Running head: BMAL 501 ANNOTATED BIBLIOGRAPHY AND OUTLINE 1
Annotated Bibliography and Outline: Leadership Development and It’s Effectiveness
Henry Bradtke
Liberty University
BMAL 501 ANNOTATED BIBLIOGRAPHY AND OUTLINE 2
Abstract
The annotated bibliography below, along with the outline, shows various references that
pertain to the topic of leadership development and the effectiveness on leadership. The various
articles that are provided will have ideas that relate to this topic but might not be direct. I will be
discussing different methods of leadership development that have and are being used. My goal of
this is to explore the correlation between leadership development and how the development can
assist with the leadership effectiveness. The way upcoming leaders have been learning is
different than those of previous leaders and one needs to adapt these learning methods if we are
to continue to grow future leaders.
Keywords: leadership development, leadership effectiveness, programs, leaders.
BMAL 501 ANNOTATED BIBLIOGRAPHY AND OUTLINE 3
Annotated Bibliography and Outline: Leadership Development and It’s Effectiveness
Betz, B., & Dunstan, S. (2017, August). Leadership--the intangible skill: creating a leadership
development program for leaders in the non-operational environment. Firehouse
Magazine, 42(8), 36+.
This article discusses leadership in the ranks of the fire department and how training in
general had been done. The article is written by two long term fire professionals that had held
various operational roles. It goes on to tell about how the fire chiefs of the Fire and Rescue
Departments of Northern Virginia had designed a residency program to teach the intangible
leadership and management skills to company and command officers. This can not only be used
by fire organizations but other organizations to try to adapt to their operations. It may be of use
to other public sectors of government to include police and public works. When properly
deployed it can benefit many by having better leaders that were educated in the operational and
non-operational elements of the organization and can promote stronger goal setting or
completion
Bowman, M. A., DiPilato, R., Knight, K. B., Lyons, D., & Walker, D. (2018, Sep). PLA
leadership development programs offer lessons for a lifetime. Public Libraries, 57, 23-
26,30.
This article was written by several in the leadership ranks of libraries on PLA leadership
development programs to match programs key issues and challenges faced with the libraries and
their leadership roles. The key elements they discovered were to focus on change agents,
confront issues facing public libraries, to build skills to respond to these issues, and then to foster
and develop these leaders. These are some basic ideas that can be used and adopted in most
BMAL 501 ANNOTATED BIBLIOGRAPHY AND OUTLINE 4
organizations. This article then goes on speak to those that had gone through the program and
has assisted them in their roles afterwards.
Campion, L. (2018, July). Leadership styles: considering context and climate. Tech Trends, 62:
412. https://doi-org.ezproxy.liberty.edu/10.1007/s11528-018-0305-6 .
The author of this article is from East Carolina University and wrote such this article to
help with those wanting to gain or improve their leadership skills. It speaks of different
leadership styles being coercive, authoritative, affiliative, democratic, pacesetting, and coaching.
The article speaks of how to grow these styles and understanding how they can be used at
different times by a leader. It goes on to speak about knowing our own leadership styles and
tendencies because we need to become flexible to learn new ways to lead. While this article is a
broad overview, it does hit on key points to provide leadership within organizations.
Campanotta, L., Simpson, P., & Newton, J. (2018). Program quality in leadership preparation
programs: An assessment tool. Education, 138(3), 219+.
Two of the authors of this article are a part of a local school district and the third author
shows to be affiliated with a university. This article looks at the leadership preparation programs
being used to prepare these future administrators within school systems. This is very important
as the upcoming administrators will be preparing the future students going forward. The study in
this article identified five programs that had high rankings in principal preparation programs and
factors that can make a difference in leadership preparation programs. This is a narrow base
dealing with schools, but some ideas can still be learned from these leadership programs.
Cook, I. (2017, 11). How to measure learning and Development’s business impact? Technology
Enabled Learning Excellence Essentials.
This author, I. Cook, talks about the return on investment for organizations
BMAL 501 ANNOTATED BIBLIOGRAPHY AND OUTLINE 5
utilizing learning and development programs. This article is broadly used to show that we need
to find ways to measure learning and development programs on their effectiveness on the bottom
line. The shortness of this article may be limited its helpfulness but can aid in showing ways to
measure the effectiveness of such programs.
