Research Literature Review Sample

Li t er at ur eRevi ewonaRel evant Tr endi nLeader shi p Leader shi pi sof t enconsi der edasav er yst r angepar adox.Thi sv er ysame behavi orcanei t herbef unct i onal ordysf unct i onal , hi ghl ydependi ngonmot i v e, i nt ent ,consequence and cont ext .I tmayal so be vi ewed as const r uct i v e, especi al l ybyt hosei nt heseni ormanagement .

Ont heot herhand, i tcanal sobe vi ewedasdest r uct i v e, ev ent yr anni calatt hesamet i me, byt hesubor di nat es.

Thev er ysamel eadercanei t herbel ov edorhat edequal l y .Thesamesymbol s andpower sofof f i cemayl eadt oi l l nessi nsome,whi l eof f er i ngi nt el l ect ual mot i v at i on i n ot her s. The same st r at egi es whi ch r esul ti ni mpr ov ed per f or mancemayal sor esul ti nsui ci deamongsomeempl oy ees, t husmaki ng i taconf usi ngpar adoxi ni t sel f .

Thi si sgi v ent hef actt hatt heamountofmoney and t he dept h of l egi sl at i on par t i cul ar l yf ocused at empl oy ee wel f ar e, especi al l yamongmoder nor gani zat i ons.

Gar ner( 2006)suggest st hati ti sanaï v et hi ngt odot ocat egor i z el eader s i nt o“ good”and“ bad” .Thi si sbecausel eader swhoar eef f ect i v ei nwhatt hey domaysuddenl yf ai l ,whi l esocal l edmedi ocr el eader smayshi nesuddenl y .

Theaut horsayst hatt her ear ef act or swhi chmayaccountf ort hedi f f er ence bet weenpot ent i alsuccessandf ai l ur e, andt heyar ei nnumer abl e.Att hesame t i me, notal loft hem maybeant i ci pat ed.Kei t h( 2008)sayst hatt hebehavi or s ofaposi t i v el eadersuchasconf i dence, asser t i v enessandcr eat i vi t yar eof t en under pi nned bymoder n measur esofsel f est eem whi l eon t heot herend, behavi or s of a dysf unct i onal l eader cl ear l y mani f est i n gr andi osi t y , sel f cent er edness, expl oi t at i onandl ackofempat hy , andal loft hesecanhav e dev ast at i ngconsequences.

Thi sr esear chpaperl ooksi nt odysf unct i onall eader shi p.

Thel i t er at ur eont hi ssubj ectofl eader shi pi scat egor i cal l yv ast .I tseems t hatev er ybodyhast hei rownvi ewpoi ntonwhatl eader shi pi s.Howev er , onl ya f ew agr eeoni t sact ualdef i ni t i on.Despi t eov erhal facent ur yofst udi esand r esear chsi nceSt odgi l l ( 1974)expl ai nedt hat“ t her ear easmanydef i ni t i onson l eader shi past her ear epeopl ewhoat t empt edt odef i nei t ” .Ther ei sst i l la conf usi onast owhet heri tmaybet aught , orwhet hert heef f ect i v enessmaybe pr edi ct ed ormeasur ed,and i ndeed whet heri tneedst o bedef i ned asan i ndi vi dualorasar esul t .( Nor t h, 2012) .Nev er t hel ess, heal sopoi nt edoutt hat t her ei sal ev elofagr eementr egar di ngt hevi ewpoi ntwher ei nl eader shi pi sa pr ocess, r equi r esi nf l uence, happensi ngr oups, andcommongoal s.Thi sgi v es t hesuggest i ont hatl eader sneedt oknow how t omobi l i z eandgal v ani z ea gr oupofpeopl e, di r ect i ngt hem i nawayt hatwi l lhel pt hem t oachi ev er esul t s wi t houtusi ngvi ol enceort hr eat s.

Ev ent houghmostoft heav ai l abl el i t er at ur ef ocusesonf act or st hatmake l eader shi pef f ect i v e,whi l epr esent i ngl eader sasper f ectr epr esent at i onsof vi r t ue,t her ei sal soenoughevi dencet hatshowst hatsomeoft hem i ndeed r esor tt o usi ng vi ol ence and t hr eat si n or dert o achi ev et hei rgoal s.Thi s r esear ch,howev er ,wi l lnotf ocusonnat i onaldespot i cl eader swhoenj oy ed seei ngot her ssuf f er , andwhosegoal scausedoppr essi onandmi ser yt omany .

Thef ocusoft hi sr esear chpaperi sor gani zat i onall eader shi pati t scor e.

