Taylor, 2015). Business leaders struggle with the motivation of their labor forces whether union or nonunion (Lilian, 2014). In a concurrence, keeping the workforce focused and motivated is a continual challenge for business leaders (Morand & Merriman, 2012).

In a dispute, companies in financial distress have added a burden to their employees, and retention, trust, and loyalty become issues (Lilian, 2014). In contention, business leaders who take the humanistic approach to labor negotiations have favorable results by paying attention to the employees’ needs, which projects a positive image (Morand & Merriman, 2012). In a variation, labor relations may deteriorate with the hint of organizational change because of the lack of motivation to improve business skills (Lewin et al., 2012).

Organizational change is healthy for companies because change introduces new ideas (Kasdan, 2015). An analysis of influences of CEO’s tenure revealed performance affected the outcome of their organizations (Souder, Simsek, & Johnson, 2012). In contention, the perceptions of chief administrative officers of cities illustrated different opinions ranging from a well-prepared threat perception to a quiet sense of threat perception derived from business leadership skills (Kasdan, 2015). A conflict of identified CEOs, founder CEOs and agent CEOs revealed that the founder’s tenure begins at the inception of the company (Souder et al., 2012). In contrast, an agent is at the mandate of the board of directors (Souder et al., 2012). Moreover, expansions of companies require development and new market direction influenced by CEOs’ strategies and motivation thus requiring business plan adjustment (Souder et al., 2012).

In contrast, the use of surveys to measure various aspects of a business plan or emergency management preparedness plans may reveal new emerging data (Kasdan, 2015). Furthermore, misperception of threat levels can lead to underfunded and inappropriate support for response forces in the business sector or safety teams (Kasdan, 2015). In postulation, leadership and well-informed management can elevate the misperception shortcomings through education and increased business leadership skills (Souder et al., 2012).

The business environment changes in different ways that include cost saving organizational changes such as virtual teams (Artinger, Petersen, Gigerenzer, & Weibler, 2015). In the identification of CEO-impact, an argument to the variation that two different CEOs influenced change in their organizations (Souder et al., 2012). In an illustration, company leaders learn from their experiences that involved measuring the heuristics of six technology ventures. Moreover, the emergent theoretical framework showed that firm leaders do see from heuristics (Artinger et al., 2015). In a study involving evaluation of participatory decision process and practices to avoid and best practices, Kaufman et al. (2014) illustrated that stakeholders learn from mistakes by reviewing the methods taken to mitigate the situation. Psychological strategies and repetitive heuristics contributed to the companies’ competitive advantage (Artinger et al., 2015). Maintaining integrity, admitting one’s mistakes, and learning to improve performance, are necessary for change (Kaufman et al., 2014).

In a dispute, people are naturally resistant to change as resistance increases when introduced to the workplace (Stam, Arzlanian, & Elfring, 2014). Furthermore, businesses encounter change regularly, including organizational change, which puts people on the defensive outside their comfort zones (Kaufman et al., 2014). In contrast, climate change in companies and their overall impact on operations expound on the theory of massive discontinuous change in organizations (Winn, Kirchgeorg, Griffiths, Linnenluecke, & Gunther, 2011). In contention, organizational change is necessary for companies to succeed and change the industry and economy (Lang & Ohana, 2012).

In an examination, four areas of climate change illustrated the relationship to organizational change: sustainability management, crisis management, risk management, and adaptive organizational change (Winn et al., 2011). In contrast, the key to success is for leaders to manage change in a positive way that benefits all parties involved (Kaufman et al., 2014). In argument, change involves implications, and there is a constant need to assess the discontinuous change (Winn et al., 2011). Assessment and changes enhance management education and provide data for sound decision making (Winn et al., 2011). Moreover, managing with levelheaded decision-making is paramount to business success (Winn et al., 2011). Business leaders need to acquire techniques for conveying decisions in a positive manner (Kaufman et al., 2014).

In an analysis of positive communication skills, business personnel used these skills to announce difficult news (French & Holden, 2014). In an illustration that the creation of confident delivery and mitigation of bad news in a positive manner is paramount to the credibility of the company (French & Holden, 2012). In a dispute, confident delivery alone does not mitigate unpopular news (Lasakova & Remisova, 2015).

In a theoretical analysis of responsible business leadership, many high-profile incidents warranted direct intervention (Lasakova & Remisova, 2015). In contention, communication in proper context is appropriate no matter what venue (French & Holden, 2012). Ethics and personal responsibility must be at the forefront to ensure success (French & Holden, 2012). In postulation, responsible leadership fosters ethical behavior and changes with new demands on organizations and development (Cicala, Bush, Sherrell, & Deitz, 2014). A contention of ethical behavior fills the gaps in existing management and actual practical leadership (Lasakova & Remisova, 2015).

In a dispute, responsible management contends with the individuals’ values, virtues, and moral decision making (Lilian, 2014). In a concurrence, leaders of companies must cultivate and maintain a positive relationship with employees prior to and during a crisis (French & Holden, 2012). A comparison and contrast, responsible leadership includes social capital with similar theories that included stakeholder, ethical, servant, authentic, and transformational leadership (Lasakova & Remisova, 2015). Moreover, in an investigation of social capital effects as it related to safety performance and organizational change, social indexes based 14 variables drawn from the General Social Survey (Stam et al., 2014).

In an argument, the use of social capital in safety organizations such as disaster preparedness, emergency medical services, and the pre-hospital field is paramount to success (Su et al., 2015). In contention, death rates included the measurement of nationwide rates against engagement and non-engagement rates with the public providing safety motivation (Stam et al., 2014). Furthermore, safety organizations interaction with the public using social capital reduces fatality rates (Stam et al., 2014). In contrast, memorandums of understanding provide critical parts of mutual aid agreements that include relevant agencies, including safety organizations through social capital, and motivated leadership (Dillard & Layzell, 2014). In a dispute, a need exists for further research about safety management and the social interaction between safety organizations and the public (Stam et al., 2014). In a concurrence, emergency operation centers and unified command structures are necessary for the successful management of incidents (Su et al., 2015).

