Reference Articles

Bases of Power

Development of Leadership

Role of Leadership

Journal Articles

Article 1: Checkland, K. (2014). Leadership in the NHS: Does the emperor have any clothes? Journal of Health Services Research & Policy 19(4), 253–326.

Questions that apply to this article:

1. How does the author describe leadership from a followership perspective?
2. Compare and contrast the terms “administration” and “management” used in this article to the terms “leadership” and “management” used in Chapter 1 of the text.
3. What argument does the author use to support her claim that leadership may not be something that can be learned?  How does this contrast with the process definition of leadership in the text?

*a. Answers vary.

***

Article 2: Donohue-Porter, P. (2014). The creative élan of nursing theory: Indispensable to leadership. Nursing Science Quarterly 27(4), 330-335.

Questions that apply to this article:

1. Describe how the “creative élan” helps nursing leaders understand effective leadership.
2. In the nursing leadership aspect “demonstrate vitality of the profession” the author states that nursing students should be aware that nursing is grounded in evidence-based practice, innovation, and patient-centered care among other themes.  How is this similar to information in Chapter 1 that describes the history of leadership and how leadership is practiced?
3. Developing a community of nurse theorists to help advance leadership knowledge and practice is a focus of the article.  How is this focus similar to the community of leadership theorists and researchers?

*a. Answers vary.

***

Article 3: Pilkington, F.B. (2011). A legacy of leadership in nursing. Nursing Science Quarterly 24(4), 391-392.

Questions that apply to this article:

1. Remarks spoken at the tribute ceremony for Dr. Ferguson-Pare’ include her passion and commitment to vision.  How are passion and vision consistent with effective leadership?
2. Is risk-taking a leader behavior that is effective?  Why or why not?
3. Reverence for others is another quality that Dr. Ferguson-Pare’s colleagues recognized upon her retirement.  How does reverence for others part of the leadership equation?

*a. Answers vary.

***

Article 4: Ferguson-Pare’, M. (2011). Perspectives on leadership: Moving out of the corner of our room. Nursing Science Quarterly 24(4), 393-396.

Questions that apply to this article:

1. The article states that practitioners in health care use client-centered approaches when working with patients and families with illnesses.  How is client-centeredness in patient and family care related to leadership?
2. Knowledge acquisition and science-based practice is the future of nursing health care for new nurses.  How is gaining knowledge and using science to move nursing and health care forward part of leadership development for nursing students?
3. This article is written by a revered leader in nursing over forty decades. Based on this article, how do you think she used the Five Bases of Social Power during her career?

*a. Answers vary.

***

Article 5: Followership: The theoretical foundation of a contemporary construct. (2007). Journal of Leadership and Organizational Studies 14(1), 50-60.

Questions that apply to this article:

1. Why do you think that followership research is a more recent area of study compared to leadership?
2. In the section of the article titled “Idealized Leader Overshadows Followers” is the leader described in this section doing management functions or leadership functions?
3. Describe an active follower.  What do they do, how do they interact with leaders and what does the leader do to facilitate active followership?

*a. Answers vary.

Reference Articles

Emotional and Other Intelligence

Impression Management

Political Leadership

Trait Leadership

Journal Articles

Article 1: Emery, C., Calvard, T. S. and Pierce, M. E. (2013). Leadership as an emergent process: A social network study of personality and leadership. Group Processes & Intergroup Relations 16(1), 28-45. 

Questions that apply to this article:

1. Leadership emergence was described in Chapter 1 as occurring when a member of the group is communicative, likeable, fits the group prototype, and is perceived by others as leadership material.  How did the Big Five personality traits affect leadership emergence according to this article?
2. Compare and contrast the results of Big Five on task- and relationship-oriented leader emergence.
3. How does this study compare and contrast with Judge et al.’s meta-analysis on the correlation of the Big Five personality traits and leadership?

*a. Answers vary.

***

Article 2: McCabe, K. O. and Fleeson, W. (2012). What is extraversion for? Integrating trait and motivational perspectives and identifying the purpose of extraversion. Psychological Science 23(12), 1498-1505.

Questions that apply to this article:

1. How does this article combine the research into traits with psychological domains of motivation and social cognition?
2. What is the fundamental weakness of the Big Five model that is discussed in the article, and how is this weakness related to the trait approach in leadership?
3. Judge et al. described in their meta-analysis that extraversion has the highest correlation with leadership of all of the five factors.  What does this article say about extraversion that adds to Judge’s information about extraversion and leadership?

*a. Answers vary.

***

Article 3: Redfern, S., Coster, S., Evans, A. and Dewe, P. (2010). An exploration of personal initiative theory in the role of consultant nurses. Journal of Research in Nursing 15(5), 435-453.

Questions that apply to this article:

1. Describe personal initiative theory.
2. Using at least three of the five main leadership traits Northouse identifies in the text, describe how they might help a leader develop personal initiative.
3. How do the personal initiative theory’s main components (self-starting and goal directed; proactive and long-term; persistence in overcoming barriers; and supports the organization) compare and contrast with how chapter 1 defines and describes leadership?

*a. Answers vary.

***

Article 4: Hegge, M. (2011). The empty carriage: Lessons in leadership from Florence Nightingale. Nursing Science Quarterly 24(1), 21-25.

Questions that apply to this article:

1. How do the five lessons in the article correspond with the definition of leadership found in chapter 1?
2. Are leader dispositions and leader traits the same? Why or why not?
3. Compare and contrast the Nightingale Leadership Qualities with leadership traits listed in the text.

*a. Answers vary.

***

Article 5: Kotze´, M. and Venter, I. (2011). Differences in emotional intelligence between effective and ineffective leaders in the public sector: An empirical study. International Review of Administrative Sciences 77(2), 397-427.

Questions that apply to this article:

1. Is emotional intelligence more of a trait or a skill that can be developed? Defend your answer using information in this article.
2. Results of the study showed a “significant difference between effective and ineffective leaders emerged with regard to their overall emotional intelligence scores (p=02).” Describe the differences in findings within all of the emotional intelligence composite scales.
3. Discuss the pros and cons of using emotional intelligence measures as a way to decide hiring and promotion practices.

