Leadership Assignment: An Annotated Bibliography on Conceptual Leadership Frameworks

Question

Task: Leadership Assignment Task:
Conceptually and idealistically requesting Annotated Bibliographies of the following guidelines:
1. Requesting a total of 10 Annotated Bibliographies five each of the following Leadership Theories; Transformational and Situational.
2. Concentrate the efforts of articles around change management theory within Transformational and Situational leadership. e.g. How does Transformational and Situational Leadership impact change within an organization or Church setting/program/outreach? Submit a DOI (Digital Object Identifier) to permanently identify the article associated with each Annotated Bibliography.
3. Annotation Format
Each reference on your list should have an annotation paragraph that includes a summary, a critique or analysis, and an application (relevancy). Annotations are often formatted in three paragraphs to ensure that the writer includes all three sections.

Answer

ANNOTATION 1:
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of business studies quarterly, 5(4), 117.

SUMMARY
This article taken in this leadership assignmentanalyses situational as well as transformational leadership understanding the challenges associated development principle of each. The article starts by analyzing leadership theory and their development then discussing situational and transformational leadership. The scope of this article provides an introductory overview of the topic of leadership theories focusing on change management theory with criticism on the leadership styles and understanding impact change within the organization. The article starts by discussing Galton's (1869) Hereditary Genius, which is one of the earliest studies of leadership that focused on informing basic ideas regarding leadership concepts. Then theories of the great man, along with broader conception have been undertaken. Then situational leadership focusing on understanding the basic situation along with appropriate response is seen to evolve from task-oriented leadership. Classification of this style has been often considered to be behavior-based. One major criticism received for this theory is that no leadership concept can be applied universally. Discussion of research articles this style depicted the need to connect leadership behaviors to manage change within organizations for organizational success. The concept of transformational leadership (TL) has been discussed as being the most debatable style of leadership, which effectively increases followers' consciousness levels. Components of TL were understood to be inspirational motivation, idealized influence, individual consideration, and intellectual stimulation. Transformational leaders were seen to exhibit these components in varying degrees for achieving varied organizational outcomes. TL has various roles in building trust and a moderating dynamic work environment.

CRITIQUE
The article is theory-based and includes a detailed discussion on the evolution of various leadership theories along with their criticisms. Researchers however criticized the theory to be lacking sufficient identification of its impact to determine its effectiveness. However, this style of leadership is influential in bringing about change in the organization especially in international project teams faced with dynamic work environments. The research article also detailed about transactional leadership style examining its criticism points. The effectiveness of this article in identifying contemporary leadership challenges as well as the future of leadership development. The scope of application of leadership theory in the current context requires further research and the adaptive capacity of the leader.

APPLICATION
Its effectiveness lies in promoting regulatory strategy, participation, and influencing followers. The application of this research is in building a theoretical construct for the research.

ANNOTATION 2:
Belias, D., &Koustelios, A. (2014).The impact of leadership and change management strategy on organizational culture. European Scientific Journal, 10(7).

SUMMARY
The scope of this article examines the impact of leadership as well as the management of change strategy on organizational culture. The paper effectively analyses the effect of leadership and change management strategy on the organizational culture. Amongst the several available change management models, transformational leadership has been found to be most effective as presented in this paper. It is also essential to understand the role of a leader post analyzing the organizational culture for creating an effect on the organization. It has been analyzed that changing culture has been made instrumental by leaders and they act as organizational toolsfor changing minds to bring about changes in the organization. This is achieved by the articulation of vision and setting of expectation. By exploring a theoretical perspective, a bibliographical tool of analyzing findings from prominent research, a conclusion has been arrived at.

CRITIQUE
One of the major criticisms of this research is that it is theoretical and explorative in nature. The paper has provided hypotheses on the basis of the relationship between organizational strategy and culture, which has not yet been proven empirically. In absence of empirical testing of the outcomes of the paper, it cannot be considered to be valid. Also,leadership aspects of bringing about organizational change have not been understood in a detailed manner though it has been included as a part of the discussion.

APPLICATION
The application of this article in the research area is assisting in identifying the role of transformational leadership in bringing about organizational change by transforming organizational culture. It provides effective hypotheses connecting transformational leadership with that of change management.

ANNOTATION 3:
Lynch, B. (2015). Partnering for performance in situational leadership: a person-centered leadership approach.International Practice Development Journal.

