Anjaih ClemonsAnnotated BibliographyLead 500

October 1, 2011

Leadership Styles & Theories
Annotated Bibliography
Anjaih Clemons
10/1/2011

Avolio, B. J., & Bass, B. M. (1998). You Can Drag a Horse to Water but You Can't Make it Drink Unless It Is Thirsty. The Journal of Leadership Studies , 393-399.

Bass and Avolio are the leading authors and theorists behind Transformational and Transactional Leadership styles. In this extensive article, they discuss the impact of leadership development through a preliminary field study. Within this field study, emphasis in the training program was placed on developing transformational leadership. Bass and Avolio realized that the effect of training programs for participants evaporates once they are back on the job. And in order for this to change, a participant must be ready and willing and able to change in the aspects of attitude and behavior. Bass and Avolio’s leadership framework included a broader range of leadership styles and behaviors that could be developed in training that would help improve some but not all components of leadership.

Within the training that Bass and Avolio measured, the purpose was to enhance the use of leadership styles, while displaying increase in transformational leadership (motivation of others to do more than intended and more than possible) and decrease in laissez-faire leadership ( lack of delegation and empowerment of processes when implemented). After follow-up procedures had taken place, Bass and Avolio concluded that most participants showed some improvement in certain areas of behaviors, but may have felt constrained from doing so by their organizational culture, supervisor, and or tasks (p. 398). Even though this was preliminary evidence, it suggested that training in leadership style continuum is possible.

*Evidence based research indeed is a good way to provide or suggest leadership style effectiveness. It also helps with the development of plans, opportunities and relationships within an organization. I find it helpful when studies are examined to show the context of leaders and followers within an organization.

Bennis, W. G. & Thomas, R. J. (2002). Crucibles of Leadership. Harvard Business Review at Large , 39-45.

Bennis and Thomas discuss the nature behind “crucibles of leadership” and how some people are born leaders versus those who struggle or stumble upon leadership mostly through adversity and challenging experiences. Through “crucibles” (a transformative experience through which an individual comes to a new or altered sense of identity. (p.40)) one will emerge in finding themselves and becoming a true leader. The authors defined these experiences as “crucibles of leadership” or transformative experiences through which an individual comes to a new sense of identity. The authors summarize and reflect on how leaders should learn from differences, prevail over darkness and meet great expectations.

The authors made it known through research of a few distinguished leaders, that most leaders if not all are led to be great leaders through adversity. Most leaders emerge from challenging situations, find different approaches, and recognize the benefits and become stronger leaders and individuals.

*This article was very insightful and knowledge based. True development of an extraordinary leader is not always the case of how great a person may be or if they were rightfully chosen by God (Divine Right Theory), but it may very well be the fact that leader emergence comes from challenging experiences that makes one examine their values, question their assumptions and hone their judgment; in return will show growth in individuality and leadership.

Bromley, H. R., & Kirschner-Bromley, V. A. (2007, November/December). Are you a Transformational Leader? ThePhysiciansExecutive , pp. 54-57.

Authors Howard and Victoria Bromley confer the concept of transformational leadership. Transformational leadership, originally developed by James MacGregor Burns, is a leader who inspires others to perform for the good of an organization. The authors discuss different leadership styles theories that are applicable today, but places emphasis on the understanding of transformational leadership and six competencies that are necessary to lead and organizations transformation.

*In order for someone to be a transformational leader, they must realize that vision and communication are important components of an effective leader. Not only are these aspects important, but one must be able to cultivate followers ethically and manage the organization well while heeding and learning new responsibilities.

Burns, J. M. (1978). Leadership. New York: Harper & Row.

A distinguished political scientist, Burns created a masterpiece surrounding the complexity of Leadership through political, social and psychological dimensions. Burns stays within the boundaries or research and theory, making a distinction between transactional and transformational leadership by identifying leadership styles in cross cultures: Asian, European, African and American politics. Burns elaborates on the concept of transformational leadership and how they, “shape, alter and elevate the motives and values and goals of followers through vital teaching role of leadership (p. 425) Taken from the psychological works of Freud, the charismatic styles of Hitler, the embodiment of Gandhi and Lenin, Burns generalizes leadership is collective; stating that there is a symbolic relationship between leader and followers and the needs and wants of both. Burns provided that leadership is not necessarily confined to the political realm but can include anyone from well known leaders to people in your community as well as your very own home.

*I discovered that [through this book] leadership is merely a discovery of your purpose and values and not necessarily on power and politics, but on building relationships and the elevation of needs and wants between leaders and followers.

Conger, J. (1999). Charisma and How to Grow It. Management Today , 78.

Jay Conger expressed one of the most common leader traits; charisma. For the first time, Conger studied this particular quality in depth in order to communicate the how this trait can be learned and how to grow it. Conger goes on to give five detailed examples of the features that charismatic leaders and managers possess. He states that “charismatic managers/leaders are masters of motivation and superb communicators. They seem to be the ones who are always on the lookout for opportunities…once charismatic leaders see opportunity; they are very skillful in crafting a compelling business proposition or strategic vision around it.” Conger also explained how leaders communicate their goals and tells what’s wrong with the present and how the future vision is attainable despite obstacles. Charismatic leaders are drawn to staging events that send a clear message about their company. Lastly, Conger believed leaders pay a great deal of attention to motivating their troops. He ends this piece by emphasizing that charisma can be developed and in order to become in a charismatic leader you must fall in love with what you do and search for opportunities.