*a. Answers vary.

Reference Articles

Conceptualizations of Skill

Mentoring and Coaching

Problem-solving Approaches

Role of Emotions

Journal Articles

Article 1: Ramthun, A. J. and Matkin, G. S. (2014). Leading Dangerously: A case study of military teams and shared leadership in dangerous environments. Journal of Leadership & Organizational Studies 21(3), 244-256.

Questions that apply to this article:

1. How does the study described in this article compare with Mumford et al.’s study in 2000 in which he describe the Skills Model?
2. What individual attributes are identified in the military teams that might affect leadership ability?
3. Identify environmental influences that military leaders must face.  How does that help them improve competencies and leadership outcomes?

*a. Answers vary.

***

Article 2: Shooter, W., Sibthorp, J. and Paisley, K. (2009). Outdoor leadership skills: A program perspective. Journal of Experiential Education 32(1), 1-13.

Questions that apply to this article:

1. What is the context in which this article discusses outdoor leadership competencies?
2. How are “hard skills,”  “soft skills,” and “conceptual skills” described in this article related to Katz’s administrative skills model in our text?
3. What is the stereotypical thinking of the terms “hard skills” and “soft skills”?  Do you agree with these stereotypes?

*a. Answers vary.

***

Article 3: Cullen, L., Titler, M.G. and Rempel, G. (2011). An Advanced educational program promoting evidence-based practice. Western Journal of Nursing Research 33(3), 345-364.

Questions that apply to this article:

1. What leadership skills do the evidence-based practice three-day seminar program outlined in the article claim to develop in participants?
2. Is the focus of nurse leaders using evidence-based practice in their organizations technical, human or conceptual skill development? Which of the three is most prevalent in this article?
3. What was the impact of this three-day seminar on the nurses developing skills to start or continue using evidence-based practice in their workplace?

*a. Answers vary.

***

Article 4: Campbell, D.J., Dardis, G. and Campbell, K.M. (2003). Enhancing incremental influence: A focused approach to leadership development. Journal of Leadership and Organizational Studies 10(1), 29-44.

Questions that apply to this article:

1. Compare and contrast the intrapersonal and interpersonal skill development described in the article.
2. How is interpersonal effectiveness as described in the article similar to Mumford’s skills model described in the text?
3. Is the description of cognitive skills in the article more like general cognitive ability or crystallized cognitive ability? Explain your answer.

*a. Answers vary.

***

Article 5: Holmberg, I. and Tyrstrup, M. (2010). Well then-What now? An everyday approach to managerial leadership. Leadership 6(4), 353-372.

Questions that apply to this article:

1. The article identifies both “managerial work” and “leadership” and sometimes “managerial leadership.”  How do these terms differ from the descriptions of management and leadership outlined in Chapter 1 of the Northouse text?
2. Describe the qualitative methodology used to gather data from the subjects in this study.
3. How do you see components of the two skills models in the text in the sense-making theme “What are the narratives about?” in the article. Use both Katz and Mumford’s model in your answer.

*a. Answers vary.

***

Article 6: Hess, P.W. (2007). Enhancing leadership skill development by creating practice/feedback opportunities in the classroom. Journal of Management Education 31(2), 195-213.

Questions that apply to this article:

1. Can you learn leadership skills by taking a college-level course on leadership? Defend your answer using your personal experience and information in this article.
2. Feedback and practice can be valuable educational tools. What are the two main principles of practice needed to elicit a skill set?
3. Describe some advantages of the classroom practicum approach to leadership development.

*a. Answers vary. 

Reference Articles

Behavior Strategies

Leadership Behavior

Leadership Theories

Journal Articles

Article 1: Chan, S.C. H. (2014). Paternalistic leadership and employee voice: Does information sharing matter? Human Relations 67(6), 667-693.

Questions that apply to this article:

1. Paternalism is a term that Blake and Mouton described in their behavioral leadership research.  How does the definition/description of paternalism used in the article compare to the description of paternalism in Blake and Mouton’s research?
2. What is the effect of paternalistic leader behaviors (authoritarian, benevolent, morality) on employee voice?
3. Describe the main methodological procedures and main analytical processes used in the study. Were these procedures appropriate for this type of research?

*a. Answers vary.

***

Article 2: Rowold, J. & Borgman, L. (2014). Interpersonal affect and the assessment of and interrelationship between leadership constructs. Leadership 10(3), 308-325.

Questions that apply to this article:

1. What does the term “affect” mean in this study?
2. How do the initiating structure and consideration behaviors from the Ohio State studies correlate with transformational leadership behaviors?
3. What variable was this study trying to control?  What findings did the study report that showed some success in controlling for this variable?

*a. Answers vary.

***

Article 3: Ferguson-Pare´, M. (2011). Perspectives on leadership: Moving out of the corner of our room. Nursing Science Quarterly 24(4), 393-396.

Questions that apply to this article:

1. Dr. Ferguson-Pare´ refers to nursing practice in this article. What leadership behaviors does she use to help nurses see the future of healthcare?
2. What leadership behavioral style do you think she uses in her daily work? What does she do that exemplifies this style?
3. Describe what is meant by “moving out of the corner of our room.”

*a. Answers vary.

***

Article 4: Koivunen, N. and Wennes, G. (2011). Show us the sound! Aesthetic leadership of symphony orchestra conductors. Leadership 7(1), 51-71.

Questions that apply to this article:

1. How is the metaphor of the conductor consistent with the process versus trait definition of leadership described in chapter 1?
2. Define/describe aesthetic leadership.  Include in your description a brief summary of how aesthetic leadership incorporates task and relationship behaviors.
3. How does aesthetic leadership as discussed in this article include management functions?

*a. Answers vary.

***

Article 5: Sherwood, A.L. and DePaolo, C.A. (2005). Task and relationship-oriented trust in leaders.Journal of Leadership Organizational Studies 12(2), 65-81.

