Description
Annotated Bibliography – Leadership Style
Antonakis, J., Fenley, M., &Liechti, S. (2011). Can charisma be taught? Tests of two interventions. Academy of Management Learning & Education, 10(3), 374-396. doi: 10.5465/amle.2010.0012
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Annotation:
These authors sought to establish whether changes in charisma affected and influenced leadership outcomes. Antonakis, Fenley and Lietchi (2011) hence carried out a test to establish whether they could teach people to be charismatic. These authors posit that leadership is important on individual, teams/group, organizational, national and global levels. They aim to add to the existing literature on leadership development. These authors use extensive review of literature to explain the concept of charisma and charismatic leadership. The research study design applied here involved a mixed design field experiment with a control group. The control group involved a pre and post-test of charisma. The study sought to answer the research question whether charisma can be taught. The sample size consisted of thirty four middle-level managers who were randomly selected. The general idea of the research study regards leadership traits and strategies.
The study was conducted in two ways. The first process involved the between-subject repeated measure field experiment of the randomly selected managers to a control group/experiment. The second one involved a within-subject laboratory experiment whereby changes in charismatic leadership tactics were tested for Master of Business Administration students to check whether charisma affected leadership outcomes. The data analysis was performed with the help of ANCOVA and repeated measures ANOVA technique.
The authors concluded from their findings, confirming their hypothesis, that charisma can be taught and it had an effect on leadership outcomes. Notably, the authors highlight the limitations in their study and especially the uncertainty in the determination of the best markers of charisma. Despite other limitations such as sample size, the study was conclusive with major implications for future research. The research poses great potential implications on training and practice.
Citation
Cavazotte, F., Moreno, V., &Hickmann, M. (2012).Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23(3), 443-455. doi:10.1016/j.leaqua.2011.10.003
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Annotation:
These authors took an interesting approach in their study. They sought to investigate the implications of personality traits, emotional intelligence and intelligence on transformational leadership and the productive performance of organizational leaders. These authors also take a keen interest on leadership and especially target to add to the existent studies on leadership development. The gap of their study yields from the limited existing research on the antecedents of transformational leadership. Cavazotte, Moreno and Hickmann (2012) indicate that transformational leadership is an instrument of social and organizational change. They refer to the theory of transformational leadership to elucidate the components of transformational leadership as; charisma, idealized influence, intellectual stimulation and motivational inspiration.
Data was collected from a sample size of one hundred and thirty four middle-level managers from a large Brazilian energy company with the aid of electronic questionnaires. Notably, the sample size of one hundred and thirty four represented approximately thirty two percent of the population enhancing the validity of the data collection. The authors applied eight hypotheses in the study which they strived to confirm and reject. From the data; these researchers were able to conclude that leadership effectiveness, as tested by attainment of organizational outcomes, is a direct function of the transformational behaviours of leaders. Also, leadership effectiveness is an indirect function of personal disparities such as conscientiousness, experience and intelligence. Neuroticism was also observed to have adverse implications on leadership effectiveness. Emotional intelligence, though statistically related to transformational leadership, was observed to yield insignificant influence on transformational leadership when applying ability and personality as controls.
The authors advocate for further research on the same. They suggest and recommend that transformational capabilities and abilities be accentuated in leadership teaching and training. The researchers indicate that their research can aid decision-making especially in the establishment and implementation of development programs as well as in the planning of managerial succession.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., &Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of management, 26(3), 513-563. DOI: 10.1016/S0149-2063(00)00047-7
Permalink: http://jom.sagepub.com.lopes.idm.oclc.org/content/26/3/513.abstract
Annotation
These authors also take a keen interest on leadership and leadership theories by fixating on organizational citizenship behavior. They take a different approach of analysing existing past literature on organizational citizenship behaviour and all concerned components. Their objectives are in three folds. First, they seek to establish and evaluate the commonalities and contrasts between the different types of organizational citizenship behavior. Also, they aim to conclude the empirical findings of the outcomes and the antecedents of organizational citizenship behavior. Lastly, these authors determine and indicate different approaches and course for future research.
Based on their selected research approach, these authors effective use extensive and relevant literature review to achieve their objectives. They admit that there has been an expanded literature base on organizational citizenship behavior without much acknowledgement of the commonalities and contrasts of its different components and constructs. This causes different conceptual implications for different people. Podsakoff et al. (2000) indicate that the practice of the same concept getting contrasting labels by different researchers causes difficulties in the outlook of the general patterns existent in the research literature. They mention that the concept of organization citizenship behavior has extensive applications including; leadership, strategic management, human resources management, international business and in industrial and labor relations. These applications have expanded beyond the management domain. The application have expanded into areas such as; marketing, military psychology, community psychology, economics and health management.
The research took a meta-analytic approach. However, as the authors note, a meta-analytic approach was not their aim but strived to just show the overall pattern of effects determined in past literature. In general, the aim of Podsakoff et al. (2000) was to examine, outline and summarize existing literature on organizational citizenship behavior. They capture their objective with the help of seven common themes. These include; organizational compliance, helping behavior, sportsmanship, self-development, civic virtue, loyalty and personal initiative. They further expound and furnish definitions for these dimensions with the aid of relevant existing literature. They conclude that the different types of organizational citizenship behavior yield different outcomes. Also, these contrasting forms of organizational citizenship behavior have independent outcomes on the same consequence. These were viewed on individual, team and organizational levels
Part II
Enhanced Synthesis Paper Outline
Introduction
Capture interest: Providing an opening sentence.
Context: Providing brief information about the articles to give the reader context.
Statement of common themes: Providing a statement of common themes.
Thesis statement: Providing a thesis statement.
Theme One, two and Three Selection of Three Common Themes that emerged from the five articles and explanation of each of them using each of the five articles.
Antonakis, Fenley&Lietchi (2011) The evidence from the article that supports this theme.
Cavazotte, Moreno&Hickmann (2012) The evidence from the article that supports this theme.
Lumby, J. (2013). The evidence from the article that supports this theme.
Podsakoff et al.(2000) The evidence from the article that supports this theme.
Spector, P. (2014). The evidence from the article that supports this theme.
Statement of Conclusion Summary of the three main themes.The conclusions drawn when considering all the five articles together as a single unit.The overall message of the five articles.
References
Antonakis, J., Fenley, M., &Liechti, S. (2011). Can charisma be taught? Tests of two interventions. Academy of Management Learning & Education, 10(3), 374-396. doi: 10.5465/amle.2010.0012
Cavazotte, F., Moreno, V., &Hickmann, M. (2012).Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23(3), 443-455. doi:10.1016/j.leaqua.2011.10.003
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., &Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of management, 26(3), 513-563. DOI: 10.1016/S0149-2063(00)00047-7
Lumby, J. (2013). Distributed leadership: The uses and abuses of power. Educational Management Administration & Leadership, 41(5), 581-597. doi: 10.1177/1741143213489288 Retrieved from http://journals.sagepub.com/doi/abs/10.1177/1741143213489288
Spector, P. (2014). Introduction: The problems and promise of contemporary leadership theories. Journal of Organizational Behavior, 35(5), 597-597.doi: 10.1002/job.1930 Retrieved from https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=psyh&AN=2014-25555-001&site=eds-live&scope=site