*Charisma is inevitably a trait that most great leader’s posses and have somewhere along the lines have developed. Charismatic leaders must possess certain qualities in order to attract followers, qualities that are more than just a smile and an attractive face, but ones that trust can be established and goals can be accomplished when passion is involved.

Gardner, J. W. (1969). A Failure of Leadership: A Time to Act. Vital Speeches of the Day , 217-219.

Gardner unveiled a political debatable speech in late 1969 that entailed the historical problems that America faced as well as globally. With threats of nuclear warfare, pollution, poverty, oppression, racial tension, and other planetary disasters, Gardner made it known that we are immobilized and it all begins with the failures of our leaders (Congress and Executive Branch).Gardner elaborated on congress has failed on different aspect such as consumerism, labor unions, health professions, and discrimination. Within the article, Gardner pointed out that as a whole, we are not and should not become blind followers of leaders, and that these concerns should be that of the President and Congress, our head leaders. Gardner is quite forthcoming about his research and perspective on the global economic status simply because he believed that the nation could recover with money, guts and leadership.

*When you are in leadership, a big responsibility greatly awaits ahead of you. However, you have to be willing to step up to the plate, recognize the vision and gain the trust of your followers and know that it’s going to take vigorous leadership capabilities in order for change to happen.

Greenleaf, R. (1995). Reflections from Experience. In L. Spears, Reflections on Leadership (pp. 22-37). Canada: John Wiley & Sons, Inc.

In this reflection article, Greenleaf recalled his years working in the corporate world as one of their best employees. He labeled himself the student of the organization because he found it to be better to learn from others versus reading or formal studying. Greenleaf’s overall perspective in this chapter is as a lifelong student of organization (his title in the corporate world); he used his experiences to theme Servant Leadership, a way to stimulate thought and action into building a better and caring society. Greenleaf specifically touches on power and examples of powerful leaders in history to show that long last leaders will recognize the power of purpose is stronger than power of position. For the sake of stabilization and use of power, the power of influence and persuasion are the better tactics.

*Power is more than just hierarchical and positional. Some leaders can get far with this type of leadership trait, however they will not succeed. A great leader can possess power but they must know how to use it in forms that will influence and persuade followers to trust them that goals will be reached and visions will be shared and carried out.

Heifetz, R. A., & Laurie, D. L. (2001). The Work of Leadership. Harvard Business Review , 131-141.

For this particular article, Heifetz and Laurie introduce the concept of adaptive change- a change that occurs when people and organizations are forced to adjust to a radically altered environment (p.131). In most organizations the expectation lies on the executives when challenges arise. However, both authors argue that solutions should be left to executives but made employees on all levels. They emphasized the toughest task for a leader is mobilizing people throughout the organization to do adaptive work (p.132). The authors offered six elaborate principles for leading adaptive work: get on the balcony, identifying the challenge, regulating distress, maintaining disciplined attention, giving the work back to the people, and protecting voices of leadership from below. Heifetz and Laurie conclude by saying the adaptive demands require a leader who takes responsibility without waiting for request…or can leader with no more than a question at hand.

*Leadership is all about a learning strategy. It all starts with a vision, but the strategy comes into action when a leader, whether or not they have power, can engage people in the challenges ahead and learning new habits and values.

Hunter, S. T., Tate, B. W., Dzieweczynski, J. L., & Bedell-Avers, K. E. (2011, April). Leaders make mistakes: A multilevel consideration of why. The Leadership Quarterly , pp. 239-258.

The authors entered into the world of leaders as they researched the errors that are made by leaders and how they occur. Insisting that errors have always been a part of the elements of leadership, the authors offer a theoretical framework for understanding the cause of errors within leadership by discussing leaders, groups and level influences within an organization. What they found as a result was a negative impact of timeframe, complex of expertise and problem solving; all conclusions leading to future research.

*The thought of leadership errors should bring about questions that will ensure theoretical research is implemented. Most do not know or understand the reasons behind leadership errors, but this will ensure quality answers to find substantial results.

Kouzes, J. M., & Posner, B. Z. (1992). Ethical Leaders: An Essay about Being in Love. Journal of Business Ethics , 479-484.

“Leadership is more than an affair of the head, but fundamentally also one of the heart.” (p. 479). These were the words of Kouzes and Posner as they compare the ethics of leadership to being in love. They continue to take ethical leadership to another dimension by encountering people’s personal best leadership experiences offering that love constitutes the soul of ethical leadership. Comparing leaders to love, the authors expressed that if love is the power behind individual health, then leaders should and must be in love in order to care about the health of an organization. Kouzes and Posner implied lessons on leading with love by placing emphasis on leaders getting to know their followers, having passion and inspiration as well as serve and support.

*I can honestly agree with their concept. True leaders must learn to be in love with leading. It begins with passion and drive. Once these have been established within the heart, a leader must be willing to model a compassionate role for its followers and willingly serve and support.

Offermann, L. R. (2004). When Followers Become Toxic. Inside the Mind of the Leader , 55-60.

Offermann enters us into the world of followers and how they can firsthand demise a leader. She discusses how in some aspects leaders can end up making poor decisions because followers are so persuasive about a course of action. At the end of the day, leaders have to rely on their about people. Offermann elaborated by creating six ways to counter wayward influences; keep vision and values front and center, make sure people disagree, cultivate truth tellers, do as you would have done to you, honor you intuition, and delegate don’t desert.