Questions that apply to this article:

1. Explain what the authors mean when they use “cognitive antecedent to trust.”
2. How do the two main categories of leader behaviors, task and relationship, contribute to the cognitive antecedent to develop trust in worker-supervisor relationships?
3. What were the main conclusions of this study? How might you use these conclusions as you work to develop trust in your work relationships?

*a. Answers vary.

***

Article 6: Schilling, J. (2009). From ineffectiveness to destruction: A qualitative study on the meaning of negative leadership. Leadership 5(1), 102-128.

Questions that apply to this article:

1. Describe the terms ineffective leadership, destructive leadership and negative leadership used in this article.
2. What are some negative leadership behaviors outlined in this article?
3. What are the consequences to the organization when negative leadership is present?

*a. Answers vary.

Reference Articles

Creative Leadership

Task Leadership

Journal Articles

Article 1: Orphanos, S. & Orr, M. T. (2014). Learning leadership matters: The influence of innovative school leadership preparation on teachers’ experiences and outcomes. Educational Management Administration & Leadership 42(5), 680-700.

Questions that apply to this article:

1. What are the common features of exemplary leadership preparation programs?
2. Using the situational approach perspective, how does the article describe the interaction between principals and teachers?
3. Job satisfaction is an outcome studied in this research.  What is a parallel theme in the situational approach to job satisfaction?

*a. Answers vary.

***

Article 2: Bienefeld, N. and Grote, G. (2014). Shared leadership in multi-team systems: How cockpit and cabin crews lead each other to safety. Human Factors: The Journal of Human Factors and Ergonomics Society 56(2), 270-286. DOI: 10.1177/0018720813488137.

Questions that apply to this article:

1. Cockpit crews have varying levels of competence or ability in emergency situations.  What does the article say about shared leadership that could help crews be successful (competent) in emergency situations?
2. Which teams were more successful? What leader behaviors contributed to their success?
3. Is this research generalizable to leadership in other contexts (situations)? Why or why not?

*a. Answers vary.

***

Article 3: Scherb, C.A., Specht, J.K.P., Loes, J.L. and Reed, D. (2011). Decisional involvement: Staff nurse and nurse manager perceptions. Western Journal of Nursing Research 33(2), 161-179.

Questions that apply to this article:

1. Describe an organizational structure that is flat and focused on shared decision-making.
2. What are the potential benefits to entry level nurses who work in organizations where they are involved in decision-making at multiple levels?
3. What were the differences in the staff nurses and nurse managers in their actual and preferred levels of decision-making involvement? What can you conclude from these differences?

*a. Answers vary.

***

Article 4: Glick, N.D. (2002). The relationship between cross cultural experience and training, and leader effectiveness in the US Foreign Service. International Journal of Cross Cultural Management 2(3), 339-356.

Questions that apply to this article:

1. What is the situation or context in which this article describes a leader’s choice of leadership behavior? How is this context similar to or different from situations described in the text?
2. What do the results say about the correlation between consideration, initiating structure and satisfaction?
3. What do you conclude about task (structure) and relationship (consideration) behaviors in culturally diverse contexts based on the hypotheses of this study?

*a. Answers vary.

***

Article 5: Vecchio, R.P., Bullis, R.C. and Brazil, D.M. (2006). The utility of situational leadership theory-A replication in a military setting. Small Group Research 37(5), 407-424.

Questions that apply to this article:

1. Describe employee readiness levels for all four leader behaviors described in this article.  How is this description different from and similar to how level of readiness is describe in the text.
2. Describe the participants used in this study. Is this subject group appropriate for testing the hypotheses and purpose of the study?
3. Should the military keep their emphasis on the situational approach in their officer training manuals and overall philosophy?  Why or why not?

*a. Answers vary.

Reference Articles

Motivation Theories

Path-Goal Theory

Journal Articles

Article 1: Konradt, U. (2014). Toward a theory of dispersed leadership in teams: Model, findings, and directions for future research. Leadership 10(3), 289-307.

Questions that apply to this article:

1. Describe how the structural type of leadership (task, organizational structures, and customers) is similar to the task and follower characteristics in path–goal theory.
2. Which leader behaviors in the interactional leadership type are similar to the leader behaviors used in path-goal leadership?
3. How does this article describe similarities in path-goal leadership concepts to situational leadership concepts?

*a. Answers vary.

***

Article 2: Oostlander, J., Guntert, S. T., van Schie, S. and Wehner, T. (2014). Leadership and volunteer motivation: A study using self-determination theory. Nonprofit and Voluntary Sector Quarterly 43(5), 869-889.

Questions that apply to this article:

1. How is the achievement-oriented leader behavior in path-goal theory similar to autonomy-supportive leadership described in this article?
2. Follower motivation is a central component of path-goal theory.  What does this article say about autonomy-supportive and controlling behaviors’ effect on follower motivation?
3. If you are a leader of a follower who is displaying autonomous motivation and working on a task that is complex and unclear, what path-goal leader behavior should you use and why?

*a. Answers vary.

***

Article 3: Helland, M.R. and Winston, B.E. (2005). Towards a deeper understanding of hope and leadership. Journal of Leadership and Organizational Studies 12(2), 43-54.

Questions that apply to this article:

1. How does hope influence motivation?
2. Describe how hope and goal setting/pursuit fits with the main concepts of path-goal theory.
3. Individuals with high levels of hope are likely to possess which subordinate characteristic(s) in the path-goal theory. Explain your answer.

*a. Answers vary.

***

Article 4: Moss, S.A. and Ritossa, D.A. (2007). The impact of goal orientation on the association between leadership style and follower performance, creativity and work attitudes. Leadership 3(4), 433-456.