Si nce Ti mot hy’ s ( 2002) syst emat i c exami nat i on r egar di ng abusi v e super vi si on,t her e has been an i ncr easi ng i nt er estr egar di ng t he negat i v e behavi or samongor gani zat i ons,aswel last hei mpactoft hesebehavi or son t he l i f e sat i sf act i on and j ob oft he empl oy ees,as wel las or gani zat i onal commi t ment .Accor di ngt oKei f er( 2003) , i thasbeenr ecogni z edl ongenough t hatl eader shi p has a ‘ shadowsi de’ ,negat i v el yaf f ect i ng ot heri ndi vi dual s wi t hi nt heor gani zat i on.

I next r emecases, howev er , maybr i ngt heor gani zat i on downt oi t sl owestpoi nt .Thel i t er at ur er egar di ngst r essor si nt hewor kpl ace suppor tt hi svi ew, showi ngt hatunheal t hywor kenvi r onment si ncl udedi f f er ent f act or s,i ncl udi ngt hoset hat“ t hr eat ensaf et y ,whi l eunder mi ni ngt hecr eat i on ofv ar i oussoci alt i eswhi chmayei t herbevi ol entorabusi v e”( Taypenet . al , 1999) .

I nar evi ewofabout75%oft hecompensat i oncl ai msamongwor ker si nt he USA, Wi l mer( 1993)f oundt hatdi f f er entment al st r essor sser v east her esul tof t hr eat sandabusi v et r eat ment sf r om t hemanager s.Ont opoft hat , st udi eson t he negat i v e behavi oratwor k has di scov er ed t hatbet ween 5 t o 10% of empl oy eesexper i encedbul l yi ngatanyonet i me.

Ungga( 1999)al sof oundt hat about40% oft hepar t i ci pant sal soexper i encedbul l yi ngf r om anempl oy eror l eaderdur i nghi sent i r ecar eer .Li onal do&McCol l i n( 1985)f oundt hatoutof73 manager s who wer ei nt er vi ewed,about 74% of t hem exper i enced an i nt ol er abl ebosswhent heywer eal soempl oy ees.

Ther ei sl i t t l edoubtl ef tt hatt heDCLmodelusedi nst udyi ngl eader shi p l endswei ghtt oi t sov er al ldef i ni t i on.I tshowst hatt her ei smor et hanj usta si ngl et ypeofbehavi ori n dest r uct i v el eader shi p.I tal so di f f er ent i at est he behavi or s, especi al l yt hoset hatar edi r ect edt owar dst hesubor di nat es, aswel l ast heor gani zat i on, showi ngt hatl eader st hatar ei nef f ect i v eanddest r uct i v e maybehav econst r uct i v el yanddest r uct i v el ysi mul t aneousl y .Themodeldoes not f ur t her di scuss any i nt ent on har mi ng anybody based on i nt ent .

Dest r uct i v e behavi ori nl eader shi p has added l i ghtt o whatan ef f ect i v e l eader shi pshoul dl ookl i ke.

Ref er ences Gar ner , Y .( 2006) .TheAct ualPr ev al enceofDest r uct i v eBehavi ori nLeader shi p.Jour nalofManagement , Vol .22, 439450.

Kei t h, H.( 2008) .Smal lt yr annyamongor gani zat i ons.HumanRel at i onsJour nal , 25( 2) , 755788.

Kei f er , J.( 2003) .TheManager i alAr r ay .Houst on:ABCPubl i shi ng.

Li onal do, H. A. , &McCol l i n, T .

Y .( 1985) .Whyl eader sendupf ai l i ng.Looki ngi nt ot hedar kersi de.I nI nspi r i ngLeader s.Fl or i da:Showcase.

Nor t h, H. A.( 2012) .ThePsy chol ogyofWor kpl aceAggr essi on:NewYor k:Ral ey .

St odgi l l( 1974)Handbookofl eader shi p:r esear chandt heor ysur v ey .NewYor k:Fr eePr ess.

Taypen,H. S,Summer s,E.A. ,&Br osch,Q. E.( 1999) .I nef f ect i v el eader shi pf ocusi ngont henegat i v eat t r i but esofempl oy eesandl eader son or gani zat i onalneut r al i z er s.Ohi o:Pr essPubl i cat i ons.

Ti mot hy , K. A.( 2002) .Wi sebusi nessneedset hi cs.TheBusi nessCommuni cat i onsJour nal , 23( 2) , 123124.

Ungga, Q.( 1999) .Hat i ngy ourwor k.Whydi senchant mentwi t hwor ki sgr owi ng?TheEconomi st , Sept ember10t h, 1999.

Wi l mer , P .

R. ( 1993) .Ast udyofchar act er i zi ngmanager i alder ai l mentandper sonal i t ypr ef er ences.ManagementandDev el opmentJour nal , 26( 2) , 176187.