Business Finance
Human Leadership Management Article Review Essays

Question Description

For every section presented, you are expected to read at least 2-4 related peer reviewed journal articles and write two article review essays (500 words each) related to your journal article readings. An example of a review essay is provided for your use as a “template”. It is important to provide a source citation for any information that is not the result of personal experience or research.

It is important that you follow the following format in writing your review essays (there is also an example located in Blackboard):

  • Identify the article you are reviewing with APA citation;
  • Describe the thesis of the article you are reviewing;
  • Provide evidence from the article to support your thesis description;
  • Provide your own thoughts and analysis on the thesis with external peer reviewed sources;
  • Keep quotations from the article to a minimum; and,
  • Make your essay about 500 words in length.

Section 2: Two article reviews about either A players/B players in the workforce and/or transformational leadership in regard to empowerment, motivation, productivity, or other relevant constructs.

Section 3: Two article reviews about Abileen Paradox and/or groupthink, or succession planning.

Section 4: Two articles about how absent leaders are no good, whether or not leadership is coachable, mentor and mentee relationships and their benefits, or effective project leadership.

Unformatted Attachment Preview

Who Gets Power – and How They Hold on to It Thesis The thesis of the article is that traditional political power helps organizations become aligned with their realities, while other institutionalized forms of power buffer the organization from reality (Salancik & Pfeffer, 2011). Evidence Salancik and Pfeffer discuss the thesis in the opening of their article and go on explaining it. Power resolves around scarce and critical activities (Salancik & Pfeffer, 2011) and the strategic-contingencies theory corroborates this belief. The strategic-contingencies theory implies that whatever the critical problems of a company are then the power and influence over organizational decisions will be gained by the person or department most affected by the problems. As in the words of Salancik and Pfeffer “power facilitates the organization’s adaption to its environment- or its problems”. In the article a study conducted looked at different departments within a university to determine if those departments that brought in more resources that are critical, were more powerful than those that brought in fewer resources. After the 18-month study it was determined that yes, the departments that did bring in more of the critical resources had more power. Critical resource criteria are argued for by the most powerful departments, thus those departments are able to name “their functions as critical to the organization” (Salancik & Pfeffer, 2011) even when they might not be critical. Thoughts and Reflections Salancik and Pfeffer make good points regarding power. I agree with their views that “it is the environment that needs managing, not power.” They say this since different critical situations (either internal or external) can have an influence on power, which managers and leaders need to be aware of the “realities” of their environment and be able to change to deal with them (Salancik & Pfeffer, 2011). When the authors discuss the strategic contingencies theory, I like how they give an example of how lawsuits make way for the legal department handling the critical problems of the organization, which gives them status/power. In addition, how the head of the legal department might make it to the head of the company, just as if the critical problem was marketing them the marketing director would make it to the head of the company. This just goes to show how they believe how “power derives from activities rather than individuals” and how it “derives from the context of the situation” (Salancik & Pfeffer, 2011). This describes how power can be gained by the changing of critical problems within an organization. References Salancik, G., & Pfeffer, J. (2011). Who Gets Power – and how They Hold on to It. In W. Natemeyer, & P. Hersey, Classics of Organizational Behavior (pp 415-432). Long Grove: Waveland Press. For every section presented, you are expected to read at least two related peer reviewed journal articles and write two article review essays (500 words each) related to your journal article readings. An example of a review essay is provided for your use as a “template”. It is important to provide a source citation for any information that is not the result of personal experience or research. It is important that you follow the following format in writing your review essays (there is also an example located in Blackboard): • • • • • • Identify the article you are reviewing with APA citation; Describe the thesis of the article you are reviewing; Provide evidence from the article to support your thesis description; Provide your own thoughts and analysis on the thesis with external peer reviewed sources; Keep quotations from the article to a minimum; and, Make your essay about 500 words in length. Section 2: Two article reviews about either A players/B players in the workforce and/or transformational leadership in regard to empowerment, motivation, productivity, or other relevant constructs. Section 3: Two article reviews about Abileen Paradox and/or groupthink, or succession planning. Section 4: Two articles about how absent leaders are no good, whether or not leadership is coachable, mentor and mentee relationships and their benefits, or effective project leadership. ...
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Final Answer

Attached.