Crisis mitigation occurs in safety and the business organizations (Dillard & Layzell, 2014). During crisis situations, there has to be a methodically organized process for the management of incidents (Dillard & Layzell, 2014). In an exploration of networking, qualitative cases revealed that the centralization of management is paramount to the success of the safety tasks (Wang, Qi, & Wang, 2014). In an exploration of disengagement of corporate elites from public efforts revealed that corporate elites might influence the judgment of public officials through intimidation of their success (Cicala et al., 2014).

Corporate business and safety management operate with some similarity in that the optimum is a balance between centralized leadership and public involvement (Wang et al., 2014). In contrast, the importance of a business’s interaction with communities will present trends that indicate less interaction (Cicala et al., 2014). In contention, network diversity in a variety of organizations working together from different disciplines creates a cohesive management structure (Wang et al., 2014). Each crisis will be ever changing requiring the management team to shift objectives and tactics (Wang et al., 2014). In a concurrence, the key to success in crisis mitigation is organizational development and the ability to change directions with the changing situation (Stam et al., 2014).

Organizational development is not limited to the structure of a safety organization (Cicala et al., 2014). Growth of nonprofit employers and several foundations over the years outweighed the private for-profit safety organizations (Cicala et al., 2014). In a concurrence, public organizations partnering with private safety organizations and nonprofit organizations are essential in developing networks of influential alliances (Stam et al., 2014).

In a dispute, chief executive officers of safety organizations are starting to align themselves less with mayors and more with governors because of the political horsepower of the office (Cicala et al., 2014). Political alliances may lack in substance when a business operates in a virtual world (Lang & Ohana, 2012). Organizational change requires business leadership to motivate employees worldwide that may have many virtual teams to use consistency thus reducing start-up time for projects (Lilian, 2014). In postulation, there is an ongoing debate whether there is a disadvantage of nonverbal signals through body language in a virtual team environment compared to face-to-face meetings (Lang & Ohana, 2012). In contrast, virtual teams have a distinct advantage of being multicultural diverse (Lilian, 2014). Moreover, operating in separate locations across the country or world allows members to be frank without the stigma of face-to-face meetings (Lilian, 2014).

Organizational change has positives and negatives in the overall process (Souder et al., 2012). In a study of the theory of a fashionable model for organizational change, an examination of four dangers associated with businesses showed different business leadership approaches in this process (Lang & Ohana, 2012). In contention, organizational change requires that all levels of business regardless of the management position apply a method that produces favorable results (Winn et al., 2011). In contrast, research including the limits of management fashions in organizational change, which consisted of avenues and implications, tend to identify management practitioners (Lang & Ohana, 2012).

In contention, businesses throughout the world go through an organizational change in different manners with their set of complications (Souder et al., 2012). Businesses that encounter organizational change are subject to different levels of change and scrutiny (Stam et al., 2014). In a concurrence, changes also include the motivation of personnel to move the organization forward (Lasakova & Remisova, 2015). Organizational change involves more than changing the shape of the of the business environment (Steyn & Niemann, 2014). Moreover, maintaining business integrity through motivating business leadership skills, and sustainability change is paramount to success (Steyn & Niemann, 2014).

engage in the sustainability planning at the Auckland Airport because the engagement of students provided theoretical thinking and introduced practical ideas (Kearins & Fryer, 2011).

A contention involving safety leaders struggle to integrate business sustainability efforts while tied to an economic benefit and budgetary constraints (Bakos, 2014). Furthermore, safety leadership in SMEs exhibited an informal approach to business sustainability efforts with an entrepreneurial, creative center (Bakos, 2014). Leadership takes many approaches in business regardless of organizational development or sustainability where ethics is at the center of business transactions (Birasnav, 2014).

Research in strategic management focused on ethics with the business portion decreasing (Steyn & Niemann, 2014). Moreover, stakeholders measure the areas of ethical strategy and values separately, but the areas work together (Steyn & Niemann, 2014). In contrast, transitional management framework provides an ethical vehicle that influences and prepares the process for the organization (Birasnav, 2014). In contention, ethical behavior lacks in the business process and should be linked to three types of new roles conceptualized strategic, tactical, and operational management (Steyn & Niemann, 2014).

Sustainability change measures value creation (Steyn & Niemann, 2014). Moreover, sustainability change addresses issues separating social and financial performance of businesses (Steyn & Niemann, 2014). Organizational business leaders need to maintain a sense of flexibility and stability for transitional management to be successful (Birasnav, 2014). In contrast, the idea of environmental sustainability being a part of economic power may include a new set of problems for transitional business management (Steyn & Niemann, 2014). Furthermore, the concept of transitional management assists organizations to build upon the coexistence of companies and their environments (Birasnav, 2014).

One of the vital parts of sustainability change is the preparation of maintenance for constant business Informational technology (IT) systems (Henfridsson & Lind, 2014). In postulation, information technology, and sustainability focused with IT infrastructure increase the efficiency and reduce greenhouse gasses produced by IT activities (Nowduri & Al-Dossary, 2012). An examination of the management of the IT world about business and its footprint on the environment revealed a need to develop environmental stability of IT (Henfridsson & Lind, 2014). In a concurrence, safer eco-friendly parts and accessories are necessary to reduce the IT footprint on the environment (Cuadrado-Ballesteros, 2014).