Questions that apply to this article:

1. Path-goal theory focuses on subordinate motivation to achieve productivity and goal fulfillment. How does the person system interaction theory help you understand motivation and goal orientation?
2. Hypothesis 2 in the article looks at inspirational motivation (from transformational leadership) and performance orientation.  Describe the results of the study related to Hypothesis 2.  Include in your description what these results mean related to path-goal theory concepts.
3. Describe at least two ways that path-goal theory and transformational leadership are similar in terms of goal orientation, productivity and motivation.

*a. Answers vary.

***

Article 5: Jha, S. (2010). Need for growth, achievement, power and affiliation: Determinants of psychological empowerment. Global Business Review 11(3), 379-393.

Questions that apply to this article:

1. What subordinate characteristics correlate with the motivational needs described in this article (need for growth, achievement, power and affiliation)? Explain why you chose each characteristic and which motivational need to which it correlates.
2. Describe psychological empowerment in terms of intrinsic or extrinsic motivation.
3. What were the results of this study in terms of correlations between the four motivational needs and empowerment?

*a. Answers vary.

***

Article 6: Seltzer, J. and Smither, J.W. (1995). A role-play exercise to introduce students to path-goal leadership theory. Journal of Management Education 19(3), 380-391.

Questions that apply to this article:

1. Describe how expectancy theory of motivation informed the development of the path-goal theory.
2. How would you describe to new employees you supervise why you may be using different leadership styles with each of them?
3. Do you enjoy doing role-play scenarios in the classroom? Why or why not? If done well, what value does role-play practice have in helping you understand leadership theories?

*a. Answers vary. 

Reference Articles

Attribution Bias

Relationships

Journal Articles

Article 1: Fairhurst, G. T. and Connaughton, S. L. (2014). Leadership: A communicative perspective. Leadership 10(1), 7-35.

Questions that apply to this article:

1. This article discusses a communication-centered view of leadership.  How is this view of leadership consistent with leadership in LMX theory?
2. A section of the article is titled “Leadership (communication) is relational, neither leader-centric nor follower-centric.” Describe the parallels in this section to the leadership-making process in LMX.
3. Is the work of trying to get all followers into the in-group and have high-quality exchanges constructionist relational leadership or structurationist? Defend your answer.

*a. Answers vary.

***

Article 2: Sherman, K. E., Kennedy, D. M., Woodard, M. S. and McComb, S.A. (2012). Examining the “Exchange” in Leader-member exchange. Journal of Leadership & Organizational Studies 19(4), 407-423.

Questions that apply to this article:

1. Using the language of LMX, describe the research methods used in this study.
2. What were the reasons given for members’ turnover intentions compared to actual turnover? How does this compare with information in the text about the outcomes of high-quality leader–member exchanges?
3. Describe the differences in Figure 1. Dyadic relationships in the article when compared to the Leadership Making phases: Stranger, Acquaintance and Mature-partnership phases.

*a. Answers vary.

***

Article 3: Brunetto, Y., Farr-Wharton, R., Ramsay, S. and Shacklock, K. (2010). Supervisor relationships and perceptions of work-family conflict. Asia Pacific Journal of Human Resources 48(2), 212-232.

Questions that apply to this article:

1. Why is work-family conflict being studied in the context of leader-member exchange?
2. Describe the difference between police officers and nurses’ perception of LMX and its predicted perception of work-family conflict. Why are these two work groups so different?
3. Using LMX principles, what could nurse managers in the public sector do to decrease nurse turnover?

*a. Answers vary.

***

Article 4: Shiva, M. and Suar, D. (2010). Leadership, LMX, commitment and NGO effectiveness: Transformational, Leadership, Leader-member exchange, organizational commitment, organizational effectiveness and programme outcomes in non-governmental organizations. International Journal of Rural Management 6(1), 117-150.

Questions that apply to this article:

1. How do the authors describe the interrelationships between transformational leadership and LMX?
2. How can leaders use LMX to improve organizational commitment?
3. What were the study findings on commitment and high quality LMX on NGO effectiveness?

*a. Answers vary.

***

Article 5: Gomez, C. and Rosen, B. (2001). The leader-member exchange as a link between managerial trust and employee empowerment. Group & Organization Management 26(1), 53-69.

Questions that apply to this article:

1. Describe the four cognitive dimensions of empowerment.
2. Explain how LMX can be a potential antecedent to employee empowerment. How do LMX and trust interact in a work setting?
3. What did the study find regarding trust and quality of LMX? How were these findings similar to quality of LMX and employee empowerment?

*a. Answers vary. 

Reference Articles

James MacGregor Burns

Mother Theresa

Philanthropic Leadership

Romance of Leadership

Journal Articles

Article 1: Shatzer, R. H., Caldarella, P., Hallam, P. R. and Brown, B. L. Comparing the effects of instructional and transformational leadership on student achievement: Implications for practice. Educational Management Administration & Leadership 42(4), 445-459.

Questions that apply to this article:

1. Describe the main components of the instructional leadership model.
2. How are the instructional leadership model and transformational leadership model similar?
3. Choose three of the principal behaviors listed on page 12 of the article and describe how they are similar to three of the factors in the full-range model of transformational leadership.

*a. Answers vary.

***

Article 2: Lee, J. & Jensen, J. (2014). The effects of active constructive and passive corrective leadership on workplace incivility and mediating role of fairness perceptions. Group & Organization Management39(4): 416-443.

Questions that apply to this article:

1. What concepts from the Full-Range Model of Transformational Leadership relate to the “active constructive leadership” and “passive corrective leadership” discussed in the article?
2. Describe the mediating effects of interpersonal fairness in the relationship between leadership and workplace incivility.
3. What did the researchers find about the relationship between passive corrective leadership and workplace incivility?

*a. Answers vary.

***

Article 3: Everett, L.Q. and Sitterding, M.C. (2011). Transformational leadership required to design and sustain evidence-based practice: A system exemplar. Western Journal of Nursing Research 33(3), 398-426.

