Annotated Bibliography

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Annot at ed Bibliography: Leadership Behavior

St udent ’s Name

Professor’s Name

Course Tit le

Dat e

Annot at ed Bibliography

Van Dierendonck, D., St am, D., Boersma, P., De Windt , N., & Alkema, J. (2014). Same

difference? Exploring t he different ial mechanisms linking servant leadership and

t ransformat ional leadership t o follower out comes. The Leadership Quart erly, 25(3),

544-562.

The key concept of t his art icle is about t he differences bet ween servant leadership

and t ransformat ional leadership. The paper t ries t o provide an insight ful comparison

bet ween t he t wo t ypes of leadership highlight ing t he mediat ing mechanisms t hat

define leadership in t he t wo perspect ives. According t o t he aut hors, t he t ype of

leadership adopt ed by an individual or an organizat ion is primarily det ermined by t he

environment al fact ors surrounding t he organizat ion. Therefore, bot h servant

leadership and t ransformat ion have a subst ant ive cont ribut ion t o an organizat ional

int eract ion wit h t he environment .

The t wo forms of leadership are also linked wit h regard t o t he organizat ion’s

leadership st ruct ure and t he object ives of t he leader. However, t here are various

different ial at t ribut es t hat influence t he t ype of leadership st yle adopt ed by an

individual or an organizat ion. Transformat ional leadership and servant leadership have a

dist inct relat ionship defined by commit ment and engagement . The quant it at ive

research met hodology adopt ed by t he aut hors reveals t he different iat ed influence

imposed by t he leadership st yles and how each is st ruct urally modulat ed t o enhance

organizat ional commit ment and sat isfact ory based on organizat ional needs.

The object ive of t he st udy was t o est ablish t he relat ionship bet ween

t ransformat ional and servant leadership and how each influences follower

commit ment and engagement . Also, t he research’s aim was t o est ablish whet her

eit her of t he leadership t ypes has any significant cont ribut ion t o t he follower’s

sat isfact ory based on t he influent ial fact ors employed in t he organizat ional leadership

st ruct ure.

The key populat ion under t he st udy was obt ained from t he 184 part icipant s involving

work colleagues and family members and friends from t he communit y. The populat ion

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was gender balanced having 83 females and 85 males. The researchers concluded t hat

t here are dist inct similarit ies and differences bet ween servant leadership and

t ransformat ional leadership. However, t he uniqueness and dist inct ion in t he st yle are

det ermined by t he pat hways t hrough which t he leadership chose. The leadership

pat t erns have a significant impact on t he follower’s percept ion. This st udy has

embraced a unique hypot het ical analysis t hrough which t he researchers are able t o

make a subst ant ive conclusion. The met hodology used in evaluat ing t he variables is

generally impressive and commendable for a research st udy. Some of t he st at ement

t hat is wort h recalling include: bot h t ransformat ional and servant leadership posit ively

influence organizat ional commit ment and work engagement .

Huang, J., Wang, L., & Xie, J. (2014). Leader-member exchange and organizat ional

cit izenship behavior: The roles of ident ificat ion wit h leader and leader's reput at ion.

Social Behavior and Personalit y: an int ernat ional journal, 42(10), 1699-1711.

The social behavior and personalit y research art icles are focused on est ablishing t he

behavior exhibit ed bet ween leader-member exchange and organizat ion cit izenship

essent ial in enhancing behavioral percept ion on organizat ional leadership. The aut hors

used ident ificat ion t heory t o est ablish an equit able model for linking leader-member

exchange t o organizat ion cit izen behavior. The model was used t o measure t he

effect iveness of leadership by analyzing t he different leadership relat ionship

exhibit ed bet ween leaders and followers.

The journal provides a comprehensive examinat ion of some of t he fact ors t hat fost er

a follower’s ident ificat ion depending on t he leadership st yle used in t he organizat ion.

Also, t he journal focuses on examining how t he leader-member exchange behavior

affect s follower’s ident ificat ion wit h supervisors.

The behavior has significant impact s on t he organizat ion of cit izenship behavior.