Information and its dissemination methods through IT vehicles need to be transparent (Cuadrado-Ballesteros, 2014). In contention, businesses regardless of the industry should operate in a continuous transparent manner (Birasnav, 2014). In contrast, the major hurdle to overcome is to be transparent, embedding ethics into software development and design about different disciplines (Cuadrado-Ballesteros, 2014). In a study of multinational SMEs, identifying sustainability factors in day-to-day operations. Moreover, with positives identified there are costly challenges associated with the sustainability of business IT systems in SMEs (Nowduri & Al-Dossary, 2012).

The sustainability of a business relies on the management of business IT systems, software, and proper disposal of materials (Nowduri & Al-Dossary, 2012). In contrast, good consumer habits identified in personal computers are no longer a luxury but have become a daily item of necessity (Henfridsson & Lind, 2014). In an illustration, implementation in business IT systems drives the force for business and environmental sustainability. In a dispute, the point of disposal cost affects the business’s bottom line (Henfridsson & Lind, 2014).

In a concurrence, the cost of CO2 emissions and the related costs of the fossil footprint affect the sustainability of businesses and information systems (Watson, Corbett, Boudreau, & Webster, 2012). A business existence must function beyond the years of their original inception into their industry (Ameer & Othman, 2012). In contention, business sustainability equates to a combination of an informational approach and a consideration of the impact of those strategies (Watson et al., 2012).

In a dispute, business sustainability could range from a business footprint to modifying operations for efficient operation while environmental changes may include sustaining operations after a disaster (Ameer & Othman, 2012). In contrast, business sustainability is paramount to the success or failure, with modifications injected as needed while being cognizant of risk (Watson et al., 2012). The identification of risk factors in information technology poses a variation that the risk directly relates to sustainability. In contrast, risk perspectives associated with investments in IT directly affect the sustainability of the organization (Otim, Dow, Grover, & Wong, (2012).

In postulation, leaders focus on business sustainability performance at higher levels (Ameer & Othman, 2012). In a concurrence, timing is critical when predicting the downside risk for strategic and sustainable investments (Otim et al., 2012). Moreover, business leaders investing in initiatives early reduce the downward risk and become more competitive within their market (Otim et al., 2012).

The business world and the safety services have different facets of each industry but have similarities (Ayala & Manzano, 2014). In an examination, the need for advanced skills training in safety professionals that indicated professional development is the key to successful performance and motivation of employees for future management positions (Hardy & Comfort, 2014). In contrast, business competencies and barriers of small businesses showed that business owners and managers encounter barriers such as time, expense, availability, and adequate training programs (Ayala & Manzano, 2014). Furthermore, barriers inhibit progress because of a lack of resources (Ayala & Manzano, 2014).

In a contention, the results of sampling technical schools and colleges with safety service programs based on six variables revealed challenges in the universities and colleges were mainly pertaining to scheduling and courses (Hardy & Comfort, 2014). Moreover, schools and land management agencies collaborated in educating safety professionals in the preparation for the future (Hardy & Comfort, 2014). In contention, small business owners lack management skill and general business acumen (Ayala & Manzano, 2014). In postulation, leaders can hone their decision processes through practical training sessions that equate to their company’s objectives and direction (Hardy & Comfort, 2014).

An examination of the aviation industry in India revealed the key to business growth is training sponsored by senior management (Hibbert & Cunliffe, 2015). Training consists of different forms that enhance employee’s performance, but must work in unison with experience (Dillard & Layzell, 2014). In an examination, the decision-making process of three-decision interfaces using three scenarios that included two groups with experienced and less experienced incident commanders (Perry, Wiggins, Childs, & Fogarty (2012). In postulation, the use of decision support devices reduced cognitive demands, with significant differences between experienced and less-experienced safety leaders about their analytical skills (Perry et al., 2012).

In contrast, the support of senior leadership was key to the success of sponsoring on-the-job and business-sponsored degree programs that included bachelor and master of business administration (Hibbert & Cunliffe, 2015). Business and daily operations have a certain level of risk (Hardy & Comfort, 2014). In a qualitative study focusing on the theories of risk taking, firefighters participated in interviews ranging from 45 minutes to three hours examining training to include the death of a coworker (Desmond, 2011). In a concurrence, advanced training for top management personnel of a business and safety organizations will decrease the risks taken at emergencies (Perry et al., 2012).

Safety organizations and general business involve high risk because of unanticipated consequences of human error occurs without notice (Desmond, 2011). Education is essential for daily operations whether personal or on the job (Hardy & Comfort, 2014). In a concurrence, specialized training in the area of incident debriefing assists safety organizations and business personnel mitigating tragedies (Desmond, 2011).

Businesses function on a daily basis with leaders making decisions that affect the overall health of their organization (Hibbert & Cunliffe, 2015). In contrast, education works in unison with experience in that both work together for positive results (Desmond, 2011). In contention, the lack of education and motivational business skills may be detrimental to any company (Hibbert & Cunliffe, 2015). In postulation, a business fails because of poor decisions by leaders because of a lack of knowledge (Desmond, 2011).

Businesses incorporate social change with both positive and negative adjustments (Saetrevik, 2015). A study of the effects of social capital revealed social capital as a relationship to entrepreneurial performance (Stam et al., 2014). Moreover, employees have a sense of belonging need to their organization in that social capital meets their needs (Stam et al., 2014).

Furthermore, volunteer safety workers average three days of work per month, which allows ample time for recovery from stressful calls (Stam et al., 2014). In contrast to the demands of career safety, critical workers have a shorter recovery time (Saetrevik, 2015). In a contention, regardless of the recovery time, volunteers away from work may not take advantage of the support services as their career counterparts (Stam et al., 2014). Volunteer safety workers often take the role of entrepreneurs by intermixing into social change; they belong to both corporations and municipalities

In contrast, the duties of firefighters are demanding to the point where critical incident stress and psychological issues arise through the normal responses to emergencies affect the functionality of their organization (Saetrevik, 2015). Moreover, the challenge is to provide essential social change in services and support preventive measures to protect safety workers (Saetrevik, 2015). Further study is in order about safety management and the social interaction with the public (Stam et al., 2014).