Questions that apply to this article:

1. In the Nursing Leadership Vision section of the article the authors outline the reorganized vision of nursing structure in this healthcare organization.  Describe how the creation of this vision is a transformational leadership process.
2. A sense of loss of autonomy and accountability over nursing practice and the thought that nursing leadership no longer valued nurses input made to patient care manifested in lack of spirit and/or passion among the nursing staff.  What principles of transformational leadership did the CNE use to reverse the apathy and reenergize the staff?
3. How is encouraging nurses at all levels to be involved in evidence-based practice research a transformational leadership practice? What was the effect of this on the nursing organization within this healthcare system?

*a. Answers vary.

***

Article 4: Smith, B.N., Montagno, R.V. and Kuzmenko, T.N. (2004). Transformational and servant leadership: Content and contextual comparisons. Journal of Leadership and Organizational Studies 10(4), 80-92.

Questions that apply to this article:

1. Describe the similarities between servant and transformational leadership in the charismatic component of leadership.
2. In Table 1 there is not much overlap between servant and transformational leadership related to intellectual stimulation.  Why do you think this is the case? Based on your knowledge of transformational and servant leadership, could there be an overlap in shares leadership, builds community and values people? Give an example of an overlap in one of these categories.
3. Which model, servant or transformational, did the authors find worked best in a not-for-profit or religious organizational context?  What do the authors say about the importance of “context” for each model?

*a. Answers vary.

***

Article 5: Mulla, Z.R. and Krishnan, V.R. (2011). Transformational leadership: Do the leader’s morals matter and do the follower’s morals change? Journal of Human Values 17(2), 129-143.

Questions that apply to this article:

1. Describe the components of moral development.  How are these different from moral judgment?
2. Describe how transformational leaders can positively impact moral sensitivity and development in their followers.
3. What was the effect of the leader-follower relationship duration on transformational leadership effecting follower’s moral sensitivity?

*a. Answers vary. 

Reference Articles

Authenticity

Human Rights Leadership

Journal Articles

Article 1: Nyberg, D. and Sveningsson, S. (2014). Paradoxes of authentic leadership: Leader identity struggles. Leadership 10(4), 437-455.

Questions that apply to this article:

1. Caza and Jackson (2011) share three authentic leadership themes (self-awareness, self-consistency, relational transparency) in the article.  How are the leader behaviors or characteristics described in the text similar to these themes?
2. How does the article describe the social constructivist view of leadership?
3. Describe the paradoxes some leaders face when they try to be authentic but followers do not respond in a way the leader anticipated.

*a. Answers vary.

***

Article 2: Peterson, S. J., Walumbwa, F. O., Byron, K. and Myrowitz, J. (2009). CEO Positive psychological traits, transformational leadership and firm performance in high-technology start-up and established firms.  Journal of Management 35(2): 348-368.

Questions that apply to this article:

1. Describe the relationship between optimism and transformational leadership.
2. How are the positive psychological traits of hope, optimism, and resiliency mediated by transformational leadership?
3. Why is transformational leadership more strongly related to start-up companies than established companies?

*a. Answers vary.

***

Article 3: Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing, T.S. and Peterson, S.J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management 34(1), 89-126.

Questions that apply to this article:

1. Describe the sample populations used to validate the Authentic Leadership Questionnaire. What is the significance of using these multiple and diverse subjects?
2. Describe the three reasons the authors chose to use Avolio, Gardner and colleagues and Ilies et al.’s perspectives on authentic leadership as the conceptual underpinning for this research. How are these reasons significant to the establishment and validation of the Authentic Leadership Questionnaire?
3. There were three studies reported in this article all designed to determine many different factors of authentic leadership and distinguish it from other leadership orientations. What were the overall findings in this study related to the construct validity of the ALQ?

*a. Answers vary.

***

Article 4: Woolley, L., Caza, A. and Levy, L. (2011). Authentic leadership and follower development: Psychological capital, positive work climate, and gender. Journal of Leadership & Organizational Studies 18(4), 438-448.

Questions that apply to this article:

1. Describe/define follower psychological capital (PsyCap).
2. How strongly did this research support the relationship between authentic leadership and follower PsyCap and positive work climate (Hypothesis 2)? What is the significance of these results on your understanding of authentic leadership?
3. What were the unique findings related the role gender plays in the authentic leadership process?  What were the similarities and differences between males and females?

*a. Answers vary.

***

Article 5: Adolescent leadership development: Building a case for an authenticity framework.Educational Management Administration & Leadership 37(6), 847-872.

Questions that apply to this article:

1. What is unique about the subjects used in this study?
2. Compare and contrast pro-social and anti-social leaders.
3. How can an authentic leadership framework potentially help develop leadership skills and attitudes to benefit future leadership roles?

*a. Answers vary.

Reference Articles

Servant Leader Beginnings

Stewardship

Journal Articles

Article 1: Beck, C. D. (2014). Antecedents of Servant Leadership: A mixed methods study. Journal of Leadership & Organizational Studies 21(3), 299-314.

Questions that apply to this article:

1. Why did this scholar decide to study specifically the antecedent conditions of servant leadership?
2. Use at least two of the four themes that describe why the longer a leader is in a leadership role, the more frequent the servant leader behaviors, and discuss why these findings highlight the understanding of antecedent conditions.
3. Finding 3 is “servant leaders influence others through building trusting relationships”. What leader behaviors in the text are consistent with the resultant themes in finding 3?

*a. Answers vary.

***

Article 2: Barbuto, J. E., Gottfredson, R. K. and Searle, T. P. (2014). An examination of emotional intelligence as an antecedent of servant leadership. Journal of Leadership & Organizational Studies 21(3), 315-323.

Questions that apply to this article:

1. Define emotional intelligence and then describe why it might be considered an antecedent of servant leadership.
2. Why is it important to identify the antecedents of servant leadership?
3. Is emotional intelligence an antecedent of servant leadership? Defend your answer based on information in this article.

*a. Answers vary.

***

Article 3: Sturm, B.A. (2009). Principles of servant-leadership in community health nursing. Home Health Care Management & Practice 21(2), 82-89.

