Annotated bibliography and outline leadership behavior

Running Head: LEADERSHIP BEHAVIOR – ANNOTATED BIBLIOGRAPHY & OUTLINE

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Leadership Behavior - Annotated Bibliography & Outline

Cynthia Cureton

Submitted to: Grand Canyon University

Leadership Behavior - Annotated Bibliography

Hayyat, Malik S. (2012). A study of relationship between leader behaviors and subordinate job expectancies: A path-goal approach. Pakistan Journal of Commerce & Social Sciences 6(2), 357-371.

Hayyat Malik (2012) explored relationships between behaviors as well as the acceptance of the leaders by their subordinates. In this perspective, the underlying of the study is a path-goal theory, and this rotates on the possibility that the leader's style can influence organizational success. More so, this article highlights that the leadership style ought to be custom fitted to specific circumstances. The study employed n=200 leaders who were not arbitrarily chosen, but they were chosen from four popular Pakistan telecom firms. During the study, the author discovered that leadership behavior has always influenced follower behaviors in one way or the other. Besides that, the study found out that there are certain behaviors, which can be analysts of other follower approval of a leader. Comment by Seanan Kelly: Author names: APA and Writing development – here we can practice our APA but we can also do a bit of pre-writing here…Using the proper citation format in a particular sentence give us an opportunity to transition from this space to the longer form narrative writing space quickly and easily – we already have the sentence structure, citation and reference format complete here.Though in a small writing sample such as this it won’t feel like we are saving ourselves much time, imagine managing 100+ citations and references.

Furthermore, the study connects into leadership research that seeks to analyze if there are behaviors which can be utilized as indicators of good leadership. In this article, it is also indicated that leaders in the selected organization were middle managers from one culture and industry. Therefore, these findings may not be generalized to a broader population. Despite the limitations, it is worth mentioning that the study adds to the collection of information to the existing behavior theory of situational leadership.

Jiaxin, H., Lin, W., & Jun, X. (2014). Leader-member exchange and organizational citizenship behavior: The roles of identification with leader and leader’s reputation. Social Behavior & Personality: An International Journal, 42(10), 1699-1711.

In this article, Jiaxin, Lin & Jun (2014) discusses the Leader-Member Exchange theory (LMX), and how the behavior is always identified through a leader’s reputation. In this case, the authors analyze this theory by looking at how LMX affects the organizational citizenship behavior. More so, LMX theory holds that managers in various organizations will typically sort subordinates in groups (the trusted and those who are not trusted). In this study, the authors asked several questions to participants from 15 companies about the organizational citizenship behavior among the employees. However, the study considered only male participants with different levels of education. Some of the questions that were used in the study process include, “Do I have faith in my supervisor to defend his or her decision, or do my supervisors acknowledge my potential?”

After the study, the authors found out that leader’s reputation is one of the core moderating factors as far as strengthening the relationship is concerned. In other words, findings show that leader-follower is usually a two-way relationship. In this perspective, the implication is that leaders should always perform and behave well towards their followers. Much as the study focused on Chinese culture, the findings cannot be reasoned past territory Chinese business values.

Van Dierendonck, D., Stam, D., Boersma, P., De Windt, N., & Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. The Leadership Quarterly, 25(3), 544-562. doi:10.1016/j.leaqua.2013.11.014.

In this article, the authors concentrated on three studies, two experimental as well as one ground training. Throughout their research, the authors studied different mediating mechanisms which usually affect followers. In this case, the study aimed at shedding light on both servant leadership and transformational leadership. As a result, their findings revealed that these two styles of leadership were more related to different (higher level) organizational obligation among their subordinates as well as the work engagement.

More so, other findings indicate that the mechanism on how these leadership styles worked differed from each other. However, it is worth mentioning that such findings were predictable, given that there are differences between leaders who aim at empowering employees and those that focus on guiding them through transitional situations. In this perspective, there is no doubt that this study ignored most of the core contextual variables. The fact that the authors were studying the Dutch context as well as other nation-specific studies, it explains the cause of the limitations in a bid to generalize the findings beyond culture.

Outline

I. Introduction

A. Background: Leadership is one of the complex concepts because of its different styles.

B. Thesis Statement: With these various styles, one may find it hard to understand the leadership effectiveness in any given situation. A review of literature suggests productive leadership outcomes are supported by behaviors that incorporate Adaptability, Flexibility and Responsiveness. Comment by Seanan Kelly: The thesis and body are connected as the thesis lays out for the reader what it is they can expect to see in the body of the work – in a specific order:Here what we’ve done is made a distinct statement about the overall topic (leader behaviors) and we’ve taken a position relative to our focus (factors of leader behaviors that influence leadership outcomes). And we’ve laid out the order of the discussion in the body of our work: Adaptability Flexibility Responsiveness.

C. Bridge: With the aim of getting to the core of the concept, this outline will identify the common themes in the three articles as well as conclusions, summaries and recommendations.

II. Themes across Articles Comment by Seanan Kelly: The directions and sample resources ask us to identify three themes, not a single theme as it appears we have here.

