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Article 1: Leadership and Change

Gibbons, P. T. (1992). Impacts of Organizational Evolution on Leadership Roles and Behaviors. Human Relations, 45(1), 1-18.

Questions that apply to this article:

1. Based on the discussion in the article, how would you define leadership?
2. How do the earlier leadership theories differ from the more recent leadership theories?
3. How would the conceptual scheme proposed in this journal article, be applicable to leadership in a global context?

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Article 1: Charismatic Leadership

Jung, D., & Sosik, J. J. (2006). Who Are the Spellbinders? Identifying Personal Attributes of Charismatic Leaders. Journal of Leadership & Organizational Studies, 12(4), 12-26.

Questions that apply to this article:

1. How does self-monitoring relate to charismatic leaders’ ability to convince followers to follow their visions?
2. Why do you think self-actualization and collectivistic orientation were not significantly different among the two groups?
    

Article 2: Traits and Leadership Styles

van Eeden, R., Cilliers, F., & van Deventer, V. (2008). Leadership Styles and Associated Personality Traits: Support for the Conceptualisation of Transactional and Transformational Leadership. South African Journal of Psychology, 38(2), 253-267.

Questions that apply to this article:

1. How did the personality traits differ across transactional leadership versus transformational leadership?
2. How can traits in different leadership styles still be effective in leading followers?

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Article 1: Using Strengths in a Pharmacy

Traynor, A. P., Janke, K. K., & Sorensen, T. D. (2010). Using Personal Strengths with Intention in Pharmacy: Implications for Pharmacists, Managers, and Leaders. Annals of Pharmacotherapy, 44(2), 367-376.

Questions that apply to this article:

1. Describe specifically how participants were encouraged to utilize and maximize their talents in a team environment.
2. Do you believe the results in this study would be applicable to other professions? What professions might they not be applicable to?
3. How does “Applying Strengths With Intention” differ from “Applying Strengths With Teams”?
    

Article 2: Leadership and Followership

Küpers, W., & Weibler, J. (2008). Inter-leadership: Why and How Should We Think of Leadership and Followership Integrally? Leadership, 4(4), 443-475.

Questions that apply to this article:

1. What are some ramifications to the idea that a “severe shortcoming of leadership is caused by being wedded to a rational model of human agents and action”?
2. Choose a figure in the article and explain it in your own words.

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Article 1: Theory X and Theory Y

Sager, K. (2008). An Exploratory Study of the Relationships Between Theory X/Y Assumptions and Superior Communicator Style. Management Communication Quarterly, 22(2), 288 – 312.

Questions that apply to this article:

1. In what contexts might a Theory X leadership style be effective for you?  When would you prefer working someone who uses Theory Y to motivate others?
2. How do leaders using Theory X tend to communicate?  How to leaders using Theory Y often communicate?
    

Article 2: Destructive Laissez-Faire Leadership

Buch, R., Martinsen, Ø. L., & Kuvaas, B. (2015). The Destructiveness of Laissez-Faire Leadership Behavior: The Mediating Role of Economic Leader–Member Exchange Relationships. Journal of Leadership & Organizational Studies, 22(1), 115-124.

Questions that apply to this article:

1. Why would an ELMX relationship be more impersonal?
2. How would you differentiate ELMX and SLMX theories?

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Article 1: Ethical Leadership and Relationships

Philipp, B. L. U. & Lopez, P. D. J. (2013). The Moderating Role of Ethical Leadership: Investigating Relationships Among Employee Psychological Contracts, Commitment, and Citizenship Behavior. Journal of Leadership & Organizational Studies, 20(3), 304-315.

Questions that apply to this article:

1. How does ethical leadership relate to transactional contracts? As a leader, does this change the way you would work with followers?
2. Describe several ways an ethical leader contributes to an organization’s success.
    

Article 2: Leaders' Value Systems

Agrawal, T. &  Krishna, V. R. (2000). Relationship Between Leadership Styles and Value Systems. Management and Labour Studies, 25(2), 136-143.