Social change involves many facets of the business world thus affecting daily life (Santos, 2012). In contrast, the need for social change in safety organizations by providing employees with improved conditions and situational awareness (Chittaro & Buttussi, 2015). Safety air traffic is increasing in record numbers and currently operating at 150% of its designed capacity, which creates a safety situation (Chittaro & Buttussi, 2015). In postulation, the conceptual framework of the growing phenomenon of social entrepreneurs showed that social entrepreneurs affect business by redirecting resources to sociobusiness problems (Santos, 2012).

In contention safety, critical employees create social change in critical situations that include using the same sources for weather, awareness of forecasts, improved fuel planning, and divert strategies (Chittaro & Buttussi, 2015). In a concurrence, the difference between commercial entrepreneurs and social entrepreneurs in safety situations is the focus of the latter is on creating value for society (Santos, 2012).

Social change in safety organizations is, and ongoing endeavor is improving safety for both safety personnel and the people they serve (Krasuski, Kreski, & Azowy, 2012). In an analysis of changes, the Federal Aviation Administration (FAA) geared toward enhancing safe environments as a high- reliability organization (Gillen & Morrison, 2015). The FAA accomplished this task by creating social change through standardizing operations with low-error margins (Gillen & Morrison, 2015).

In contrast, the efficiency of operations relies on the managers and their motivation to perform at a higher level (Krasuski et al., 2012). Moreover, Krasuski et al. examined safety commanders in Poland illustrating a standard time spent on similar emergency scenes (Krasuski et al., 2012). The standard time spent on emergency scenes appeared to be common practice with no motivation to improve performance (Krasuski et al., 2012).

In contention, social change in business may be reinforced through collected data from an automated system using the regression of time distribution (Gillen & Morrison, 2015). Contrasting views of repeat decision making illustrates that the safety leaders and business owners are confident, thus creating efficient social change in the organization (Krasuski et al., 2012). In contention, ensuring error intolerance would include installing safeguards such as training, regulatory structure, personnel requirements, decision structure, safety prioritization, competency standards, and funding (Gillen & Morrison, 2015).

Social change is an ever-changing environment, and companies adapt to changes on a daily basis (Stam et al., 2014). In contrast, social change in business can range from employee behaviors to corporate policies (Santos, 2012). Disputing views include employee safety and working conditions rank high in the business environment, which contributes to the financial impact on businesses (Gillen & Morrison, 2015). In a concurrence, business leaders make adjustments through a variety of factors that include product improvements, market changes, cultural changes and political changes (Santos, 2012).

The body of literature contained within the literature review related to business competencies and the managerial effects of business leaders. The information in Section 1 included the foundation of the study and exploration into the relationship of business competencies and the managerial effect of business leaders. The theories examined in the literature review the history of the problem, motivation, leadership, politics, economics of motivation, labor relations, organizational change, sustainability, training for performance, and social change.

Section 2 includes a discussion of the purpose of the study, my role as a researcher, and my selection of participants in the target area. The research discussed in Section 2 includes method, design, data collection and analysis procedures, and reliability and validity of the research. Section 3 will conclude with the results from data collected through interviews, conclusions, how the study is applicable to professional practice, implications for social change, and personal recommendations.

Business leaders handle operational, fiscal, and critical safety performance (Steyn & Niemann, 2014). The area of critical safety performance affects both operational and fiscal performance of the organization (Trussel & Patrick, 2012). The focus of my study is to fill the gaps in the business leadership skills needed for motivating safety performance (Desmond, 2011).

The business problem I identified is some safety managers lack the leadership skills to motivate safety performance. In section 2, I will identify the role of the researcher and the selection of 20 participants that meet specific criteria related to the population and sampling for my proposed study. Moreover, section 2 will include the specific areas of research methodologies, research design, ethical research practices, data collection, data analysis procedures, and the reliability and validity of the research about my study.

The purpose of the proposed qualitative single case study is to explore the leadership skills safety managers use to motivate safety performance. The population for the proposed study consists of retired or former safety leaders that successfully managed safety operations in the Great Lakes region of the United States. This study will contribute to social change in business by saving lives through the motivation of business leaders. Motivating business leaders in their management skills improves the awareness of safety and reduces the risk for the organization (Dillard & Layzell, 2014).

The role of the researcher in the data collection process using a qualitative study is to collect valid and reliable data (Yin, 2014). The main objective of the role of the researcher will be interviewing and observing participants (Marshall, Cardon, Poddar, & Fontenot, 2013). Researchers use the qualitative method, explore phenomena as they occur, and provide an interpretation of the meanings (Merriam, 2014). Collecting data for this study will involve interviews with retired or former business leaders (Marshall et al., 2013).

I have significant related experience to proposed study topic. I worked as a manager in a safety industry for the past 28 years. During my career, I collaborated with decision makers in the areas of business strategy, business plan development, innovation, organizational restructuring, and service increases. I managed various levels of safety organizations at different levels. During my tenure in the senior management positions, my responsibilities included motivating personnel at every level.

The purpose of the Belmont report is to (aparticipants by treating everyone equal through a structured procedure (Yin, 2014). Furthermore, the researcher must respect the privacy of the participants by referring to them as participant 1 and so forth (Denzin & Lincoln, 2011). Finally, the researcher must maximize the possibility of benefits from the interviews and minimize the possibility of harm to the participants (Brakewood, & Poldrack, 2013).

Interviews must have a sense of order, which includes the establishment of an interview protocol (Denzin & Lincoln, 2011). I will disclose the interview questions that will consist of the same questions for each participant. Providing the same questions will maintain the continuity and integrity of the study (Merriam, 2014). The Belmont report based on research focuses on protecting the participant’s human rights (Brakewood, & Poldrack, 2013).

