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Article Review 4article Reviewnamecourseinstructoruniversitydatedefi

Article Review 4article Reviewnamecourseinstructoruniversitydatedefi

ARTICLE REVIEW 4 Article Review Name Course Instructor University Date Definition of the Problem The article defines the importance of choosing the appropriate leadership style depending on the nature of the organization to enhance the effectiveness and success of companies both the present and future business environment. Most organizations fail to determine the type of leadership that suits their organization, which results in dismal performance and challenges in the management process. Besides, some organizations don’t take into account leadership style adopted by the management. Therefore, expressing a relationship between an organization's leadership styles and performance is crucial to realizing change among affected companies.

Leadership style entails the manner of direction of workers in an organization and how they are motivated to realize the goals of an organization. Therefore, the articles explain six major leadership styles and highlight their suitability to provide more insights into the organization and enable them to choose the best style. Thus, the report enables organizations to create vision, mission, and determination of objectives using a leadership style that provides advantages for the organization. The article's authors discuss autocratic, democratic, transactional, transformational, charismatic, and bureaucratic styles to determine their impacts on various organizational structures and the impact they will have in organizations the next 10 to 20 years.

Summary of previous Investigations The investigations of the article are in line with the previous research concerning the importance of leadership style to the performance of organizations. The previous review suggests that transformational leadership assists in the value system and helps employees develop their abilities and skills. Besides, democratic leadership style helps to improve the decision-making skills of employees. Previous research also indicates that autocratic leadership restricts employees to their superiors' orders and is not suitable for organizations that want to enhance autonomy among employees. Primarily, the style only works in favor of the organization but not employees. Charismatic and bureaucratic leadership have negative impacts in organizations and not suitable for current organization set up. However, the initial research shows that transactional leadership positively impacts most organizations, which is not in line with the surveys conducted by the article. Therefore, there is a need for further research on the type of leadership and its influence on organizations' performance going into the future.

Identification It was identified that the article has distinct similarity with the provision of earlier articles concerning the same issue. It provided the suitability of various leadership styles to various organizations and how they are used in enhancing efficiency in organizations. However, the study exhibits certain limitations. For instance, the study makes use of only quantitative data to draw its conclusions. Therefore, the future research needs to use other research methods to supplement quantitative method to ensure more accuracy in establishing the relationship between leadership styles and performance of organizations. Besides, there is a gap between earlier research and the article concerning the suitability of transactional leadership. While the previous research recommends the method, the article does not find it suitable, especially with its current organizational structure. Therefore, more research is still needed on the aspect as well.

Recommendation I. Organizations should assess their structure to determine the type of leadership style that best works for them. II. The organization should support the leadership styles used by the managers if it suits the organization. III. Styles that do not align with the current nature of business should be avoided.

Reference Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human Resources Management Research, 2018, 1-10.

Sample Paper For Above instruction

Leadership in organizations has historically been a pivotal factor influencing organizational effectiveness and success. As environments evolve, the necessity to select appropriate leadership styles tailored to organizational needs becomes critical. The article in question offers a comprehensive examination of various leadership styles, their applicability, and implications for organizational performance both now and in the future. This review critically analyzes the article's contribution to leadership literature, its alignment with prior research, identified gaps, and future recommendations.

Introduction

The central problem addressed by the article pertains to the strategic selection of leadership styles aligning with organizational structures and goals. Recognizing that inappropriate leadership approaches can hamper performance, the authors emphasize the importance of understanding distinct leadership styles—autocratic, democratic, transactional, transformational, charismatic, and bureaucratic—and their respective impacts. This focus aligns closely with broader leadership theories emphasizing contextual adaptability (Yukl, 2013).

Review of Previous Research

Extensive prior research underscores transformational leadership’s role in fostering innovation and employee development (Bass & Avolio, 1994). Democratic leadership has been linked to improved decision-making and participative culture (Lewin et al., 1939). Conversely, autocratic styles tend to restrict autonomy but can be effective in crisis situations (Chemers, 2000). Charismatic and bureaucratic styles have received mixed evaluations, with criticism centered on potential for misappropriation and rigidity respectively (House, 1977; Weber, 1947).

Notably, prior investigations suggest transactional leadership influences performance by clarifying roles and contingent rewards (Burns, 1978). However, the article highlights conflicting data on its long-term efficacy, especially in dynamic environments, indicating a gap in current understanding and the need for further empirical research.

Identification of Gaps and Contradictions

While previous literature advocates for transformational and participative leadership in modern organizations, the article challenges these assumptions by citing cases where such styles may not suit highly structured or bureaucratic organizations. Furthermore, the limited focus on quantitative data in the article constrains the depth of analysis, as qualitative perspectives—such as employee perceptions—are underexplored (Creswell, 2013). The discrepancy over transactional leadership’s suitability highlights unresolved debates within leadership research, underscoring the necessity for mixed-methods studies.

The article’s assertion that charismatic and bureaucratic styles are largely obsolete conflicts with emerging research indicating their niche applications, suggesting that contextual factors heavily influence effectiveness (Northouse, 2018). This fosters a recognition of the complexity inherent in leadership effectiveness, rather than advocating a one-size-fits-all approach.

Recommendations for Future Research

To refine understanding of leadership’s impact on organizational performance, future studies should incorporate mixed-method approaches, integrating quantitative metrics with qualitative insights from leaders and subordinates (Saunders et al., 2016). Comparative case studies examining different organizational contexts may elucidate conditions under which specific styles thrive. Additionally, longitudinal research tracking leadership style evolution and performance outcomes over time could provide more nuanced insights (Yukl, 2013).

Further exploration into culturally responsive leadership styles particularly in multinational organizations could expand the applicability of research findings (Hofstede, 1980). Developing adaptive leadership frameworks that incorporate environmental contingencies will better equip managers to navigate complex organizational terrains.

In applying these insights, practitioners should undertake comprehensive organizational assessments to identify the most suitable leadership style, considering factors such as organizational culture, size, and strategic objectives. Supporting leadership development tailored to these factors can significantly enhance performance and adaptability (Day, 2000).

Conclusion

The article provides valuable contributions to understanding how various leadership styles influence organizational effectiveness. It underscores the importance of contextual assessment in selecting leadership approaches, advocating for a nuanced, evidence-based management practice. Addressing the identified research gaps through methodological diversification and contextual studies will enrich leadership science and support organizations in achieving sustainable success in a rapid-changing world.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Chemers, M. (2000). The excellence theory in leadership. Leadership Quarterly, 11(2), 151–155.
• Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods approaches. Sage.
• Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Sage.
• House, R. J. (1977). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 22(3), 321–339.
• Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in children. Journal of Social Psychology, 10(2), 269–299.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Weber, M. (1947). The theory of social and economic organizations. Free Press.