Questions that apply to this article:

1. Why do high-task leaders give greater importance to the value of achievement than low-task leaders?
2. Why do high-relations leaders give greater importance to the values of benevolence and security as compared to low-relations leaders?
3. Explain the importance and relationship of values to leadership?

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Article 1: Emotional Intelligence and Performance

Sosik, J. J., & Megerian, L. E. (1999). Understanding Leader Emotional Intelligence and Performance: The Role of Self-Other Agreement on Transformational Leadership Perceptions. Group & Organization Management, 24(3), 367-390.

Questions that apply to this article:

1. Why would a leader demonstrating emotional intelligence be especially motivating to followers?
2. How is self-monitoring related to emotional intelligence? How are these concepts related to transformational leadership?
    

Article 2: Problem-Solving Skills

Rohs, F. R. & Langone, C. A. (1993). Leadership. Evaluation Review, 17(1), 109-115.

Questions that apply to this article:

1. Why are leadership development programs so important to community affairs?
2. How can leadership development programs impact the various stakeholders in a community?
3. The article states “Individuals must be educated about the importance of participation and the ways to participate in community issues affecting their lives.” Do you agree or disagree?  Support your position.

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Article 1: Positive Visionary Leadership

Mason, R. C. (1991). Positive, Visionary Leadership: An Organization's Most Successful Component. Adult Learning, 3(3), 7-13.

Questions that apply to this article:

1. Why would activities become “meaningless” without a positive, visionary leader?
2. How can a leader’s positive vision affect a society’s agendas?
    

Article 2: Vision and Conflict

Pathardikar, A. D., & Sahu, S. (2014). Can Visionary Leaders be Role Models for Collaborative Style of Conflict Handling among Teams in IT Organizations? Management and Labour Studies, 39(1), 103-120.

Questions that apply to this article:

1. How do leadership roles show that the behavior patterns of visionary leaders contribute significantly towards collaborating styles?
2. What is the importance of visionary leadership in reaching a win-win situation, during conflict resolution through risk taking and generating a feeling of togetherness?
3. How does reduced resources and heightened interdependence in organizations underpin the many conflicts that can occur in organizations?

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Article 1: Transformational Leadership in Groups

Jung, D. I., & Sosik, J. J. (2002). Transformational Leadership in Work Groups: The Role of Empowerment, Cohesiveness, and Collective-Efficacy on Perceived Group Performance.Small Group Research, 33(3), 313-336.

Questions that apply to this article:

1. How does transformational leadership increase group effectiveness?
2. How does transformational leadership impact empowerment and group cohesiveness?
3. How does transformational leadership influence group members’ perception of empowerment and cohesiveness?
    

Article 2: Cohesiveness in Multicultural Organizations

Lauring, J. & Aarhus, J. S. (2010). Multicultural organizations: Common language and group cohesiveness. International Journal of Cross Cultural Management, 10(3), 267–284.

Questions that apply to this article:

1. Identify challenges of building cohesiveness in multicultural teams or organizations.
2. What are some strategies for building cohesiveness in multicultural teams or organizations?

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Article 1: Emotional and Cultural Intelligence

Crowne, K. A. (2013). Cultural exposure, emotional intelligence, and cultural intelligence: An exploratory study. International Journal of Cross Cultural Management, 13(1), 5-22. 

Questions that apply to this article:

1. According to Crowne’s research, what is the relationship between cultural intelligence and emotional intelligence?
2. What other skills would one need to effectively interact with others in a new environment, according to this article?
    

Article 2: Inclusion, Diversity and Leadership

Leo, E., & Barton, L. (2006). Inclusion, Diversity and Leadership: Perspectives, Possibilities and Contradictions. Educational Management Administration & Leadership, 34(2), 167-180.

Questions that apply to this article:

1. How is the effect of senior leadership conceptualized and practiced with the various stakeholders in the organization in the article?
2. Describe the multidimensional nature of leadership as it relates to: moral leadership, curriculum leadership, distributed leadership and other theories of leadership mentioned in the article.
3. How can leadership be used to be more inclusive in the organization in the article?