Questions that apply to this article:

1. Explain what ethnographic research is.  Why does is make sense to complete this study using ethnographic methods?
2. Discuss how theme one “respect and valuing of one as a unique individual” is related to servant leadership characteristics.
3. How do nursing supervisors in this study show the servant leadership characteristic “stewardship?” What is the effect of stewardship on the nursing staff?

*a. Answers vary.

***

Article 4: Searle, T.P. and Barbuto, J.E. (2011). Journal of Leadership & Organizational Studies 18(1), 107-117.

Questions that apply to this article:

1. This article identified five dimensions of servant leadership. What servant leader behaviors found in the Northouse text in the Model of Servant Leadership could describe the dimension altruistic calling in this research article?
2. How does positive micro-level behavior described in the article affect performance?
3. Discuss hope in this article as is relates to positive psychology and servant leadership. Why is hope a significant psychological factor to use when studying servant leadership?

*a. Answers vary.

***

Article 5: Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management 37(4), 1228-1261.

Questions that apply to this article:

1. Describe the historical development of servant leadership as outlined in this article.
2. How are concepts from Leader-Member Exchange theory incorporated into the development of servant leadership?
3. How is leader motivation to serve incorporated into the servant leadership model? How is this consistent with personality research in leadership?

*a. Answers vary.

***

Article 6: Hale, J.R. and Fields, D.L. (2007). Exploring servant leadership across cultures: A study of followers in Ghana and the USA. Leadership 3(4), 397-417.

Questions that apply to this article:

1. Describe the Ghanaian neo-patrimonial practices. Include in your description a brief comparison between Ghanaian and United States leadership styles presented in the article.
2. What cultural differences are prevalent between Ghana and the United States that potentially affect use of servant leadership in these countries?
3. How is servant leadership expressed differently in the USA as compared to Ghana?

*a. Answers vary. 

Reference Article

Adaptive Work

Journal Articles

Article 1: Nicolaides, A. and McCallum, D. C. (2013). Inquiry in action for leadership in turbulent times: Exploring the connections between transformative learning and adaptive leadership. Journal of Transformative Education 11(4), 246-260.

Questions that apply to this article:

1. The authors spend time in the introduction of the article describing the context of their study. Why is it important to explore the connections between transformative and adaptive leadership?
2. Describe the Collaborative Developmental Action Inquiry process.
3. What were the findings from the practical application discussed in the article of the working scientists in a governmental health care agency?

*a. Answers vary.

***

Article 2: Barton, M. A. and Bunderson, J. S. (2014). Assessing member expertise in groups: An expertise dependence perspective. Organizational Psychology Review 4(3), 228-257.

Questions that apply to this article:

1. What type of challenges would people be able to solve without their leader if they had the right expertise? How does this relate to expectancy theory as described in the article?
2. The concept of expertise dependence theory in the article would have what effect on the work group solving adaptive challenges?
3. How does expectancy theory’s effect on adaptive problems relate to the concepts of expectancy theory and motivation in path-goal approach?

*a. Answers vary.

***

Article 3: Kreuter, M. W., DeRosa, C., Howze, E. H. and Baldwin, G. T. (2004). Understanding wicked problems: A key to advancing environmental health promotion. Health Education & Behavior 31(4), 441-454.

Questions that apply to this article:

1. Describe the “wicked problem” in this article in adaptive leadership terms.
2. If wicked problems are on one end of a continuum and tame problems are on the other end, which of the three types of challenges in the adaptive leadership model is likely in the middle of the continuum? Explain your answer.
3. The implications for practitioners section describes some skills and indicators of competence in solving wicked problems.  Who is likely to be involved in developing and implementing these solutions and what behaviors might they use?

*a. Answers vary.

***

Article 4: Head, B. W. and Alford, J. (2013). Wicked problems: Implications for public policy and management. Administration & Society DOI: 10.1177/0095399713481601

Questions that apply to this article:

1. What is a “wicked problem”?
2. How valued a part is wicked problems? How does this relate to values in the adaptive leadership model?
3. What are the new leadership roles or ways that might be used to solve wicked problems?

*a. Answers vary.

Reference Articles

Narcissism

Psychoanalytic Approach

Journal Articles

Article 1: Islam, G. (2014). Identities and ideals: Psychoanalytic dialogues of self and leadership. Leadership 10(3), 344-360.

Questions that apply to this article:

1. How do the concepts in psychodynamic approaches’ “focus on the leader-follower relationship” and the definition of socio-cognitive paradigm in the article share similar thoughts on leadership as a process of interaction with others?
2. Describe how mirroring and idealizing concepts in psychodynamic approach (mainly considered a follower concept) share similar concepts as the section in the article about leaders as idealized self-visions.
3. How do primary and secondary narcissism compare and contrast with constructive and reactive narcissists?

*a. Answers vary.

***

Article 2: Freeman, T. (2013). Comparing the content of leadership theories and managers’ shared perceptions of effective leadership: A Q-method study of trainee managers in the English NHS. Health Services Management Research 26(2-3), 43-53. 

Questions that apply to this article:

1. Identity and how identity is developed plays a role in the psychodynamic approach. What is the “credible leadership persona” described in the article?
2. Psychodynamic approach tries to describe human behavior and how this affects leadership in organizations.  What are the primary findings of this article that also describe leadership behaviors that work in an organizational/relational work environment?
3. How does the NHS Leadership Qualities Framework (Figure 2) describe how and why leaders behave the way they do?

*a. Answers vary.

***

Article 3: Game, A.M. (2008). Negative emotions in supervisory relationships: The role of relational models. Human Relations 6(13), 355-393.

Questions that apply to this article:

1. How does attachment theory explain emotional responses in supervisor-follower relationships?
2. Describe some of the negative emotional reactions that can occur in regards to the relational models discussed in the article.
3. What potential effects do past experiences in the workplace have on the supervisor-follower relationships’ effect on negative emotions?

*a. Answers vary.

***

Article 4: Lindsey, J.L. (2011). Fine art metaphors reveal leader archetypes. Journal of Leadership & Organizational Studies 18(1), 56-63.