Dyer, J. (2018, March-April). Why Won't My Boss Embrace Lean? An Epiphany: How leaders
are measured for effectiveness needs to change. Industry Week, 267(2), 29+.
The author, John Dyer, writes this article in preparation to be a keynote speaker in
preparation for a conference. The author describes the four styles of leadership. The last style of
leadership is described as the new normal of leadership. A new normal then needs to be created
for how leaders are measured for their effectiveness. This article broadly focuses on how to help
achieve being an effective leader.
Gregory, S. A., C.D.F.M., & Wiles, Marilyn P,C.G.F.M., A.C.C. (2018). Professional
development for all seasons: Executive coaching accelerates your leadership. The Armed
Forces Comptroller, 63(1), 58-61.
The authors on this article on professional development are certified financial managers.
One certified as a certified defense manager and the other as certified government financial
manager. It is describing the benefits of coaching and the difference between a coach and
mentor. It goes on to tell about listening and the different forms of listening. After listening
there is a need to ask powerful questions. The source appears to be helpful as it tells about the
benefits of coaching and bring out the best leadership within yourself and your team in the long
run.
Graziano, M. (2017). Maximize your HR leadership effectiveness by shifting from tactical to
strategic. Print + Promo, 55(10), 16-16,18.
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M. Graziano is an employee recruitment and engagement expert with over 30 years of
experience. This article gives a broad view of the human resource function and getting others to
buy into what is being done. This can be done by proactively coaching and teaching managers.
Johnson, A. (2016). Leadership planning and development 2002: Hero's journey revisited.
American Jails, 30(4), 33-36.
Mr. Johnson is credited with authoring “Leadership and Planning Development 2002.”
The article explores Saint Louis County pilot program on leadership development to prepare the
workforce with aging workforce, increased retirements, and the diverse community. What is
shown during the time was that leadership must be learned by doing and not taught. Saint Louis
County’s leadership development did use some core values as a basis to include integrity,
excellence, innovation, valuing people, and focusing on results. The article sets an outline for
what may be used as a guide for development programs and can be incorporated into the paper.
Knapp, J. (2016, September). Francis Tuttle leadership program highlights history. Techniques,
91(6), 48+.
Jeff Tuttle serves as the communication coordinator at Francis Tuttle technology center
and is a graduate of the leadership FT class III. This article outlines the different stages of the
Jeff Tuttle leadership program and the use of the Myers-Briggs test to determine one’s strengths
and weaknesses. This article can be helpful with ideas to create and work on a long-term
succession plan for organizations. It can be used with other articles ideas to tie ideas together in
this research paper.
La Roche, J. (2017). Blended learning with impact. Training & Development, 44(1), 12-13.
The author, Justine La Roche, is an organization psychologist who heads up a group’s
leadership and learning to blend in learning solutions. This article is a broad view of the use of
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technology currently and the amount of time that is allotted to train employees. There is a need
to blend the use of technology nowadays and the use of face to face interaction. The source is
helpful as it brings up the need to examine the context, content, connection, and commitment
used during the training.
Leimbach, M. (2019, May-June). Learning to lead from the best: What high-performing
organizations are doing differently than lower-performing organizations when it comes to
leadership development. Training, 56(3), 32+. Retrieved from https://link-gale-
com.ezproxy.liberty.edu/apps/doc/A588839721/AONE?
u=vic_liberty&sid=AONE&xid=91c56e83 .
The author, Michael Leimbach, was included in the planning, policy, and execution of the
shuttle launches at the John F. Kennedy Space Center. This article explores an array of topics on
what high-performing organizations are doing differently than lower performing organizations in
their approach to leadership. The source is useful in this research paper as it looks at what leaders
find is needed in leadership development. By seeing what higher performing organizations are
doing and what is important, it can add onto the importance to properly train and develop
upcoming leaders of future generations.
Leimbach, M. (2018, May-June). Are your next-gen leaders on track? And is your organization
doing enough to develop them? Training, 55(3), 20+. Retrieved from https://link-gale-
com.ezproxy.liberty.edu/apps/doc/A541891422/AONE?
u=vic_liberty&sid=AONE&xid=9a1a82cd .
The author, Michael Leimbach, was included in the planning, policy, and execution of the
shuttle launches at the John F. Kennedy space center. This article explores the results of a survey
that there is a great desire and need to strengthen leadership development efforts. This article
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covers several areas on how to do such things and fits into the paper of things to consider moving
forward.
