Leadership: Theory and Practice
SAGE Readings
Reference Articles
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:
- How does the study described in this article compare with Mumford et al.’s study in 2000 in which he describe the Skills Model?
- What individual attributes are identified in the military teams that might affect leadership ability?
- Identify environmental influences that military leaders must face. How does that help them improve competencies and leadership outcomes?
*a. Answers vary.
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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:
- What is the context in which this article discusses outdoor leadership competencies?
- How are “hard skills,” “soft skills,” and “conceptual skills” described in this article related to Katz’s administrative skills model in our text?
- What is the stereotypical thinking of the terms “hard skills” and “soft skills”? Do you agree with these stereotypes?
*a. Answers vary.
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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:
- What leadership skills do the evidence-based practice three-day seminar program outlined in the article claim to develop in participants?
- 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?
- 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.
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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:
- Compare and contrast the intrapersonal and interpersonal skill development described in the article.
- How is interpersonal effectiveness as described in the article similar to Mumford’s skills model described in the text?
- Is the description of cognitive skills in the article more like general cognitive ability or crystallized cognitive ability? Explain your answer.
*a. Answers vary.
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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:
- 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?
- Describe the qualitative methodology used to gather data from the subjects in this study.
- 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.
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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:
- 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.
- Feedback and practice can be valuable educational tools. What are the two main principles of practice needed to elicit a skill set?
- Describe some advantages of the classroom practicum approach to leadership development.
*a. Answers vary.