SUMMARY
The current scope of the article focuses on the discussion of the performance of situational leadership by way of a person-centered leadership approach. This article makes a crucial contribution towards exploring leadership approaches in health care. It has been understood that leadership approaches will transform the culture of care for older people across nursing homes has become one of the key issues in countries such as the UK, the US, and the Republic of Ireland. The relation between transformational leadership has been depicted to be situational leadership implied by a person-centered framework, by developing a composite model of situational leadership suited for residential care. With situational leader's approach to a person-centered approach in partnering with followers for enhancing performance led to the key aspects of supportive leadership behaviors. Hence the article effectively evaluates through primary research data collection and evaluative procedures situational leadership which can lead to effective practice. It acts as a facilitating process for developing followers with the capacity to support the care environment.

CRITIQUE
The main criticism of this research article is to focus on the aspect of residential care or nursing home environment. The scope of the study remains limited to evaluate the role of situational leadership in impacting change within the residential care environment. Hence whether the current scope of the study is applied or extended in an organizational context still remains debatable.

APPLICATION
The application of this article in the research context is that it effectively transforms transformational leadership to become situational leadership in practice context for denoting greater effectiveness of the leadership style. It is pertinent and relevant to evaluate and understand that style of leadership can easily transform from one style into another in a given situation, given the need arising in such situational cases. Therefore, while developing research, such leadership style can be seen interconnected to one another also while developing the conceptual framework, findings from this article will be highly relevant.

ANNOTATION 4:
Thompson, G., &Glasø, L. (2015). Situational leadership theory: a test from three perspectives. Leadership & Organization Development Journal.http://dx.doi.org/10.1108/LODJ-10-2013-0130.

SUMMARY
The scope of this article debates regarding situational leadership by understanding leadership styles that need to adapt it. It analyses that leadership in its own capabilities requires tremendous skills as well as abilities along with communication capabilities. The importance of this paper lies in understanding that leaders need changing styles for leading organizations in changing circumstances. The importance of the process leads to the productivity of the organization. As with the changing economic climate, it has been deemed that leadership style requires transformation also the style of communication as leaders need to coordinate, coach, evaluate, and supervise teams. Leadership theories were developed such that they are able to affect followers and attain organizational goals, hence leadership styles such as transformational leadership can lead to effectiveness in the organization. The importance of the situation has been deemed to be of great importance when bringing about transformation in the organization. It is important that leaders need to adapt hence situational leadership is applicable as its theoretical basis assumes that it is not the best style and leaders need to be flexible. Leaders need challenging the process of shared vision such that others can act in an effective manner.

CRITIQUE
The critique of this article is its focus on the situational leadership style as being one of the best styles for bringing about transformational change or effectiveness within the organization. The authors do not compare against any other style of leadership to understand their effectiveness in the transformation process. It evaluates different theories of situational leadership also servant leadership but does not compare with the contemporary leadership style of a transformational leader.

APPLICATION
The application of learnings from this article is in the understanding of the several capabilities and skill requirements by leaders, who in organizational change situations need to adapt as well. The crucial aspect of this article is that it highlights the importance of the skill and capability requirement of leaders when trying to bring about transformation in the organization.

ANNOTATION 5:
Holten, A. L., & Brenner, S. O. (2015).Leadership style and the process of organizational change. Leadership & Organization Development Journal.Doi: 10.1108/LODJ-11-2012-0155.

SUMMARY
This article evaluates the pertinent style of leadership along with evaluating the process of organizational change. Effectiveness of leadership process that can lead to positive reactions to change needs to be adopted by the organization. By focusing on relationships amongst the explicit reactions as well as change antecedents, direct as well as indirect relation between transformational as well as transactional leadership styles along with followers’ appraising change can be implemented by engagement of managers. The research made use of a longitudinal survey and undertook structural equation modelling to understand the positive correlation between the transactional and transformational styles of leadership with that of managers' engagement. Engagement of managers was found a depicted association with followers' apprising change. The authors depicted that the transformational style of leadership to be having a direct, long-term impact on followers' apprising change, it was found to be positive for transformational leaders. Hence while impacting change within an organization, the transformational style of leadership was found to be most effective with improvement in developing manager's leadership style as well as engagement.

CRITIQUE
One of the major critiques of this article is that the study has been formed on the basis of follower questionnaires also it was performed across two organizations only. Also, the longitudinal study did not find an effect on gender in leadership styles. The study undertook during a planned changed process at the organization. Hence with all these applied conditions, the findings of this study remain debatable as some of the considerations have not been accounted for. Hence the scope of this study requires further investigation to have greater applicability of the study.