Morgan, M. (2016). Building effective leaders. Strategic Finance, 97(8), 30-38. Retrieved from
http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/1768413867?accountid=12085 .
Mark Morgan that authored this article is a founder of a management consulting firm to
assist clients with strategic, process, and organizational goals. The author distinguishes between
leadership and management and three principal traits of a leader. This article gives a wide
overview of what great leaders are and how to sharpen one's own leadership skills that this paper
is looking to examine.
Phillips, P., Ray, R., & Phillips, J. J. (2016, Spring). How to Capture the Business Value of
Leadership Development. People & Strategy, 39(2), 46+. Retrieved from https://link-
gale-com.ezproxy.liberty.edu/apps/doc/A552253075/AONE?
u=vic_liberty&sid=AONE&xid=bd5d7cef .
The Phillips’ authors are known for their return on investment (ROI) methodology and
then have assistance from Rebecca Ray who is a leader of the human capital practice. Most
organizations look at the bottom line and want to know how certain parts of business can make
an impact on the investments that have been made. This article is a narrow view on leadership
development and how to calculate and determine if it is showing a return on the investment
organizations are putting into it.
Prager, H. (2016). How do we fix our leadership crisis? Talent Development, 70(3), 30-34.
Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/1774332755?accountid=12085 .
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Howard Prager is the president of a learning group and has spent more than 30 years in
understanding leadership development in business, organizations, and higher education. The
article goes on to discuss a broad view of how leadership development is a booming business and
a 2015 survey on leadership development. The author advocates the way leaders are developed
needs to change. He identified key factors to focus on. These factors are top management
commitment, managerial support, evaluation, coaching, reinforcement, and application, and
content and delivery. This may be a broad view described in the article but can be used assist in
defining what needs to be done when developing these programs.
Schiffer, E. F. (2017). THE dreaded team assignment: Developing essential leadership skills.
Techniques, 92(4), 30-35. Retrieved from http://ezproxy.liberty.edu/login?
url=https://search-proquest-com.ezproxy.liberty.edu/docview/1888742406?
accountid=12085 .
Eileen Schiffer has a doctorate and is an assistant professor in the school of business at
Marylhurst University. This article by Eileen Schiffer is a narrow view in a collegiate
environment when working in groups. The article tries to show how learning in the collegiate
environment can help work on leadership development by working in these groups. When
working in these group projects it uses skills needed for a leader to include communication, goal
attainment, conflict management, relationship building, and appreciation for diversity. This topic
fits into the research for the need to have these skills developed early on and address the need for
organizations to find out to use it within their own ranks.
Tandon, R. (2019, Aug 19). Developing internal leadership for business growth. Business World,
Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/2275035577?accountid=12085 .
BMAL 501 ANNOTATED BIBLIOGRAPHY AND OUTLINE 10
Rajguru Tandon is a correspondent for Business World. This article is very limited in its
use in this research but does point out the threat to business with the lack of leadership talent
moving forward.
Waters, S. (2017, August). Disrupt development: leadership development programs need a reboot
to reflect today's work world. HRMagazine, 62(6), 56. Retrieved from https://link-gale-
com.ezproxy.liberty.edu/apps/doc/A500970207/ITOF?
u=vic_liberty&sid=ITOF&xid=cd39dabc .
Shonna Waters is the vice president of research at the Society for Human Resource
Management. Shonna Waters talks about with the shift in organizations being more about
culture, that it may need to shift how leadership development is being done. The author
identifies four trends for future leadership development programs. Those four trends being
vertical development, individual ownership, collective leadership, and innovation. This source
identifies program refinements that can be incorporated into the research paper but in only a
limited capacity.
Weinstein, M. (2019, May-June). Measuring Leadership Development. Training, 56(3), 26+.
Margaret Weinstein Leads the strategic growth and outreach of a successful management
consulting organization. This author describes that leadership development is all too common
nowadays but not the way to measure their effectiveness. This source talks of ways to try and
measure nowadays by doing it in the moment and by asking those being led. This source is
helpful in its broad aspect of determining the effectiveness of leadership development in the
changing times we are living in. This source can be used to look at the millennials as they are
coming into leadership roles.
