Description
Annotated Bibliography-Leadership Behaviour
Huang, J., Wang, L., &Xie, J. (2014). Leader-member exchange and organizational citizenship behavior: The roles of identification with leader and leader’s reputation. Social behavior and personality, 42(10), 1699-1711. DOI: 10.2224/sbp.2014.42.10.1699
Permalink: https://www.questia.com/library/journal/1P3-3527694781/leader-member-exchange-and-organizational-citizenship
These authors are interested in the identification theory to establish a process model which connects leader-member exchange with organizational citizenship behaviour. They use extensive literature review to elucidate that leaders gain various forms of exchange relationships with their subordinates. Keen to note, the authors explain that the higher the exchange relationship between the subordinates and the leaders, the more the subordinates feel compelled to reciprocate.
The model of choice by these authors is the relational identification theory. The study used two hundred and sixty study participants from fifteen companies in three major cities in China. The study used surveys to collect information from these participants (Huang, Wang&Xie, 2014). The study findings established that subordinates’ identification with the leaders mitigated the effect of leader-member exchange on organizational citizenship behaviour. In addition, the reputation of a leader also greatly mediated the relationship between leader-member exchange and the subordinates’ identification with the leader. The authors do acknowledge limitations in their study and pin-point to the cross-study nature of the collected data as giving possible alternative explanation for findings. Keen to note is that the authors point to the importance of future research to fixate on the mediating outcome of identification on the relationship between leader-member exchange and negative work behaviour.
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.
Permalink: http://www.ijtef.org/papers/364-N10017.pdf
This author aims to establish the connection between leader behaviour of corporate managers and that of the followers. The leader behaviour is regarded as achievement-based, participative, supportive or directive. Malik (2012) uses the path-goal leadership model to assess this relationship between the leaders and their subordinates in regards to the behavior of leaders.
The study deals with study variables whose manifestation had already happened. Malik (2012) uses two hundred participants from the cellular industry and who worked various kinds of jobs. Sampling was done using the stratified random sampling method to ensure fair selection from the four cellular companies used in the study. The author used survey questionnaires to collect data from the participants. The study variables were job expectancies and leadership behaviour.
This author explains various forms of classification of leadership theories. These include situational contingency theories, behaviour theories, contemporary theories and trait theories. Path-goal theory, according to this author, is a form of situational contingency theory that is built from behavioural theories. Keen to note, Malik (2012) uses extensive review of past literature to establish the suitability of the path-goal theory as the model for the study. This person-oriented supervisory behaviour theory of task depicts the roles of an effective leader. It also analyses the situational contingencies which advance leadership behaviours. The author concludes, based on the findings of the study, that behaviours of leaders influence their subordinates’ job expectancies. The individual; situational factors analyzed such as locus of control and autonomy influences the job expectancies of followers. This relationship between subordinates’ job expectancies and leaders’ behaviours is inverse. Notably, the author posits and indicates that participative leaders raise the intrinsic demeanour for work among the subordinates with a high need for autonomy.
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
Permalink: https://pdfs.semanticscholar.org/82c1/9b23039b4643804af2744062b2577f6df657.pdf
The authors aim to comprehend the various mediating mechanisms via which transformational leadership and servant leadership influence the subordinates. Also, the authors assess environmental changeableness as a mitigator of the outcomes of transformational leadership and servant leadership. Notably, these authors acknowledge that servant leadership is less visible than transformational leadership. The authors posit further that this invisibility of servant leadership can cause servant leadership to be less attributable to team successes.
The authors hypothesize that transformational leadership is greatly related to viewpoints of leadership effectiveness by subordinates than servant leadership. They also posit that Servant leadership is greatly associated with the satisfaction of the subordinates’ psychological needs than transformational leadership (Van Dierendonck et al., 2014). They also hold that servant leadership and transformational leadership affect work engagement and commitment. In addition, they seek to ascertain the assumption that higher environmental changeableness boosts the positive connection between transformational leadership and weakens the positive relationship between servant leadership with need satisfaction, engagement, and commitment and follower perceptions of leadership effectiveness.
The study entails one hundred and eighty four participants from one of the author’s network connection. The rest of the participants were selected through snowballing method. The findings confirm some of the aforementioned study assumptions. Notably, the authors acknowledge the weaknesses and strengths of their study. Notably, they point to the use of scenario experiments in the study as a limitation that lowered validity and lowered generalizability. However, this was countered by the application of a cross-sectional study that boosted generalizability. They conclude that the findings confirmed the imbrication of servant leadership and transformational leadership and both styles are related to organizational commitment and work engagement
Part Two: Paper Outline
Introduction
Capture interest: Leadership is a crucial element in all organizations.
Context: These articles focus on different aspects of leadership
Statement of common themes: Leadership takes many different models, styles and entails different behaviors to be effective.
Thesis statement: These articles focus on the styles, models and behaviors of effective leaders.
Theme One, two and Three Leadership behavior, leadership styles and leadership models.
Chinomona, Mashiloane, and Pooe(2013) This article fixates on servant leadership which is a type of leadership style and further looks at behaviors and models of servant leadership.
Coetzer, Bussin, and Geldenhuys (2017). By looking at the functions of a servant leader, these authors evaluate appropriate behaviors of servant leaders.
Huang, J., Wang, L and Xie, J. (2014). These authors use the relational identification model to connect the relation between the leader member exchange style and organizational citizenship behavior.
Malik (2012) The author uses the path-goal theory/model to explain the appropriate leader behaviors which influence job expectancies.
Van Dierendonck et al.(2014) These authors analyze various leadership models to show the connection between two styles of leadership; servant leadership and transformational leadership.
Statement of Conclusion All the above articles relate to leadership. Leadership is broad with many different models, styles and needed traits.
References
Chinomona, R., Mashiloane, M., &Pooe, D. (2013).The influence of servant leadership on employee trust in a leader and commitment to the organization.Mediterranean journal of social sciences, 4(14), 405-414. DOI: 10.5901/mjss.2013.v4n14p405. Retrieved from https://s3.amazonaws.com/academia.edu.documents/46755513/The_Influence_of_Servant_Leadership_on_E20160624-28199-mppzxy.pdf?AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1515591401&Signature=lesUnN4ZTVZbZFYntOfEyLKH6QM%3D&response-content-disposition=inline%3B%20filename%3DThe_Influence_of_Servant_Leadership_on_E.pdf
Coetzer, M. F., Bussin, M., &Geldenhuys, M. (2017).The Functions of a Servant Leader.Administrative sciences, 7(1), 5.doi:10.3390/admsci7010005. Retrieved from http://www.mdpi.com/2076-3387/7/1/5/htm
Huang, J., Wang, L., &Xie, J. (2014). Leader-member exchange and organizational citizenship behavior: The roles of identification with leader and leader’s reputation. Social behavior and personality, 42(10), 1699-1711. DOI: 10.2224/sbp.2014.42.10.1699
Permalink: https://www.questia.com/library/journal/1P3-3527694781/leader-member-exchange-and-organizational-citizenship
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.
Permalink: http://www.ijtef.org/papers/364-N10017.pdf
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
Permalink: https://pdfs.semanticscholar.org/82c1/9b23039b4643804af2744062b2577f6df657.pdf