APPLICATION
The application of this study is tremendous in research as it directly evaluates the effectiveness of the transformational style of leadership in effecting change within an organization. Though the research has certain limitations the longitudinal study effectively finds an association to evaluate the effectiveness of the transformational style of leadership with that of change management.

ANNOTATION 6:
McKnight, L. L. (2013). Transformational leadership in the context of punctuated change. Journal of Leadership, Accountability, and Ethics, 10(2), 103-112.

SUMMARY
The authors in this article effectively evaluate transformational leadership in regard to punctuated change. The scope of transformational leadership is been linked to group dynamics, organization networks, effectiveness, and performance. There have been various studies proposed linking change management theories to transformational leadership. By exploring change management theories and transformational leadership theories, traits that can lead to continuous, punctuated, and radical change need to be understood. The interesting scope of this article is in evaluating the prominent traits of transformational leaders that can lead to change. As change management requires the enactment of strong leadership such that new systems can be created and institutionalized, traits of leaders who can lead to such changes need evaluation. The positives associated with transformational leadership has been evaluated for setting collective vision and being authentic as well as being engaged for maximizing creativity as well as energy. Definition to establish transformational leadership by James McGregor has undergone additions such that they can be more effective in the change management process. As changes might be of different types, there arises the need for a leadership traits model for punctuated change, some of which have been identified in the article to be visionary, team builder, adaptive, strategic, charismatic, and motivational in nature. The most important characteristics for change management have been identified to be responsiveness and flexibility that can enable changes in the organization's structure, products, and services. There might several resistances to change to be able to move forward in the environment. The effectiveness of transformational leadership lies in their capability to create a culture of inclusivity, encouraging team decision-making as well as behavioral control. Thus, leadership traits can manage successful transformations in the organization.

CRITIQUE
The critique of this article is that it identifies particular traits associated with transformational leadership that can effectively bring about changes in the organization. There are various traits associated with transformational leadership some of which have been ignored here as the article only deals with punctuated change hence traits required in other types of changes have been ignored totally.

APPLICATION
The application of this article has been to effectively understand the link between transformational leadership style and change management. Traits of a transformational leader required in bringing about changes are pertinent to connect them to the theoretical backdrop of this theory.

ANNOTATION 7:
Van Rossum, L., Aij, K. H., Simons, F. E., van der Eng, N., & ten Have, W. D. (2016).Lean healthcare from a change management perspective. Journal of health organization and management.

SUMMARY
The author in this article evaluates the lean leadership approach in healthcare that increases peri-operative processes in hospitals. It is a research thesis that focuses on lean transformational leadership practices that can be applied in healthcare. The effectiveness of this article is in providing lean approaches in healthcare that can lead to transformation in healthcare. Through the relevant exploration of literature, areas of lean philosophy as well as practices have been explored that can lead to impacting change in organizations. The philosophy effectively evaluates ways resistance to change associated with multiple changes can be overcome by applying lean philosophy. However, in undertaking lean transformation in an organization, there are three separate management styles associated with bringing about change. The article considers the effectiveness of traditional management, mixed management style, and lean management principles being applied to healthcare. It proposes an effective transformation framework that can be applied across transforming the complex environment in the hospital. The most crucial aspect of findings from this literature is connecting lean leadership to leadership models available. This study shows that contemporary leadership theory has been effective in applying lean leadership and management principles in healthcare. There have been varied theories of leadership explored in this article with the development of the association with lean leadership. Shared leadership with self-managed teams is considered crucial in characterizing lean leadership. Thus, lean leadership has been developed undertaking consideration from transformational, situational, and shared leadership values to be able to overcome barriers in hospitals and accommodate facilitators in the application of lean healthcare across these organizations.

CRITIQUE
The characteristics of lean leadership have been derived from taking into consideration varied characterizes and traits of different leadership theories. However, its basis forms the foundation similar to those of the transformational leadership style, though this article has provided an entirely new dimension to the lean philosophy.

APPLICATION
The application of lean leadership is crucial in this research as it offers a new dimension and extension of the transformational style of leadership in change management practice. Hence the findings from this article will be used devising a new style of leadership effective in bringing about change in the organization.

ANNOTATION 8:
Warrick, D. D. (2011). The urgent need for skilled transformational leaders: Integrating transformational leadership and organization development. Journal of leadership, Accountability, and Ethics, 8(5), 11-26.

