Leadership Annotated Bibliography
Leadership Behaviour
Andersen, JA & Hansson, PH 2011,"At the end of the road? On differences between women and men in leadership behaviour", Leadership & Organization Development Journal, vol. 32 no. 5 pp. 428 – 441
In this article Anderson and Hansson explore the behavioural differences between women and men in managerial positions and propose explanations for the differences and similarities. The authors used data gained through questionnaires of public managers, that measured their leadership style, decision making styles, and motivation profile as to eliminate any effects of organizational differences on leadership behaviour. This investigation employs three dimensions of leadership behaviour – leadership style, motivation profile, and decision-making style, which encompass ten factors. This study derived the samples from the Swedish public sector in order to reduce the effects on leadership behaviour due to private-public organisational differences and represent both national and local organisations through surveys. The main limitation of this article would be the type of organisation, as this current study is very specific. Also instead of gender, the type of organization in which managers operate may explain their behaviour to a much larger extent. As virtually no significant differences in behaviour between female and male public managers were found, the authors reformulated the second research question to find explanations for the similarities. Previous research indicates that managers’ behaviours vary according to organizational types. No differences emerged in leadership behaviour in the predominantly female-led ones. Similarly, there were no differences in leadership behaviour in the comparisons between male-led organizations with a majority of female employees and female-led ones with a majority of women. This journal article is very relevant to the research of this chosen topic as it explains behavioural differences in leadership, as well
Andersen, JA & Hansson, PH 2011,"At the end of the road? On differences between women and men in leadership behaviour", Leadership & Organization Development Journal, vol. 32 no. 5 pp. 428 – 441
In this article Anderson and Hansson explore the behavioural differences between women and men in managerial positions and propose explanations for the differences and similarities. The authors used data gained through questionnaires of public managers, that measured their leadership style, decision making styles, and motivation profile as to eliminate any effects of organizational differences on leadership behaviour. This investigation employs three dimensions of leadership behaviour – leadership style, motivation profile, and decision-making style, which encompass ten factors. This study derived the samples from the Swedish public sector in order to reduce the effects on leadership behaviour due to private-public organisational differences and represent both national and local organisations through surveys. The main limitation of this article would be the type of organisation, as this current study is very specific. Also instead of gender, the type of organization in which managers operate may explain their behaviour to a much larger extent. As virtually no significant differences in behaviour between female and male public managers were found, the authors reformulated the second research question to find explanations for the similarities. Previous research indicates that managers’ behaviours vary according to organizational types. No differences emerged in leadership behaviour in the predominantly female-led ones. Similarly, there were no differences in leadership behaviour in the comparisons between male-led organizations with a majority of female employees and female-led ones with a majority of women. This journal article is very relevant to the research of this chosen topic as it explains behavioural differences in leadership, as well
References: Andersen, JA & Hansson, PH 2011,"At the end of the road? On differences between women and men in leadership behaviour", Leadership & Organization Development Journal, vol. 32 no. 5 pp. 428 – 441 Avery GC & Ryan, J 2002,"Applying situational leadership in Australia", Journal of Management Development, vol. 21 no. 4 pp. 242 – 262 Belasen, A & Frank, N 2008,"Competing values leadership: quadrant roles and personality traits", Leadership & Organization Development Journal, vol. 29 no. 2 pp. 127 – 143. Dion, M 2012,"Are ethical theories relevant for ethical leadership?", Leadership and Organization Development Journal, vol. 33 no. 1, pp. 4 – 24 Drago, WA & Clements, C 1999,"Leadership characteristics and strategic planning", Management Research News, vol. 22 no. 1 pp. 11 – 18 Oshagbemi, T & Ocholi, SA 2006,"Leadership styles and behaviour profiles of managers", Journal of Management Development, vol. 25 no. 8, pp. 748 - 762 Walter, F & Bruch, H 2007,"Chapter 3 Investigating the Emotional Basis of Charismatic Leadership: The Role of Leaders ' Positive Mood and Emotional Intelligence", Charmine E.J. Härtel, Neal M. Ashkanasy, Wilfred J. Zerbe, in (ed.) Functionality, Intentionality and Morality (Research on Emotion in Organizations, Volume 3), Emerald Group Publishing Limited, pp. 55 – 85