Object ively, Huang and t he rest examine t he moderat ing influence of perceived group

leader’s reput at ion on t he relat ionship bet ween t he const ruct of ident ificat ion and

LMX across ot her leaders from t he non-west ern regions. The process of follower’s

ident ificat ion wit h t he leader is a self-defining process det ermined on t he basis of

supervisor-subordinat e relat ionship and roles. The key object ive of t he st udy is t o

examine t he posit ive relat ionship bet ween LMX and t he follower’s ident ificat ion wit h

t he leader. Also, it focuses on t he follower’s ident ificat ion wit h t he leader and t he

influence of t he leader wit h t he relat ionship bet ween LMX and OCB.

The populat ion used in t he st udy involves part icipant s obt ained from 15 companies

locat ed wit hin t he t hree major cit ies in sout hern China. The company’s under st udy

must have been in exist ence for t he past 24 mont hs and must be having a general

employee populat ion over 50 members. The researcher’s conclusion provides an

assert ive account regarding t he influence poised by t he posit ive relat ionship bet ween

leader-member relat ionship and t he follower’s ident ificat ion. From t he discussions, it

is eminent t hat LMX has a significant effect on t he relat ionship bet ween leaders and

followers. The research is out st anding wit h it s unique present at ion of result s which is

easy int erpret ed for t he readers. The st at ement made t he aut hors t hat is wort h

recalling is “When followers share a favorable percept ion of t he leader’s ext ernal

image, a high-qualit y relat ionship is more likely t o facilit at e t he followers’ personal

ident ificat ion, and t he followers are t herefore mot ivat ed t o engage in OCB.”

Anshar, M. (2017). The impact of visionary leadership, learning organizat ion and

innovat ive behavior t o performance of cust oms and excise funct ional. IJHCM

(Int ernat ional Journal of Human Capit al Management ), 1(02), 52-60.

The key concept is t he art icle is t he evaluat ion of visionary leadership, innovat ive

behavior and learning organizat ion on t he performance of t he cust omers and excise.

By examining t he import and export act ivit ies from t he Tanjung Priok, Anshar t ries t o

evaluat e t he significance of various leadership and organizat ional st rat egies in

influencing t he performance of cust omers in t he company. From t he analysis, t he

element s of cust oms and excise inspect ion act ivit ies consist of receipt of

document s, document examinat ion, Inspect ion of goods, Bodycheck, Inspect ion of

carrier means, Inspect ion of buildings and inst allat ions, verificat ion of document s, and

cust oms and excise audit s.

This st udy was object ively done t o est ablish possible measures t hat will improve

comprehensive Funct ional Office performance t hat is normally affect ed by t he st at e

revenue. The improvement demands a leadership st rat egy t hat is visionary and ready

t o lead cust oms and excise main services office basing on t he learning organizat ion. In

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addit ion, t he research is focused on examining comprehensive st rat egies for visionary

leadership, innovat ive behavior and learning organizat ion in relat ion t o t he

performance of funct ional officials. By st udying t he Tanjung, t he research aims at

relat ing inst it ut ional leadership qualit ies est ablished on t he basis on organizat ion

st ruct ure.

The research was conduct ed at Tanjung Priok Cust oms and Excise Service Office

involving t he Direct orat e General of Cust oms and Excise. The populat ion t arget for

t he st udy was t he employee of Tanjung Priok Cust oms and Excise where only 78

samples of t he Funct ional Officer from t he Cust oms and Excise Inspect ors were

select ed. According t o t he research findings, t he visionary, innovat ive and, learning

organizat ion have a significant posit ive implicat ion on performance. Also learning

organizat ion and visionary leadership has a direct and posit ive impact on innovat ive

behavior. In addit ion, visionary leadership has a posit ive implicat ion on t he learning

organizat ion. Therefore, t he combinat ions of t he t hree variables have significant

relat ionship impact ing performance.

The general out line of t he research is unique and different . The aut hor begins his

analysis by providing empirical dat a t hat point s t o t he problem of t he st udy. This

follows t he lit erat ure review and comprehensive analysis of t he result . The specific

st at ement I not ed in t he paper is “For t he aspect of a learning organizat ion t hat

needs t o be improved is a managerial commit ment , syst em perspect ive, openness

and experiment at ion, and t ransfer and int egrat ion of knowledge.”

Bibliography