Leadership Comparison Matrix

Comparison Matrix Paper
September 21, 2013
Comparison Matrix Paper
The focus of this paper was to use the matrix to compare two empirical articles, Leadership Behaviors and Subordinate Resilience written by Harland, Harrison, Jones & Reiter-Palmon and Initial Assessment and Validation of an Instrument to Measure Student Perceptions of Leadership Skills, written by Zula, Yarrish & Christensen. The articles were based on research questions the authors wanted to find answers to. In order to discover the answers the researchers had to use various methods to ascertain the best results. The authors used the method of surveys to gain the answers they were searching for.
Purpose of Study
According to Harland, Harrison, Jones, and
Research Questions
Harland et al. (2005), research questions consisted of (1) if the transformational leadership dimensions and the transactional leadership dimension would be positively linked with employee resilience? (2) If the transactional leadership dimensions and the non-leader dimension would not be positively linked with subordinate resilience before or after controlling for employee confidence?
The research questions Zula et al. (2010) asked were (1) Can a tool for measuring student perceptions of leadership be developed that reveals correct content from the initial dimensions identified in the text? (2) What are the verification data for a newly developed measure of student perceptions of leadership tool?
Literature Review
Harland et al. (2005) Literature Review was organized by beginning with a short story detailing the leadership of the captain of a wrecked ship. It goes on to discuss the definition of resilience, as well as the factors that influence resilience. Further through the article the Literature Review discusses leadership and how it is linked to subordinate
(2005) studied 150 Master’s of Business Administration students who attended part-time. They all were from a medium-sized university in the Mid-west. Out of the 150 students that participated 86 were male, while 63 were female. 130 of the participants were Caucasian and 17 were considered minority. The average age of the participants was 30 years old.
The sample population that Zula et al. (2010) worked with included 214 students from a small liberal arts college of business that was located in Pennsylvania. From the 214 students 86 were male and 128 were female.145 of the students were full-time, where 69 were part-time. The course of study for the participants included 21 Associates Degree, 187 Bachelors Degree, 6 other.
Results
Harland et al. (2005) research concluded that leader’s behaviors are considerably positive where it is related to subordinate resilience, which correlates to the first question. The research also yielded the answer to the second question which was the fact that leadership dimensions were not positively associated with subordinated resilience. The results prove what the authors set out to