I will mitigate bias and view data from a personal lens by ascertaining the participant’s industry, former levels of managerial responsibility, and experience (Yin, 2014). I will take steps to ensure that I maintain complete privacy throughout the study. The measures of this portion of the study will not include any mention of names, organizations, or anything that creates a breach of confidentiality. I will reinforce that the entire process is confidentiality, and they will receive a summary of my study upon request. The information provided would further inform the participants that they can opt out of the study at any time. Each participant will voluntarily sign an informed consent form prior to the study and will know that the study will involve audio recording the interviews.

The rationale for an interview protocol is for the researcher to explore the phenomena from lived experiences and areas of opportunity and provide an interpretation of the meanings (Merriam, 2014). An interview protocol is used for maintaining continuity and integrity of the study (Marshall et al., 2013). The main objective of the , 2014).

The eligibility criteria for study participants in the proposed study are former or retired safety managers that successfully managed safety operations in the Great Lakes region of the United States. The requirement for research involves a population with purposeful sampling based on the researcher’s analysis and criteria of the study (Yin, 2014). The population for the proposed study consists of retired or former business leaders that managed safety organizations in the United States (Yap & Webber, 2014). Safety organizations will be appropriate because of their similarity to SMEs (Chittaro & Buttussi, 2015).

The strategies for gaining access to participants begin with establishing working relationships, which are paramount to the success of the qualitative process (Yin, 2014). I will contact prospective participants via telephone to ascertain their interest in participating. Initial contact is the first step in fostering a positive working relationship (Denzin & Lincoln, 2011). Initial contact is necessary to establish my purpose and field any questions about the study or my intentions (Yin, 2014). I will send an email to interested potential participants and attach a copy of the consent form with specific instructions for their review and return. At the meeting place, I will have a casual conversation with the participants to set them at ease and establish rapport (Marshall et al., 2013).

The participants must align with the overarching research question by meeting the eligibility criteria. The criteria established for my study will ensure that the participants meeting the criteria will have the necessary background and experience to answer the interview questions (Yin, 2014). The main objective is to answer the research question using the interpretations of the data collected (Miles et al., (2013).

The specific research method of the proposed study is qualitative. Research methods and designs are necessary to maintain a logical order of research studies (Yin, 2014). Research methods are the framework that researchers use to satisfy the requirements of their studies (Marshall et al., 2013). Research designs are the precise manner in which the researcher applies the methods (Fattahi et al., 2015)

Research consists of qualitative, quantitative, and mixed methods (van Griensven et al., 2014). Quantitative methods would not be suitable because they involve measuring relationships through statistical equations and would not be appropriate to solve the problem statement (Bernard, 2013). Mixed methods would not be suitable because it will cause redundancy by using two methods to solve the problem statement (Ahmedshareef, Petridis, & Hughes, 2014).

Qualitative methods address the phenomenon by using open-ended questions through data collection, data analysis, and forming conclusions (Yin, 2014). The qualitative method is the chosen method because interviews enhanced by open-ended questions illustrate actual body language and openness from participants (Marshall & Rossman, 2011). Data acquired through to form logical conclusions (Denzin & Lincoln, 2011).

Based on the decision to use the qualitative methodology, the design of the proposed study is the case study design (von Bertalanffy, 2009). Five designs received consideration, including narrative, ethnographic, grounded theory, case study, and phenomenological (Yin, 2014). The case study method would be appropriate for this study because the problem has no time limit or activity limits, which can continue (Marshall & Rossman, 2011). The case study design allows for deeper exploration of the phenomena by analyzing data with multiple windows (Yin, 2014).

Using multiple windows allows new factors to be revealed with complete understanding (Marshall & Rossman, 2011). Business leaders may answer my interview questions with complete honesty. Along with honesty is Epoché, which includes setting aside preconceived ideas and biases (Moustakas, 1994). Researchers use honesty to explore a question for a deeper understanding (Yin, 2014). The case study approach includes experiences of participants on why they made the managerial decisions, and the implementation of those decisions (Yap & Webber, 2014).

The narrative method would not be appropriate because the problem does not address the lives of individuals (Denzin & Lincoln, 2011). Ethnographic methods are inappropriate because the problem does not involve groups of people in their natural environment (Marshall & Rossman, 2011). Grounded theory methods would be inappropriate for this study because they would not measure data emerging through comparing and contrasting other groups (Denzin & Lincoln, 2011). The phenomenological design would not be appropriate because the study will include the lived experiences of participants who may project personal bias instead of facts (Moustakas, 1994).

During the proposed case study, controlling saturation will be of paramount importance (Bernard, 2013). Data collection in the same manner for each participant will maintain the study’s integrity (Denzin & Lincoln, 2011). I will collect data until saturation occurs (Denzin & Lincoln, 2011). There is a possibility that the stated number of participants of 20 may not achieve saturation, I will continue until data saturation occurs (Granot, Brashear, & Motta, 2012). Continuing beyond the stated number of participants will ensure that there are no gaps exist (Bernard, 2013).

Populations consist of groups of individuals with similar characteristics, which may be in different locations (Yin, 2014). Safety organizations have similar populations and challenges that accompany each region, with similar business resources in their repertoire (Sambasivan, 2012). In essence, managing the business section of safety organization offers the same challenges of an SME (Sambasivan, 2012).

The sampling method I will use is the purposeful method. In this method, researchers use their judgment for selecting participants (Yin, 2014). The technique in purposeful sampling method is studying the lived experiences of participants (Shrestha &Joshi, 2015). Studying the lived experiences of participants may lead to the discovery of additional data on the research question (Shrestha & Joshi, 2015).