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Welch, T. A. (2016). Empower business partners with leadership development. Talent
Development, 70(9), 70-71. Retrieved from http://ezproxy.liberty.edu/login?
url=https://search-proquest-com.ezproxy.liberty.edu/docview/1822033974?
accountid=12085 .
Terri Welch is an independent writer and editor and participates in the leadership
challenge product line. This article takes a narrow look at ADP Totalsource and its use of five
sources of an exemplary leadership model and the leadership practice inventory. This source
provides ideas in creating leadership development and will be used with other ideas that had
already been mentioned.
Literature Review Outline
I. Introduction
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a. There is a need to determine if leadership development programs do assist with
leadership effectiveness. If we are taking the time to develop leaders, then we
need to make sure these development programs are making a difference.
i. Companies that are using such programs need to focus on internal talent
growth to make sure it is resolving business issues and putting the right
talent at the right place with the right empowerment (Tandon, 2019).
b. There is a need for leadership development and learn why it is important.
i. The objective of these programs is to develop the skills of these upcoming
leaders to guide an organization to achieve its mission in an ever-changing
world (Johnson, 2019).
c. We will look at the use of leadership development programs in various types of
businesses.
i. Nearly 15 billion is spent yearly on leadership development on numerous
programs including higher education, learning and development firms,
consulting firms, individual consultants, books, and resources (Prager,
2016).
d. The ways to determine the effectiveness of these leadership development
programs on leaders.
II. Here we will look at what has been done for leadership development.
a. A look at what has been done for leadership development in the past.
i. Leadership development can be seen when working in group assignments
in the collegiate environment with the assistance of the instructor
(Schiffer, 2017).
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ii. The use of Myers-Briggs test helps those to understand their
strengths and weaknesses regarding communication style and to help them
consider it applies to the diversity of personality types they will be dealing
with (Knapp, 2016).
iii. ADP Total source uses a leadership challenge has the five tenants
being: model the way, inspire a shared vision, challenge the process,
enable others to act, and encourage the heart (Welch, 2016).
b. Here we will be looking into developing those next generation leaders and how it
will be done.
i. The development of next generation leaders is at a critical stage and
effective leadership is critical to success (Leimbach, 2018).
ii. Today’s work environment is becoming less hierarchical as
organizations shift their focus from processes to culture (Waters, 2017).
iii. There is no magic formula for designing learning, but four regular
points always seem to emerge: context, content, connection, and
commitment (LaRoche, 2017).
III. We need to look at what has been viewed as effective leadership programs.
a. Each training session should be designed to build confidence in developing
leadership skills when teaching these principles in the model being designed Betz
& Dunstan, 2017).
b. To get these leaders to better grasp the program the coursework needs to be
integrated with field experience, connecting research, theory, and practice to make
the most impact (Campanotta, Simpson, & Newton, 2018).
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c. The three things that have been viewed to determine leadership effective are that
leaders thrive on accountability, vision separates a leader from a manager, and
leaders are transformational (Morgan, 2016).
d. The use of coaching can be used as a talent tune-up and should be viewed
differently than mentoring because coaching is helping people grow without
telling them what to do (Gregory & Wiles, 2018).
e. Higher performance organizations prepare current leaders for the role of coach
and mentor by focusing on structured on the job learning, incorporating
mindfulness into leadership (Leimbach, 2019).
f. Having the executives buy into the vision early on and seeing the bigger is a must
to get all to the next level (Graziano, 2017).
IV. We need to look at how leadership development is used to measure leadership
effectiveness and determine its value.
a. Human capital has been a number one challenge executives face and one of the
top strategies that is a challenge is improving leadership development (Phillips,
Ray, & Phillips, 2016).
b. An old perception to judge leadership is by seeing how much in control someone
is in charge and needs to change by viewing those whose employees have the
greatest engagement and morale (Dyer, 2018).
c. How to measure leadership development is a less commonplace than leadership
development programs (Weinstein, 2019).
d. To properly determine we combine learning and development metrics with key
business metrics to understand how they are influencing each other (Cook, 2017).
BMAL 501 ANNOTATED BIBLIOGRAPHY AND OUTLINE 15
V. Conclusion.
a. The leadership development should not end with the program.
i. The organization one is working in must be an extension of the classroom
to develop and exhibit our leadership capacity (Campion, 2018).
b. When developing these programs, the key issues and challenges being faced need
to be determined (Bowman, Pitano, Knight, & Lyons, 2018).
