Annotated Bibliography: Leadership

Annotated Bibliography: Leadership

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Annotated Bibliography: Leadership

Selznick, P. (2011). Leadership in administration: A sociological interpretation. Quid Pro

Books. Has described leadership professionally. Leadership has been described by Selznick (2011) as the ability to work with people and do new things in a world that is increasingly complex and first change. Selznick (2011), argues in the book that leadership may not necessarily be linked to the authority that is associated with it, it is associated with the mobilization of personnel with the sole purpose of tackling the toughest problems and doing the best in that. Though it could be embedded in many of us. Chapter one of the book clearly describes how everyone is entailed to be a leader; the variations come in during the process of mobilization of people towards a certain task. In most cases, the approach to the task is a responsibility that Selznick (2011), suggests a leader should have. A precise, credible, and transparent path. Though risky, the results should be connoted to the sacrifice of the team.

Hargreaves, A., & Fink, D. (2012). Sustainable leadership (Vol. 6). John Wiley & Sons.

The authors of this book confirm that leadership is a responsibility that one takes on to deliver good services to the people. According to Hargreaves et al. (2012), leaders do have a vision of what should be achieved and communicate it to others. This is done when they evolve a strategy on how best they can realize the vision. As Hargreaves et al. (2012) suggest, this is one important responsibility that leadership comes with. The aspect of vision and optimism is one factor that can be achieved by many people who partake in leadership as a career. This can either be in government, social places, or even organizations. The book gives a reflection on what it means to be a leader.

Aaker, D. A., & Joachimsthaler, E. (2012). Brand leadership.

The authors give the attributes of a good leader; good leaders have a sense of mission and are charismatic. According to the article, the attributes should be a recipe to help them work towards a common cause. The influence in people as described by the book should be on a creative notion that will give them the absolute power to predict the right people for the task. Leadership has to be reflected in management. Good attributes of leadership reflect positively on the type of management that will be portrayed. This is because the proportionality of leadership and management is direct and coincidental.

Chin, J. L. (2011). Women and Leadership: Transforming Visions and Current Contexts. In the Forum on Public Policy Online (Vol. 2011, No. 2). Oxford Round Table. 406 West Florida Avenue, Urbana, IL 61801.

Chin argues that women have increasingly moved towards gender equality. Though they have been underrepresented in roles and considered to be an anomaly as compared to men, Stereotyping of gender roles has constrained leadership in many organizations. There is much to be suggested about women's leadership styles, and Chin (2011) expresses this in terms of opportunity. Since the women being stereotyped have never been given opportunities to lead, their potential may never be credited. The fears that individuals express in organizations have been the largest hindrances to the opportunities that women would have had to perfect their hidden leadership abilities.

Ibarra, H., Ely, R., & Kolb, D. (2013). Women rising: The unseen barriers. Harvard Business Review, 91(9), 60-66.

The article asserts that women have moved towards greater gender equality both at home and in workplaces. Women's underrepresentation in leadership roles incorporation, institutions, and politics has been the exact evidence of the stereotypes that they undergo.  With the robust transformation of the current world, mega players of the industry can never be a singular gender. This has been confirmed by the argument from Ibarra et al. (2013) who desire that a world of uniformity could be embraced shortly. This is where there is uniform competition between those who desire to get power regardless of their gender in society. This not only improves coherence; it maximizes cohesion against the stereotype that has discredited equality.

Sandberg, S. (2015). Lean Women, Work and the Will to Lead.

The author claims that there is strong evidence to support the tendency of women to adopt a more collaborative cooperative and democratic leadership. Even though the selection of leadership positions may be discriminative, the need to neglect gender differences at the expense of equality cannot be assumed. This article is a clear reflection that during the selection of power, there can be a need to have the passion to see equality playing a big part.

Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.

The idea of authentic leadership has been defined by Gardner et al. (2011) as one aspect that has been around and has been a jargon. M alleges that the term is overused and not well enough tough. The fact that many people consider that before one acquires power, their authenticity should be known; it has never gotten to the ultimate value it holds. Gardner et al. (2011) claim that the description has been corrupted by so many who used the term only to reflect a biased character that doesn't go in line with the in-depth. Therefore, many people, especially subjects presume that the authenticity of a leader is the bad character they portray while in power.

 Rego, A., Sousa, F., Marques, C., & e Cunha, M. P. (2012). Authentic leadership promotes employees' psychological capital and creativity. Journal of Business Research, 65(3), 429-437.

The book gives a conflicting approach to the argument. They suggest that authentic leadership emphasizes building the leader's legitimacy through relationships that are considered honest with followers that have value input and that are built on an ethical foundation. As Rego et al. (2012) claim the positivity of the leader is well impacted by the people, who look at the leaders as truthful and open. This argument gives a reflection of how leaders should be considered when allowed to manage the people. They have to declare their openness which in turn is supported by the trust that followers will give. This is a quality that has to be reflected by many leaders who approach the leadership mandate.

 Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of Advanced Nursing, 69(4), 947-959.

The authors claim that authentic leaders have positive concepts for people. This is by building trust and generating enthusiastic support from their subordinates; authentic leaders are also able to improve individual and team performance. As Wong et al. (2013) argue, subordinates have been considered the most preferred people to give credit to the leaders. Many foundational papers have confirmed that authentic leadership reflects the profits and share prices over people's ethics.