SUMMARY
The author in this article effectively evaluates the urgent need for skilled transformational leaders in effecting change within the organization. Hence the author integrates the concept of transformational leadership and organizational development. With rapid changing and transforming the global business environment, there arises the urgent need for transformational leaders with skills and courage with capabilities to build and reinvent organizations such that effective change processes can be implemented. Transformational leaders’ traits and characteristics are deemed to be appropriate to be having actual skills such that purpose change can be led. The main importance of this article is in developing some guidelines for the development of skilled transformational leaders who can assure top-level support as well as involvement. They need to be capable of designing a team for planning training and development of transformational leadership model that can be used in training. They will also be instrumental in viewing program design as being an intervention and not an event. Transformational leaders will ensure that the program is designed to change through the process of people and opportunities such that new behaviors can be developed. Finally, they need to have follow-up actions for applying to learn, deliver coaching for applying for the course also evaluate as well as improvise the process, and plan the future course of action. Thus, the article carefully provides a planned guideline for bringing about change in the organization.

CRITIQUE
This article does not take into consideration any other forms of leadership or comparison and bringing about effectiveness in the style of leadership. It focuses on ways to strengthen the skills of transformational leaders only, thus having a limited scope.

APPLICATION
The application of this article is in providing relevant guidelines that strengthen the skills of transformational leaders in effecting change in the organization. It acts as a guideline for transformational leaders in bringing change in the organization.

ANNOTATION 9:
van der Voet, J. (2016). Change leadership and public sector organizational change: Examining the interactions of transformational leadership style and red tape. The American Review of Public Administration, 46(6), 660-682.

SUMMARY
The author in this article ascertains change leadership theory in the public sector organizational change process. Bringing about change in public organizations can be tremendously challenging in nature with several challenges and barriers. With the tremendous demand for changes to be impacted by public organizations, it becomes necessary to undertake planning for the same. In order to bring about transformation in public organizations, it becomes pertinent to evaluate the characteristics associated with the public organization. Hence factors associated with the relationship existing amongst supervisors' change leadership with that of commitment to change are seen impacted by bureaucratic aspects that need consideration. There were encountered varied risks associated with bringing about the opportunity to bring about change in the organization. Findings depicted the existence of bureaucratic red tape with low reliance on transformational leadership which provides the potential to change hence capable of bringing about change in the organization. There exists tremendous potential for public organizations o bring about changes by overcoming the barriers and gaining employee support in transforming the organization.

CRITIQUE
The article has collected data from a single group of respondents at a single point in time. Though its cross-sectional analysis towards understanding the relationship between the concept can be understood but not identifying causal effects. Hence undertaking longitudinal or experimental research could have led to a better outcome with the greater application.

APPLICATION
The application of this research is in ascertaining parameters that can be impacted by leaders to bring about positive change in the organization. The findings of this article are essential in determining the correlation factors which can be impacted by leaders for bringing about positive change within the organization.

ANNOTATION 10:
Trépanier, S. G., Fernet, C., & Austin, S. (2012). Social and motivational antecedents of perceptions of transformational leadership: A self-determination theory perspective. Canadian Journal of Behavioural Science/Revue canadienne des sciences du comportement, 44(4), 272.Doi: 10.1037/a0028699.

SUMMARY
The scope of this article evaluates social along with motivational antecedents regarding the perception of transformational leadership. This study depicts that transformational leadership is a key effective factor in the management of the workplace. This article evaluates self-determination theory as being a model proposed for understanding quality and predicting transformational leadership behavior by way of autonomous motivation as well as self-efficacy. Collecting first-hand data from school principles depicted that transformational leadership increases with an increase in autonomous motivation as well as self-efficacy in managerial abilities. This provides great implications regarding ways organizations can promote transformational leadership at their workplace to bring about changes. By mediating the role of autonomous motivation as well as self-efficacy a link between high-quality work relationships and transformational leadership was established effectively.

CRITIQUE
The critique of this article undertaken herein leadership assignmentlies in its limited application of only evaluating transformational leadership aspects in motivating positive workplace behavior change. It does not consider any other forms of leadership form for evaluation.

APPLICATION
The application of learnings from this article is tremendous as it provides a basis for understanding aspects of transformational leadership to be able to promote them in the organization. It allows understanding factors that can be applied by organizations for the promotion of transformational leadership hence is highly valuable in nature.