Mod5 – Case
RESEARCH STREAM 2: LEADERSHIP
Please read the assigned papers for this week.
1. Extend the literature review provided to you in the reading list by at least 3 more papers (ideally recent) on leadership research.
Based on the extended literature review, write a paper, addressing the following issues:
1. What is leadership?
2. What are the key theories and findings of leadership research?
3. What are the key implications for management practice?
4. Why should we study leadership?
Please organize your paper in a scholarly way. Add section titles when necessary. Explain your logic and when appropriate, use external sources and use proper citations.
Conclude your report with a paragraph or so evaluating the entire exercise in terms of what you have learned and your reflections on the topic.
The paper is usually between 5 and 12 pages long.
1. Able to understand the key themes in the reading list.
2. Able to understand leadership research theories, findings and implications.
3. Answer the questions with clarity, depth and critical thinking.
4. Completeness and coherence: Chain of thought is easy to follow.
5. Collected relevant evidences and consulted additional papers/resources to support the propositions.
6. Paper is clearly written with appropriate format. Reference list is complete. Citation is properly done.
Eagly, A.H., Johannesen-Schmidt, M.C., & van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591.
House & Aditya (1997). The social scientific study of leadership: Quo vadis? Journal of Management, 23, 409-473.
Bass, Avolio, Jung, & Bersen (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207-218.
Thomas. (1988). Does leadership make a difference to organizational performance? Administrative Science Quarterly, 33: 388-400
Pfeffer, J. (1977). The ambiguity of leadership. Academy of Management Review, 1,104-12.
Lord, R.G., Brown, D.J., & Freiberg, S.J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes, 78, 167-203.
Spreitzer, DeJanasz, Quinn (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behavior, 20, 511-526.
Dionne, S. D., Yammarino, F. J., Atwater, L. E., & James, L. R. (2002). Neutralizing substitutes for leadership theory: Leadership effects and common-source bias. Journal of Applied Psychology, 87, 454-464.
Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89: 36-51.