Citations and Annotations
Barbuto Jr, J. (2005, Summer). Motivation and transactional, charismatic, and transformational leadership: A test of antecedents. Journal of Leadership & Organizational Studies (Baker College), 11(4), 26-40. Retrieved March 8, 2008, from Business Source Complete database.
For this study, 186 leaders and 759 direct reports from a variety of organizations to examine the relationships between leaders’ motivation and their use of charismatic, transactional, and/or transformational leadership. A summary of the hypotheses, as well as results, analyses, and discussion are also given.
Collins, J. (2001, January). Level 5 leadership. Harvard Business Review, 79(1), 66-76. Retrieved March 10, 2008, from Business Source Premier database.
According to this five year study, what takes a company from being good to truly great are the ones who change their way of thinking about leadership and those in leadership positions. The most powerfully transformative executives are said to possess a paradoxical mixture of personal humility and professional will. A hierarchy of Five Levels of Leadership is described (five being the highest):
1. Highly capable individuals, 2. Contributing team member, 3. Competent manager, 4. Effective leader, 5.Executive. According to the study “good-to-great transformations don’t happen without Level Five leaders at the helm. A number of successful business examples are outlined.
Felfe, J., & Schyns, B. (2004, Spring). Is similarity in leadership related to organizational outcomes? The case of transformational leadership. Journal of Leadership & Organizational Studies (Baker College), 10(4), 92-102. Retrieved March 7, 2008, from Business Source Complete database.
This study examines the benefits and dangers in the amount of influence a transformational leader can have on an organization. The signs of a good transformational leader are those who provide new direction, new inspiration and new behaviors for their organization. Boundaries for leaders are discussed as well.
Friedman, S. (2001, March). Leadership DNA: The Ford Motor story. Training & Development, 55(3), 23. Retrieved March 10, 2008, from Business Source Complete database.
According to this study, Ford Motor Company realized that, in order to go from a good company, to a great company, change in “leadership mindset” is necessary. A series of leadership programs have been developed, and centered on the following core principles set forth by Ford Motor Company: Adopt a transformational mindset, Use action learning – learning by doing, leading and teaching, Lever the power of e-tools, Integrate work and life “total leadership,” and Generate business impact. Guidelines on creating a leadership development program are given.
Goleman, D. (2000, March). Leadership that gets results. Harvard Business Review, 78(2), 78-90. Retrieved March 21, 2008, from Business Source Complete database.
According to this study, a random sampling of 3,871 business executives from a world wide pool of 20,000 identified six distinct leadership styles, each “springing from different components of emotional intelligence.” These six styles are: coercive, authoritative, affliative, democratic, pacesetting and coaching. Executives who lack emotional intelligence are said to be less successful. The impact of different leadership styles is discussed.
Hernon, P., & Rossiter, N. (2006). Emotional Intelligence: Which traits are most prized?. College & Research Libraries, 67(3), 260-75. Retrieved March 22, 2008, from Library Lit & Inf Full Text database.
This study identifies the traits that comprise emotional intelligence and suggests which ones might be most important for library directors to possess. The article also compares the emerging set of traits to transformational and transactional leadership in an effort to suggest which traits apply to two other leadership styles.
Lichtenstein, A. (2001). Library management: an examination of style. Journal of Educational Media & Library Sciences, 39(1), 23-32. Retrieved March 22, 2008, from Library Lit & Inf Full Text database.
This examination studied the way librarians can benefit from an analysis of leadership and management styles. This analysis will help them to make educated guesses about what working conditions will be like in a particular library, and it will also enable them to understand the ways in which their own management behavior influences the people around them.
Maccoby, M. (2000, January). Narcissistic leaders. Harvard Business Review, 78(1), 68-77. Retrieved March 7, 2008, from Business Source Complete database.
According to this study, the business world is experiencing enormous changes that call for visionary and charismatic leadership. Freudian personality types and their corresponding leadership styles are discussed with a focus on the narcissistic type. The strengths and weaknesses are outlined, and the pros and cons of the leadership style associated with the narcissistic leader are discussed.
Mason, F., & Wetherbee, L. (2004). Learning to lead: An analysis of current training programs for library leadership. Library Trends, 53(1), 187-217. Retrieved March 19, 2008, from Library Lit & Inf Full Text database.
This study discussed that by the 1990s a number of leadership development programs were being offered that were designed to develop librarian leadership skills. It also discusses the belief that management differs from leadership and that managers can be transformed into leaders through training and development.
Oshagbemi, T. (2004). Age influences on the leadership styles and behavior of managers. Employee Relations, 26(1), 14-29. Retrieved March 19, 2008, from Emerald Fulltext database.
This article examines data (in the form of a questionnaire) collected by over 400 managers in the UK; it seeks to point out the differences in managerial styles by people of various ages. The authors point out the importance of such a study in an era when companies’ management structures are more flat, and upper level management is often multi-generational. The study was also conducted to determine if some tasks are more suited to people of one generation or another. The findings are that older managers are more likely to consult more often and more widely; they also tend to be more group oriented while younger managers are more individualistic. Older and younger managers do share some similarities, however. The article provides a useful (if a bit lengthy) review of the literature already existent and the methodology for the study; it also details the methodology of the study and addresses the strengths and possible weaknesses of the methodology.
Pors, N.O. and Johannsen, C.G. (2003). Library directors under cross-pressure between new public management and value-based management. Library Management, 24(1/2), 51-60. March 22, 2008, from Emerald Fulltext database.
This article details a 2001 study of Danish library directors; the goal of the study was to determine how directors’ management styles are affected by the various pressures put on them by outside forces such as the state, the civil society, and the market. These pressures aren’t necessarily pushing libraries in the same directions; the authors of this article look specifically at new public management and value-based management, which they point out are ideological movements rather than cohesive philosophies. The study was conducted as a detailed (over 250 questions) questionnaire. The article is well written and makes a strong connection between theory and practice in library management.
Rosen, Robert; Digh, Patricia. (2001). Developing globally literate leaders. Training and Development, 55(5), 70-81. Retrieved March 7, 2008 from Business Source Premier database.
According to this study, global literacy is the new leadership competency required for business success. To be globally literate means seeing, thinking, acting and mobilizing in culturally mindful ways. Globally literate leaders possess distinct competencies such as personal literacy (understanding and valuing oneself), social literacy (engaging and challenging other people), business literacy (focusing and mobilizing one’s organization) and cultural literacy (valuing and leveraging culture differences). 12 steps are outlined to achieve “globalization, illustrated by CEOs of some of the most successful companies from around the world.
Stelter, Nicole Z. (2002, Spring). Gender differences in leadership: Current social issues and future organization implications. Journal of Leadership Studies, 8(4), 88-100. Retrieved March 8, 2008, from Business and Company Resource Center database.
This study identifies and explains gender differences in leadership behaviors and effectiveness. To date, gender differences in leadership have largely been accounted for through biological/socialization, or role expectation models. Rational for these gender differences in leadership style are also reviewed within the context of perceptions of leadership effectiveness.