OUTLINE FOR ARTICLE REVIEW
Section 2
a) Transformational Leadership impact on motivation
b) Transformational Leadership on Work Engagement
Section 2
a) Succession Planning
b) Groupthink
Section 3
a) Leadership Coaching: Are Leaders Coachable
b) How Absent Leaders can be Bad
References


Running head: ARTICLE REVIEW

1

ARTICLE REVIEW ON TRANSFORMATIONAL LEADERSHIP ON MOTIVATION AND
WORK ENGAGEMENT, SUCCESSION PLANNING, GROUPTHINK, LEADERSHIP
COACHING, AND ABSENT LEADERS
Name:
Institution affiliation:
Date:

ARTICLE REVIEW

2

ARTICLE REVIEW ON TRANSFORMATIONAL LEADERSHIP, WORK ENGAGEMENT,
SUCCESSION PLANNING, GROUPTHINK, LEADERSHIP COACHING, AND ABSENT
LEADERS
Section 2
a) “Impact of Transformational Leadership over Employee Morale and Motivation,” by
Surya Rashmi Rawat
Thesis
The thesis of the article is: transformational leadership can motivate optimistic attitudes
and behavior among amongst followers to work exceptionally and productively toward
achievement of organizational objectives” (Rawat, 2015).
Evidence
Rawat (2015) discusses the thesis by arguing that transformational leadership can motivate
followers to perform better in their daily activities and that transformative leaders possess energy
and enthusiasm to inspire their followers. Transformational leaders reshape the organizational
culture to suit the employees' needs to motivate them (Rawat, 2015). Transformation leaders do
not limit their concern to only themselves and their situation alone, but they extend it to the wellbeing of each person in the group to realize better results from their followers in an organization
(Rawat, 2015). As Rawat (2015) states, “transformational Leaders motivate their followers to
exceed performance expectations by transforming their attitude, beliefs and behavior” (Rawat,
2015, p. 25)
In the article, Rawat (2015) administered a survey in the form of a questionnaire and
conducted an in-depth interview on groups of 378 employees from three academic institutions in
Pune city, India (a metropolitan city with over six million people) to find the view of people
regarding transformational leadership, its influence on organizational success, and factors that can
affect it. Rawat (2015) used a sample of both teaching and non-teaching personnel of the
educational institutions. After the research, Rawat (2015) found that transformational leadership
positively enhances employee motivation and morale towards achieving better performance.
Rawat (2015) found that transformational leadership entails consideration of different leadership
styles, characters of the leaders and how it befits the individual traits, outlook, and culture of the
followers or employees. Rawat (2015) found further that gender has no effect on the establishment
of transformational leadership and several issues influence transformational leadership including
personal characters of followers and leaders, organizational aspects, and the relationship between
a leader and the follower.
Thoughts and Reflections
Rawat (2015) presents various aspects of transformative leadership. I concur with the
author’s perspective that “transformational leadership has a positive impact over Employee morale
and motivation," (Rawat, 2015, p. 33) gender has no effect on transformational leadership
implementation, and different factors influence transformational leadership. (Rawat, 2015). The
author makes this claim because different factors motivate employees and with transformational
leadership, leaders can harness the energies of followers. Leadership is a multidimensional process
which encompasses different leadership methods, studying the traits, work culture, and attitudes

ARTICLE REVIEW

3

of followers by shaping and reshaping according to the organization's internal and external
surrounding (Rawat, 2015).
The author makes a strong point that transformational leadership positively impacts an
employee's motivation and morale. Leaders should know what drives their followers to perform
better and make changes that will bring the best out of them. The author also considers various
factors influence transformational leadership including the character of the leader and follower,
their relationship, work and organizational culture (Rawat, 2015). This situation shows that leaders
can motivate their employs by reshaping the regulatory and work culture, understanding their
personalities and those of their followers and the leader-follower relationship.
b) “Do transformational leaders enhance their followers' daily work engagement?” By
M...

EngDuke1993 (12983)
Boston College

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