Examine Theories and Research on Leadership, Culture, and Change
BTM 7101, Assignment 6
DuBose, Justin Z.
Dr. Joe Direnzo
5 March 2017
Chenwei, L., Liden, R.C., Meuser, J.D., Wayne, S.J. (2014). Servant Leadership and Serving Culture: Influence on Individual and Unit Performance. Academy of Management Journal, 57(5), 1434-1452. Retrieved March 5, 2017.
In this article, the authors evaluate the leadership theory of servant leadership. Putting to test the idea of leadership placing the needs of their employees above their own, they inspire employees to not only model their the behavior of their leadership, but also to take ownership of the company vision and mission.
They began with eight hypotheses regarding the effect of servant leadership on employee morale and welfare, with each hypothesis predicting a positive correlation between servant leadership and employee performance. Hypotheses were tested using a variety of means from surveys regarding workplace culture to evaluating managers and servant leadership in the workplace. Their conclusion was that each hypothesis was supported by evidence from their battery of tests. Thus, servant leadership displayed and enacted by workplace leadership had an altogether positive impact on workplace culture, employee performance, and employee embodiment of leadership values. In each case, servant leadership had an overwhelmingly positive impact on employees from managers downward.
The conclusion of the authors is that the theory of servant leadership has a positive impact on employees and culture. One of the greatest benefits to servant leadership, they concluded, was that a culture of serving becomes self-replicating. In this way, the leaders are not required to continually be present and model this behavior, but employees begin to model this behavior toward one another as the entire culture takes on those values of servant leadership.
The authors did a tremendous job of not only formulating hypotheses, but also objectively evaluating and testing those hypotheses through controlled means. This article lends great credibility to the theory of servant leadership and, in a very compelling manner, demonstrates why this model of leadership is effective and worthy of emulation and implementation.
Griffin, M. Mason, C., Parker, S. (2014). Transformation leadership development: Connecting psychological and behavioral change. Leadership & Organizational Development Journal, 35 (3), 174-194. Retrieved March 5, 2017.
This article examines the leadership theory of transformation leadership by connecting psychology to behavioral change. The authors followed fifty-six leaders in their journey through a transformational leadership program and monitored the impact of the training on their actual workplace performance. The authors presented a series of three hypotheses, with each hypothesis predicting a positive correlation between transformational leadership training and transformational leadership performance.
The training program encompassed one year and primarily involved a series of experiential activities where participants were forced to put theory into practice. During the course of the training program, a series of measures to track self-efficacy, perspective taking, and positive affect were enacted for the purpose of improving transformational leadership behavior.
The conclusion of the one-year training program was the affirmation of the author's hypotheses. There was a positive correlation between training in transformational leadership and the impact on leader psychology as well as transformational leadership behavior. Thus, training of leadership in transformational leadership leads to a positive psychological as well as behavioral change for workplace leaders.
This article was most beneficial in the subject of training and its impact upon the overall embodiment of transformational leadership attributes by leaders. The article demonstrated the importance of training in the development of leaders is integral to their development behaviorally and psychologically. Furthermore, it demonstrated the importance of psychological leadership development and its connection to performance and behavior.
NG, LR, NCU, USAR
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