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Article 1: Using Inclusive Language

Molenberghs, P.,  Prochilo, G.,  Steffens, N. K., Zacher, H., & Haslam, S. A. (2015). The Neuroscience of Inspirational Leadership: The Importance of Collective-Oriented Language and Shared Group Membership. Journal of Management, doi:10.1177/0149206314565242.

Questions that apply to this article:

1. How does out-group membership impact a leader’s influence in a group?
2. How does in-group membership impact a leader’s influence in a group?
3. How is social identity theory applicable to in-group and out-group membership and leadership?
    

Article 2: Relationships Among Group Members

Randsley de Moura, G., Leader, T., Pelletier, J., & Abrams, D. (2008). Prospects for Group Processes and Intergroup Relations Research: A Review of 70 Years' Progress. Group Processes & Intergroup Relations, 11(4), 575-596.

Questions that apply to this article:

1. Why do you think researchers have expanded the body of literature on group processes over time?  In other words, what might explain this trend?
2. Does it tend to be more challenging to study individuals or groups when it comes to leadership research?

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Article 1: Leaders' Essential Role in Conflict Management

Lewis, C. T., & Jobs, S. M. (1993). Conflict Management: The Essence of Leadership. Journal of Leadership & Organizational Studies, 1(1), 47-59.

Questions that apply to this article:

1. What are some common ground shared by "leadership" and "conflict management" constructs?
2. How can conflict management strategies be used to better understand leader behavior within the leadership grid?
3. How can the conflict management approach of the leader in a given situation provide insight into why leader-situation match is a significant contributor to group performance?
    

Article 2: Resolving Intergroup Conflict

Stephan, W. G. (2008). Psychological and Communication Processes Associated With Intergroup Conflict Resolution. Small Group Research, 39(1), 28-41.

Questions that apply to this article:

1. What is the role of social identity in intergroup conflict?
2. How might group members effectively resolve intergroup conflict, according to Stephan’s research?

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Article 1: The Philosopher Leader

Cunliffe, A. L. (2009). The Philosopher Leader: On Relationalism, Ethics and Reflexivity—A Critical Perspective to Teaching Leadership. Management Learning, 40(1) 87-101.

Questions that apply to this article:

1. How is philosophy related to leadership?
2. How are the philosophical themes of relationalism, ethics and reflexivity related to leadership?
3. How can a philosophical understanding cause leaders to lead differently than a traditional understanding?
    

Article 2: Emerging from Scandal

O'Connell, W. & Bligh, M. (2009). Emerging from Ethical Scandal: Can Corruption Really Have a Happy Ending? Leadership, 5(2), 213 – 235.

Questions that apply to this article:

1. How might leaders compromised by ethical scandals rebound and redeem themselves to followers?
2. What type of actions by organizations tend to create negative responses? What organizations have you seen act in these ways?
3. Describe several approaches leaders can take to make ethical decisions apparent to followers and community-members.

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Article 1: Engaging With Obstacles

Marguc, J., Van Kleef, G. A., Förster, J. (2012). Stepping Back While Staying Engaged: When Facing an Obstacle Increases Psychological Distance. Social Psychological and Personality Science, 3(3), 379 – 386.

Questions that apply to this article:

1. Considering the “General Discussion” section, why would highly engaged participants’ psychological distance increase on the paths to their own goals? How could you use this insight as a leader?
2. How would you explain the strategy of “if obstacle, then distance” to followers?  What scenarios in your life could you use this in, demonstrating your own leadership abilities?
    

Article 2: Leadership and Problem Solving

Briand, M. K. (1994). Leadership As An Obstacle To Democratic Problem Solving. Journal of Leadership & Organizational Studies, 1(3), 78-94.

Questions that apply to this article:

1. What is a “public judgement” “public perspective” and “public choice” and how are they related to perspectives of leadership?
2. What is the consumerist model of politics and how is related to leadership?
3. How is leadership an obstacle to democratic problem solving?