A. The following section presents a discussion of three common themes across three empirical articles on the topic of leader behaviors. These themes encompass factors of leader behavior that influence leadership outcomes. Included is a discussion of: Adaptability, Flexibility and Responsive Comment by Seanan Kelly: Are these accurate?We need to then discuss each of these on their own, through a lens of each of the three core articles and supporting research. Adaptability, Flexibility and Responsive

a. As one reads through these three articles, one of the central or common concepts among them is that there are two situations which are alike.

b. Adaptability : Despite of having different leadership styles, their effectiveness is shown to be in various situations, which makes one leadership style eventual to be fruitless. In this case, change in any situation may result in different findings when it comes to leadership effectiveness. Comment by Seanan Kelly: What is the role of Adaptability in leadership behavior and what is the influence on leadership outcomes?

c. Flexibility : However, the common theme in these articles is about how leaders need to be more flexible as well as Comment by Seanan Kelly: What is the role of Flexibility in leadership behavior and what is the influence on leadership outcomes?

d. Responsive : leaders need to be responsive to their responsibilities since their activities are usually correlated with the organizational results. Comment by Seanan Kelly: What is the role of Responsive in leadership behavior and what is the influence on leadership outcomes?

III. Conclusions, Summaries and Recommendations

A. This review presented a discussion of three empirical research articles examining leader behaviors. An overview and analysis of themes common across each of the studies was included. The review concludes with a presentation of the author’s recommendations for future research and a discussion of applications across leadership contexts. Comment by Seanan Kelly: Introduction and Conclusion ALIGNMENT: Close the Circle so to speak…What does this mean? We can restate the first bridge to reminder the reader what they’ve just read and do the same with our thesis statement.This provides a clear and direct line for the reader from our opening thesis statement, through the body of the text here in to our conclusion.

B. As research indicated, the common themes in these three articles are just the starting point. There are other similar studies with relative themes which might need more analysis of many other studies to come up with a bigger picture. In other words, the context of these articles is very important, and some studies focused on a single industry and others a single nation. So therefore, finding a broad-based conclusion about leadership requires one to analyze more work on the topic. Hence, choosing a few articles on the topic cannot guarantee a meaningful conclusion because no article exhausted the whole concept of leadership.

C. According to what these articles covered, there is no doubt that this is a good starting point, which can help one get to the core of leadership study as a concept. In fact, the trends identified in these articles need to continue to a higher level. In other word, these three articles cannot form a comprehensive analysis of leadership behavior. Despite having links that connect each article to the other, these studies are still limited in one way or the other. In this perspective, more research with common themes are required on the same topic is one way to understand the whole context of leadership behavior and its different styles. Finally, additional research that needs to be conducted must aim at investigation the concept of leadership, leadership behavior and styles as well as their effectiveness. Therefore, more research conducted will help in filling the gap that still exists as far as leadership concept and leadership behavior is concerned.

References Comment by Seanan Kelly: REVIEWS OF LITERATURE SUPPORTING OUR WORKContinue to bring in more and more literature in to the practice of writing as this will only HELP our ability to discuss a subject with depth and critical thinking.The more we read the more we know about a topic and perhaps more to our benefit the more ways we can TALK about a topic or focus – the more we understand the more angles we can approach the discussion from..In these small writing samples we will generally have on an eye on supporting three areas of our work, with three different reviews of literature: The background: we should be examining at least 5-7 articles (if not more) to establish for ourselves and for the reader, a historical and longitudinal understanding of what has been reported in the literature examining a specific focus – in this case a discussion of ethics binaries and a proposition that ethical and unethical decisions operate at separate, distinct and definitive positions viewed as either ‘right’ or ‘wrong.’ Thesis/Body of our work: Here we should be focusing our review of literature on contemporary works (no more than five years old) that support our discussion in CURRENT terms – the background helps us understand a legacy of previous research and what has been reported to date. The body of work brings that historical perspective to bear in current terms. Limitations/Recommendations/Implications for Practice/Discussion – this third review of literature extends the research to which we’ve focused our attention to this point and basically says to the reader – ‘here’s what you can do with the information I’ve just given you…”So consider then our rule of thumb for the number of articles we should consider at a minimum for a small writing setting such as this: 5 to 7 articlesIf we carry that rule of thumb through each of the three reviews of literature we are illustrating here: Intro/Background = 5 to 7 articlesThesis/Body Content = 5 to 7 articlesRecommendations for research = 5 to 7 articlesWe should have 15 to 21 articles included in our work.

Hayyat, Malik S. (2012). A study of relationship between leader behaviors and subordinate job expectancies: A path-goal approach. Pakistan Journal of Commerce & Social Sciences 6(2), 357-371.

Jiaxin, H., Lin, W., & Jun, X. (2014). Leader-member exchange and organizational citizenship behavior: The roles of identification with leader and leader’s reputation. Social Behavior & Personality: An International Journal, 42(10), 1699-1711.

Van Dierendonck, D., Stam, D., Boersma, P., De Windt, N., & Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. The Leadership Quarterly, 25(3), 544-562. doi:10.1016/j.leaqua.2013.11.014.

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