The participants for the proposed qualitative case study will consist of 20 retired or former business leaders that managed safety organizations within the Great Lakes Region of the United States (Yin, 2014). Three similar studies served as a justification for the sample size of this study. One study involved interviewing 20-business executives using open-ended questions in a study involving business ethics (Marsh, 2013). The second study involved examining business operational guidelines of nurse managers in a qualitative study in Sweden (Posey, Roberts, Lowry, & Hightower, 2014). A third-qualitative study included 20 small business owners exploring business failures (Yap & Webber, 2014). The sample size of my study will consist of 20 retired or former business leaders that managed safety organizations.

Data saturation is a major component in a qualitative study (Bernard, 2013). Researchers must be cognizant of the oversaturation of data as this can cause confusion and will hinder the study (Marshall et al., 2013). In order to ensure that data is sufficient, gaps have to be filled with emerging data from participants (Shrestha & Joshi, 2015). I will gather data to fill the gaps in the study through open-ended questions from participant interviews (Marshall & Rossman, 2011). If after interviewing the 20 participants, the data still contains gaps, I will continue to interview additional participants until I reach saturation (Mason, 2010, September).

The eligibility criteria for selecting participants consists of retired or former business leaders that are at least 40 years of age and managed safety organizations (Yin, 2014). The criteria for participants ensure that the business leaders regardless of position may participate and provide essential data to the study (Yap & Webber, 2014). Current business leaders are less likely to speak openly despite knowing that the interviews are confidential for fear of retribution (Posey et al., 2014). Furthermore, retired or former business leaders may provide greater candor because they are no longer affiliated with their organization (Posey et al., 2014).

The criteria for the selection of the interview setting will take place in a quiet setting with no distractions (Marshall et al., 2013). The ideal place will be either in the participant’s home, a private office, or by Skype. I will use either of the two methods of interviews: face-to-face or Skype based on the location of the participants. The face-to-face method is my desired method because of the live interaction with the participants. I will use the Skype method as my backup because of the lack of live interaction in the same location.

The informed consent process will begin with a telephone call to ascertain the participation in the study (Plankey-Videla, 2012). Afterward, I will review the consent forms with the participants to include specific instructions for the permission letter from their organization (see Appendix A) (Yin, 2014). The qualitative interviews will accommodate the participants’ schedule. Prior to the start of the interview, the participant will review the consent form. Upon completion of the review, I will answer any questions and ask the participant to sign the form (Bernard, 2013).

Participant withdrawal from the process will be at the participant’s discretion (Plankey-Videla, 2012). The participants may withdraw at any time if they feel uncomfortable or for any other reason by email or telephone notification (Plankey-Videla, 2012). If a participant withdraws, the same level of confidentiality will occur as if they completed the process (Posey et al., 2014). Similar studies included incentives as a small token of appreciation for the participant’s part in the study.

Throughout this study, there will be no incentives for the participants up to and including monetary, or gift cards (Denzin & Lincoln, 2011). During the initial telephone call that will involve describing the study, and that there will be no incentives for participating (Plankey-Videla, 2012). Specific details can be found on the consent form provided in Appendix A under the Privacy section, Information provided by participants will be kept confidential (Plankey-Videla, 2012). I will not use your personal information for any purposes outside of this research project (Yin, 2014). In addition, the researcher will not include the participant’s name, business name, or anything else that could identify the participant in the study reports (Posey et al., 2014).

The collected data will remain in a locked filing cabinet in my office for a minimum of five years (Bernard, 2013). The final doctoral manuscript will include an official Walden University IRB control number. Data security procedures ensure participant’s confidentiality remains secure during and after the study (Marshall et al., 2013). After five years, I will dispose of study material through a professional disposal service (Denzin & Lincoln, 2011). The disposition receipt will remain secured in the same filing cabinet in a file titled Sedlmeyer Doctoral Study.

The researcher is the primary instrument in a qualitative study that involves collecting valid and reliable data (Yin, 2014). Prior to the interview, the participants will review the consent form and I will convey that participation is voluntary with all of the rights explained. The interviews will follow a strict interview protocol located in Appendix B (Unluer, 2012). I will conduct informal face-to-face semi-structured interviews with participants using open-ended questions (Marsh, 2013). A purposeful qualitative study conducted by Marsh, involved 28 business leaders that responded to open-ended questions that explored the ethical business practices of business leaders (Marsh, 2013).

During each interview, I will follow a specific interview protocol, demographic questions, and interview questions located in Appendix B, and C, to maintain consistency and integrity of the process (Granot, et al., 2012). In each interview I will use open-ended questions, which stimulates participants to elaborate on the questions (Denzin & Lincoln, 2011). Along with the interview questions, I will document the participant’s body language and observations in personal field notes, which will serve as the secondary data collection instrument (Granot et al., 2012). The third data collection instrument I will use is the literature review section (Yin, 2014). In this section, I will conduct a thorough use of the concepts and similar procedures to reinforce my data collection (O’Reilly & Parker, 2012, May).

I will enhance the reliability and validity of the data collected through the transcription of audio interviews (Ali & Yusof, 2011). Transcription of audio interviews serves a dual purpose: dissemination of a one-page summary of the questions to participants for the verification of accuracy of their responses, and the discovery of deeper insight through member checking (Goldblatt, Karnieli-Miller, & Neumann, 2011). Upon the review and receipt of approval, I will code the transcripts for common themes (Lehmann & Heagy, 2014). The results of the interviews will appear in an Appendix D. Assessing reliability of instruments is paramount to the success of any study (Ali & Yusof, 2011).

The technique I will use to collect data will be the semi-structured interview (Yin, 2014). The consent forms and related documents will be my control prior to the interview (Cronin-Gilmore, 2012). A quiet setting without interruptions will be available where the participants can remain relaxed (Yin, 2014). This setting may be a hotel room conference room, or the participants home with privacy measures used (Lehmann & Heagy, 2014).