Questions that apply to this article:

1. Describe the importance of self-awareness and self-insight on leader development.
2. Describe the methodology used to gather and assess the data in this study. What are some limitations and advantages to this type of research?
3. How do the cultural archetypes from metaphors of leadership in this study relate to the psychodynamic approach to leadership?

*a. Answers vary.

***

Article 5: Cluley, R. (2008). The psychoanalytic relationship between leaders and followers. Leadership4(2), 201-212.

Questions that apply to this article:

1. What is important, according to this author, to distinguish or separate the terms leader and follower?
2. Define narcissism using the information provided in the article.
3. Compare the shadow side of leadership and narcissism in the Northouse text to the description of narcissism and leadership presented in the article.

*a. Answers vary.

***

Article 6: Trehan, K. (2007). Psychodynamic and critical perspectives on leadership development.Advances in Developing Human Resources 9(1), 72-82.

Questions that apply to this article:

1. What do the authors say about “new leadership” like charismatic and transformational as a means for teaching/developing leadership?
2. Describe the interplay between psychodynamic approaches and critical HRD the helps inform a new way of thinking about leadership development.
3. What could instructors do in their classrooms to encourage critical thought and questioning around HRD and leadership development? How does power fit into this equation?

*a. Answers vary. 

Reference Articles

Ethical Dilemmas

Ethical Role of Management

Opportunism

Journal Articles

Article 1: Makaroff, K. S., Storch, J., Pauly, B. and Newton, L. (2014). Searching for ethical leadership in nursing. Nursing Ethics 21(6), 642-658.

Questions that apply to this article:

1. A consistent finding in this article was the desire for supportive nurse leaders when facing ethical challenges.  Describe a principle of ethical leadership in the text that describes the type of ethics in terms of support.
2. Describe how the principle “ethical leaders are just” is being responsive to systemic needs, one of the themes of this article’s research findings.
3. Ethics is central to leadership.  Summarize this concept using the information in the strengthening ethical practice section in the article.

*a. Answers vary.

***

Article 2: Huang, L. & Paterson, T. A. (2014). Group ethical voice: Influence of ethical leadership and impact on ethical performance. Journal of Management DOI: 10.1177/0149206314546195.

Questions that apply to this article:

1. Describe what group ethical voice means.
2. How does ethical leadership influence the group ethical voice?
3. How do the mediating role of ethical culture and the centrality of ethics to leadership compare and contrast?

*a. Answers vary.

***

Article 3: Fairchild, R.M. (2010). Practical ethical theory for nurses responding to complexity in care. Nursing Ethics 17(3), 353-362.

Questions that apply to this article:

1. How does human caring develop from a meaning and knowing ethical context?
2. Where does ethical altruism described in the Northouse text intersect with complexity theory and caring in this article?
3. Describe how metacognition can help individuals make decisions when facing ethical dilemmas.

*a. Answers vary.

***

Article 4: Stefkovich, J. and Begley, P.T. (2007). Ethical school leadership. Educational Management Administration & Leadership 35(2), 205-224.

Questions that apply to this article:

1. Describe the valuation process discussed in this article related to school administration. How can this process of assessing values and ethics also apply to other leadership roles and organizations?
2. How is the process of ethical school leadership more difficult as schools increase in cultural diversity? What type of valuations do school leaders often use in diverse school systems?
3. Describe two different ways school administrators interpret what is in the best interest of students.

*a. Answers vary.

***

Article 5: Johnson, C. The rise and fall of Carly Fiorina. Journal of Leadership and Organizational Studies15(2), 188-196.

Questions that apply to this article:

1. When Carly Fiorina took over as CEO of Hewlett Packard and pushed financial performance over the “HP Way”, what type of leadership was she using? Explain your answer.
2. Explain the ethical leadership construct described in the article as a two-part process.
3. What behaviors, actions and decision-making process did Ms. Fiorina use that did not follow the ethical leadership construct?

*a. Answers vary. 

Reference Articles

Future Team Effectiveness

Shared Leadership

Journal Articles

Article 1: Heldal, F. and Antonsen, S. (2014). Team leadership in a high-risk organization: The role of contextual factors. Small Group Research 45(4), 376-399.

Questions that apply to this article:

1. What is meant by the dynamic and high-risk environments in which some groups do their work? How does this affect the team dynamic?
2. What contextual factors influence small groups in this case study?
3. Choose four of the leadership behaviors in Table 1 of the article and describe how they are similar to internal or external leadership actions in Hill’s model in the text.

*a. Answers vary.

***

Article 2: Gupta, V. K., Huang, R. and Niranjan, S. (2010). A longitudinal examination of the relationship between team leadership and performance. Journal of Leadership & Organizational Studies 17(4), 335-350.

Questions that apply to this article:

1. Describe the term cohesion as it applies to group functioning.
2. What was the unique hypothesis for this study?  Why did the authors choose to study team leadership in this way?
3. Is conflict in teams good or bad?  Defend your answer using the hypothesis and results of this study.

*a. Answers vary.

***

Article 3: Seed, M.S., Torkelson, D.J. and Karshmer, J.F. (2009). The clinical nurse leader: Helping psychiatric mental health nurses transform their practice. Journal of American Psychiatric Nurses Association 15(2), 120-125.

Questions that apply to this article:

1. Describe the functions of a Clinical Nurse Leader (CNL).
2. How does the CNL positively affect team productivity and better patient outcomes?
3. Using Hill’s Model for Team Leadership, describe some internal and external actions that CNL’s are likely to use to achieve team effectiveness and good patient care.

*a. Answers vary.

***

Article 4: Solansky, S.T. (2008). Leadership style and team processes in self-managed teams. Journal of Leadership and Organizational Studies 14(4), 332-341.

Questions that apply to this article:

1. Explain shared leadership and self-managed teams. How are these different from a team with one designated leader?
2. What is the role that motivation plays in the success or failure of teams?
3. What are some of the advantages of shared leadership over single leadership as described in this article?