Eubanks, D. L., Brown, A. D., & Ybema, S. (2012). Leadership, identity, and ethics. Journal of Business Ethics, 107(1), 1-3.

This book explains that ethics are the virtues that guide one into doing something. In the case of leaders, it is a special factor that is considered an innate rules that prescribe the leadership style of an individual. In most cases, it is directed by the respect that is directed for ethical belief and the dignity that accompanies it. The values of a leader may be attributed in terms of charisma, honesty, and fairness. As Eubanks et al. (2012) state, these are some of the factors that direct a leader. They show the leader how best the position they hold should be used to execute solutions for the subordinates and people subjected to them. Once ethics are involved in the style of leadership, a person takes up the consideration of being responsible in their duties and executing justice when dealing with a problem. Many organizations take ethical leadership as a big concern before an individual is promoted to a higher office. This is because the ethics of a leader are attributed to the normal working relations they will have with other stakeholders of the company.

Ortmeier, P. J., & Meese, E. (2010). Leadership, ethics, and policing: Challenges for the 21st century. Prentice Hall.

The writers of the article argue that ethics is concerned with the kind of morals and morals that are considered desirable in society. For instance, the virtuousness of individuals influences their moral development in a significant way. Moreover, Ortmeier et al. (2010) attempt to examine the constructs of ethical leadership with a unique. They allege that ethical leaders are those who are concerned with the greater good and strive to exercise fairness and respect for every individual they come across. They serve as role models and are perceived as hones by demonstrating integrity.

Niesche, R., & Keddie, A. (2015). Leadership, ethics, and schooling for social justice. Routledge.

According to the authors of the article, it is worth noting, that in any institution, school, or company, the leadership style is highly dependent on the ethics the person demonstrates. This is one of the major reasons that determine the success factor a company will project. A company or institution with leaders who lack ethics can be expressed through corruption, favoritism, and mutual disrespect horizontally. This takes place in all the stages of the company since a leader is expected to be a role model. Therefore, the followers will be obliged to follow the behavioral standards that have been set within the organization.

Freeman, R. E. (2016). Ethical leadership and creating value for stakeholders. In Business ethics: New challenges for business schools and corporate leaders (pp. 94-109). Routledge.

Freeman argues that value-based leadership is dependent on self-reflection. This is where one can identify and reflect on what they stand for as leaders. As Busch et al. (214) argue, to be a value-based leader, you must be willing to examine yourself through regular self-reflection and strive to be better by the day. On the other hand, Busch et al. (2014) argue that value-based leadership is largely dependent on humility. This is where one doesn't forget their real selves and where they came from. Genuine humility has been considered by Busch et al. (2014) as an experience in a career.

Busch, T., & Murdock, A. (2014). Value-based leadership in public professions. Macmillan International Higher Education.

            The author suggests that self-confidence is one principle of value-based leadership. This is regarded as a factorial since; it helps one to accept who they are. Through self-confidence, they can weigh on their strengths and weaknesses and strive to implement continuous improvement. Many leaders depend on these principles for the entirety of their profession. These are the principles that help many leaders to align with their profession and understand their careers. Commitment to value-based leadership helps leaders to have the ability to balance true self-confidence and genuine humility.

            As a reflection, it is worth noting that there is a widespread lack of confidence in the leadership style in many governments, businesses, and institutions across the world. This lack of confidence has led to many vices taking place as a result because the people entitled to the responsibility to take control of the office are not aligned with the correct values that are needed to steer the institution. Many of them out of lack of self-confidence end up failing to regain the trust or even maintain it. This is one cancer that ails many organizations on a management platform.

References

Aaker, D. A., & Joachimsthaler, E. (2012). Brand leadership.

Busch, T., & Murdock, A. (2014). Value-based leadership in public professions. Macmillan International Higher Education.

Chin, J. L. (2011). Women and Leadership: Transforming Visions and Current Contexts. In Forum on Public Policy Online (Vol. 2011, No. 2). Oxford Round Table. 406 West Florida Avenue, Urbana, IL 61801

Eubanks, D. L., Brown, A. D., & Ybema, S. (2012). Leadership, identity, and ethics. Journal of Business Ethics, 107(1), 1-3.

Freeman, R. E. (2016). Ethical leadership and creating value for stakeholders. In Business ethics: New challenges for business schools and corporate leaders (pp. 94-109). Routledge.

Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.

Hargreaves, A., & Fink, D. (2012). Sustainable leadership (Vol. 6). John Wiley & Sons.

Ibarra, H., Ely, R., & Kolb, D. (2013). Women rising: The unseen barriers. Harvard business review, 91(9), 60-66,

Rego, A., Sousa, F., Marques, C., & e Cunha, M. P. (2012). Authentic leadership promotes employees' psychological capital and creativity. Journal of Business Research, 65(3), 429-437.

Sandberg, S. (2015). Lean Women, Work and the Will to Lead.

Selznick, P. (2011). Leadership in administration: A sociological interpretation. Quid Pro Books.

Wong, C. A., & Laschinger, H. K. (2013). Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of Advanced Nursing, 69(4), 947-959.