I will record and store raw data on the Apple iPhone 6 Plus, and standard handheld microcassette recorder, which can record voices in high clarity. I will use Dragon Dictation software to transcribe the interview sessions into a professional transcription business (Merriam, 2014). I will take notes for each interview regarding the body language and mannerisms of the participants (Cronin-Gilmore, 2012). Vague responses may warrant clarification to solicit a deeper response (Posey et al., 2014).

The advantages of the data collection technique are using two separate recording devices that will serve as a fail-safe method of maintaining accurate responses from participants (Cronin-Gilmore, 2012). Maintaining audio records along with manual notes will enhance the analysis of the study by using a methodological triangulation to compare and contrast data from different sources (Denzin & Lincoln, 2011). Disadvantages will be maintaining three separate records, IPhone 6Plus recordings, handheld recordings, and researcher notes (Yin, 2013).

I will use member checking as a two-fold purpose that may uncover new data that was unintentionally missed by participants, and validate the data collected data (Houghton, Casey, Shaw, & Murphy, 2013). During semi-structured interviews, answers may unintentionally omit information (White & Drew, 2011). Member checking will enhance the creditability of my study by reconvening participants to review their transcripts that may provide clarification, understanding, and accuracy (Parry, Rowley, Jones, & Kupiec-Teahan, 2012). Furthermore, I will use member checking to provide a summation and determine the accuracy of the participant’s responses (Bernard, 2013).

The interview process consists of the collection and management of data (Yin, 2012). I will use a culmination of organizational data tracking systems throughout the data collection process that include NVivo 10, hardbound journals, and recording devices (White & Drew, 2011). I will collect 160 responses from 20 interviews to include personal notes of each participant in a hardbound journal (Hayes & Omodei, 2011).

Organization and safe storage of data are paramount to the success of any study (Yin, 2014). Original interview notes will require safeguarding in a secured location that reflects on participant mannerisms, body language, and any pertinent information about the interview (Cronin-Gilmore, 2012). A dedicated locked drawer in my home office filing cabinet will contain a fireproof lockbox where hard copies of the research data and interview transcripts will remain secured for five years (Hayes & Omodei, 2011).

After I compare the transcribed data with the interview notes, the data organization can begin. Organization of data will involve (a) member checking, (b) maintaining and reviewing a reflective journal, (c) entering raw data into qualitative data analysis software, and (d) reviewing researcher notes (Miles et al., 2013). During the data organization process, I will identify themes, patterns, trends, and dominant topics that emerged and noted conflicting participant interpretations, alternative perspectives, and critiques (Fattahi et al., 2015)

Member checking is the first step in minimizing errors in research (Miles et al., 2013). Analysis of the data consists of verifying data integrity and quality and noting relationships between data items (Miles et al., 2013). In order to accomplish this task, I will develop a one-page summary of the research questions to presented to participants verifying the transcribed recordings and my interview notes (Goldblatt et al., 2011).

I will schedule individual meetings with the participants and provide them with a one-page summary of their transcript (Goldblatt et al., 2011). I will ask if their response to each question is what they meant (Miles et. al., 2013). If new data emerges, I will take detailed notes to update the data prior to entry into the data analysis software (Marshall & Rossman, 2011). I will enter the raw data into the ATLAS.ti qualitative data analysis software.

In addition to my interview notes, I will maintain a reflective journal during the research process. Keeping a journal can have an explicit effect creating a trail of ideas and insights for a researcher (Kniffin, Wansink, Devine & Sobal, 2015). The trail of ideas includes additional data for analysis, thereby contributing to the reliability and validity of the study (Corrigan et al., 2011). I will maintain a reflective journal and review the journal notes and memos continuously throughout the study to monitor and reflect on researcher awareness, observations, and experiences (Marshall & Rossman, 2011). The journal notes and memos will include information about the raw data and could indicate themes (Miles et al., 2013). I will review the journal throughout the research process to monitor personal bias.

I will use ATLAS.ti Scientific Software Development GmbH computer-assisted qualitative data analysis software to assist with coding, theme development, and data interpretation. I will group the raw data from the interviews with the interview questions into one or more code classifications. A separate folder called Project Notes will serve to maintain documents related to the running of the project. I will use three folders to manage (a) non-coded data, (b) coded data, and (c) data to discuss or recode. Additional organizing folders for themes, relationships, and results will remain available as needed. Data coding will involve the ATLAS.ti Scientific Software Development GmbH.

ATLAS.ti Scientific Software Development GmbH auto-coding function. During the coding process, patterns and themes will emerge (Miles et al., 2013). I will review the data coding and make required adjustments to the codes. I will use the coding process to organize the raw data retrieved from the participant interviews to identify central themes and as a means of coding any fragmented data into themes (Lin, Han, & Pan, 2015).

The final step of compiling data after entering the data into computer-assisted qualitative data analysis software is rereading researcher notes and reviewing the data (Fattahi et al., 2015) During this important step, I will consider (a) how the captured data may relate to the research question, (b) any new insights that emerged, and (c) initial themes or patterns that emerged (Miles et al., 2013). As a final step in the data organization process, I will use methodological triangulation to review the data, research question and interview questions, research notes, memos, and the literature review (Denzin & Lincoln, 2011). After the organization process, I will identify any themes or patterns that emerge entering new themes, patterns, categories, or labels into the ATLAS.ti Scientific Software Development GmbH. (Yin, 2014).

The research data remained on a secure computer hard drive that I will maintain. Hard copies of the research data and interview transcripts will remain securely stored in a fireproof lockbox located in my home office. I will retain all data for a minimum period of 5 years before deleting the electronic data and destroying the hard copies (Hayes & Omodei, 2011).

The data analysis process for this study will be the methodological triangulation (Kaczynski, Salmona, & Smith, 2014). The main objective of this method is to use multiple data sources to cross-validate data when two or more sources have similar results, which may uncover new data (Almajali & Dahalin, 2011). The sources I will use are semi-structured interviews, personal memos, observation notes, and archived job documents (Kaczynski et al., 2014). I will use semi-structured interview questions deriving from raw data collected from 20 retired or former business leaders that managed safety organizations (Yin, 2013).