*a. Answers vary.

***

Article 5: Roussin, C.J. (2008). Increasing trust, psychological safety, and team performance through dyadic leadership discovery. Small Group Research 39(2), 224-248.

Questions that apply to this article:

1. Describe what is meant by “psychological safety” and how its presence or absence in teams affects the overall team process.
2. Compare and contrast group-level discovery and dyadic discovery. Which of these two forms of interaction do the authors suggest is better for increasing trust and psychological safety in teams?
3. How is the dyadic discovery process consistent with concepts from the leader-member exchange theory?

*a. Answers vary. 

Reference Articles

Gender Differences

Glass Ceiling

Barriers

Journal Articles

Article 1: Wolfram, H. J. and Gratton, L. (2014). Gender role self-concept, categorical gender, and transactional-transformational leadership: Implications for perceived workgroup performance. Journal of Leadership & Organizational Studies 21(4), 338-353.

Questions that apply to this article:

1. This study is designed to address prior research findings that female leaders are more likely to display transactional-transformational leadership but are less likely than male colleagues to benefit from this in leadership effectiveness.  How is this statement similar to and different from the Gender Differences and Leadership Effectiveness section of the text?
2. What does this research say about the leadership of androgynous female managers?
3. What were the gender differentiated results when study subjects used the transformational individualized consideration factor?

*a. Answers vary.

***

Article 2: Kirton, G. and Healy, G. (2012). ‘Lift as you rise:’ Union women’s leadership talk. Human Relations 65(8), 979-999.

Questions that apply to this article:

1. Describe the terms masculine, feminine, and feminist leadership as used in this article.
2. What does the article say about women being gender-incongruent leaders?
3. Describe how gender and race both play a role in women’s leadership in unions.

*a. Answers vary.

***

Article 3: Hawkins, K.W. (1995). Effects of gender and communication content on leadership emergence in small task-oriented groups. Small Group Research 26(2), 234-249.

Questions that apply to this article:

1. In the literature review section of the article, what flaws in previous literature of emergent leadership does the author point out that suggest the studies did not accurately assess the emergent process?
2. What was the major finding of this study related to communication and emergence? What is significant about this finding?
3. What role did gender play in leadership emergence in the groups studied?

*a. Answers vary.

***

Article 4: Bligh and M.S, Kohles, J.C. (2008). Negotiating gender role expectations: Rhetorical leadership and women in the US Senate. Leadership 4(4), 381-402.

Questions that apply to this article:

1. Describe what the authors mean by “rhetorical leadership styles” of female US senators.
2. What are some common female gender stereotypes that these authors describe in political leadership areas?
3. What were the results of this study related to the female Senator’s use of aggressive, self-reference and accomplishment language?

*a. Answers vary.

***

Article 5: Cliff, J.E., Langton, N. and Aldrich, H.E. (2005). Walking the talk? Gendered rhetoric vs. action in small firms. Organization Studies 26(1), 63-90.

Questions that apply to this article:

1. Why do these authors feel that framing the question “Do men and women differ in their leadership styles?” is not helpful?
2. Describe the masculine and feminine organizational archetypes presented in the article.
3. Did the study find typical masculine and feminine archetypes existed in the organizations? Explain the results.

*a. Answers vary.

Reference Articles

Cross-Cultural Leadership

Leadership and Cultural Diversity

Leadership and Culture

Journal Articles

Article 1: Vogelgesang, G., Clapp-Smith, R. and Osland, J. (2014). The relationship between positive psychological capital and global mindset in the context of global leadership. Journal of Leadership & Organizational Studies 21(2), 165-178.

Questions that apply to this article:

1. What is PsyCap?
2. Define global mind-set.  How is global mind-set relevant to global leadership?
3. What are the implications of this research in hiring and training global leaders?

*a. Answers vary.

***

Article 2: Wang, L., Turnbull James, K., Denyer, D., and Bailey, C. (2013). Western views and Chinese whispers: Re-thinking global leadership competency in multi-national corporations. Leadership 10(4), 471-495.

Questions that apply to this article:

1. What is the “glass ceiling” described in this article?  How is it different from the “glass ceiling” described in the Gender and Leadership chapter in the text?
2. What is the function of charisma or charismatic leadership in this article when discussing difficulties getting local mid-level leaders into senior-level leadership positions in multi-national companies?
3. What is the Chinese perspective on leadership?  How does that differ from Western cultural perspective on leadership?

*a. Answers vary.

***

Article 3: Bird, A. and Fang, T. (2009). Cross cultural management in the age of globalization.International Journal of Cross Cultural Management 9(2), 139-143.

Questions that apply to this article:

1. Describe the metaphors of culture as “ocean” and “onion.” Who coined these phrases and what perspective led them to describe “ocean” or “onion?”
2. How is globalization affecting the management and leadership literature?
3. This is an editorial article that describes a special edition of this particular journal. What do you believe is the reason(s) that this special edition was deemed necessary in 2008 and 2009?

*a. Answers vary.

***

Article 4: McCrae, R.R, Realo, A. and Allik, J. (2008). Interpreting GLOBE Societal Practices Scales. Journal of Cross-Cultural Psychology 39(6), 805-810.

Questions that apply to this article:

1. Describe the important differences between Hofstede’s original work in 1980 and the GLOBE research. Why is it important to understand the differences in these two seminal studies?
2. How is the Big Five Personality profile integrated into the nine dimensions of culture in the GLOBE studies?
3. What do the results say about extraversion and the GLOBE studies?

*a. Answers vary.

***

Article 5: Lin, C. (2008). Demystifying the chameleonic nature of Chinese leadership. Journal of Leadership and Organizational Studies 14(4), 303-321.

Questions that apply to this article:

1. Describe the influence of Confucianism on Chinese leadership.
2. How collectivist is Chinese leadership compared with leadership in the US? What values and cultural norms influence these differences in collectivist thinking?
3. Why is studying the changing Chinese culture important to studying modern-day leadership?

*a. Answers vary.