I will collect data from interviewing the participants in the form of audio recordings, observation notes, and personal memos in a hardbound journal, and archived job documents for future analysis (Bernard, 2013). Raw data from the semi-structured interviews may provide clarity in the analysis and interpretation of answers to the research questions (see Appendix C). Semi-structured interview questions allow participants to reply in detail to the questions, which may reveal new data (Cronin-Gilmore, 2012). I will have the challenge of collating raw data from recordings, observation notes in hardbound journals, archived job documents, and to develop codes for common themes (Posey et al., 2014). Themes transform a conclusion to the research question of the study (Yin, 2014).

QSR International’s NVivo 10 software will be the software of choice for my study because of its range of capabilities that are relevant to my study (Posey et al., 2014). This software will save time, keep raw data organized, and streamline the analysis process of the proposed study. I will import the semi-structured interview transcripts into the QSR International NVivo 10 software and identify patterns, themes, and key elements of the interviews (Merriam, 2014). Analysis of the study will involve a five-step process (Yin, 2013).

The first step will involve reviewing each transcript in its entirety to ascertain common words and phrases based on the questions (Yin, 2014). The second step will involve specifying groups and further categorizing the data (Merriam, 2014). Researchers have analyzed multiple data sources to solve problems and used data from interviews to formulate further meanings for comparisons of themes (Posey et al., 2014).

Data coding is the third step in the process and will require further dissection of data from the interviews that include my personal notes annotated in hardbound journals (Miles et al., 2013). In this step, I will code the data based on common words into themes (Yin, 2014). After code assignment, I will establish classifications according to emerging patterns. This step of the analysis will include using research from the literature review to assist in classifications (Svejvig & Andersen, 2014).

The fourth step will involve reconstructing the previously dissected data. I will link codes, phrases, and emerging patterns using spreadsheets and QSR International’s NVivo 10 software (Posey et al., 2014). During my study, I will continually monitor the emerging data and reevaluate the process to eliminate any signs of bias (Denzin & Lincoln, 2011). Biases can grow quickly with semi-structured interviews because the experts in the field of the case study may interject their biases (Zavattaro, Daspit, & Adams, (2015).

Data analysis is the fifth step in this process and involves making sense of the process and data collected (Merriam, 2014). Manifest and latent content provides codes and categories that provide structure to the study (Posey et al., 2014). Categories and interpretations reveal deeper meanings (Posey et al., 2014). Exploring aspects of the collected data may provide new evolving themes that may answer the research question (Denzin & Lincoln, 2011).

The themes obtained in this study may directly relate to the conceptual framework of systems theory (von Bertalanffy, 2009). The business portion of a safety organization is similar to other businesses, as both operate as systems (Posey et al., 2014). Semi-structured interviews may reveal deeper responses to the questions, which may capitalize on personal experiences (Granot et al., 2012).

Reliability refers to as the arrival of the same responses based on the use of the same protocol for participants (De Massis & Kotlar, 2014). I will use reliability to minimize bias and errors through the use of interview protocols (De Massis & Kotlar, 2014). Using the same protocol for each participant throughout the case study will illustrate transparency in the presentation of data (Ali & Yusof, 2011). Presentation of data to readers is essential in their interpretation of the results by providing enough background information (Posey et al., 2014). Furthermore, I will use member checking to reinforce the reliability of the participant’s responses (Denzin & Lincoln, 2011).

Maintaining reliability and dependability in the participant selection process helps to ensure the integrity of the study (Ali & Yusof, 2011). The participants will consist of retired or former business leaders that managed safety organizations (Yin, 2014). I will ensure dependability by performing member checking, which ensures the reliability of the interview questions (Goldblatt et al., 2011). Furthermore, the use of methodological triangulation will ensure dependability and accurate interpretation of collected data from the participants (Denzin & Lincoln, 2011).

Validity is one of the most important phases of the process. Ensuring the validity throughout the process is essential to the integrity of the study (Pitchforth et al., 2014). Strategies used to address threats to validity will support the validity of raw data in a consistent manner (Lehmann & Heagy, 2014). These strategies include looking for signs of personal bias by the participants, including body language, tone of voice, and nervousness (The, Reininga, El Moumni, & Eygendaal, 2013). In-depth questioning techniques may provide clarity to questions and thus help to maintain the validity (Cronin-Gilmore, 2012). I will use content validity to ensure that the coding of responses by participants is either relevant or not to the research question (The et al., 2013).

Saturation in research studies occurs when new data ceases, and the data of new participants is being repeated (Bernard, 2013). There may be an instance where saturation may not occur within the intended number of participants (Denzin & Lincoln, 2011). Gaps in the research have to be filled to explain the phenomena in question (Shrestha & Joshi, 2015). In my study, if saturation does not occur with the intended number of participants, I will use the same selection process for participants and continue the interviews, collecting data, and analyzing the data until I achieve saturation (Marshall et al., 2013).

In Section 2, I illustrated my concentration on the purpose of the study, the role I will play as the researcher, and my selection criteria of participants. This section contained in- depth roadmap of the course I will take to collect data and perform data analysis. Furthermore, I described methods and the approaches I will use to ensure reliability and validity throughout the phases of this study. I will use triangulation in order to maintain the integrity of this study to be able to progress to Section 3.

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Appendix A: Interview Consent Form

1. What business leadership skills do you use to motivate employees?
2. What are the different skills used to motivate a team of employees?
3. What skills do you use to motivate safety performance?
4. What business leadership skills would be beneficial in developing an effective safety performance environment?
5. What leadership skills would you use to improve a safety environment?
6. How does the work center environment affect the motivation of employees?
7. What more can you add to this study