Chapter 1 Journal Articles Journal Article 11 Trumpy AJ And

Chapter 1 Journal Articlesjournal Article 11trumpy Aj And Elliott

Chapter 1 Journal Articlesjournal Article 11trumpy Aj And Elliott

Chapter 1 Journal articles Journal Article 1.1: Trumpy, A.J. and Elliott, M. (2019) ‘You lead like a girl: Gender and children’s leadership development’, Sociological Perspectives, 62(3): 346–365. Journal Article 1.2: Sudha, K.S., Shahnawaz, M. G. and Farhat, A. (2016) ‘Leadership styles, leader’s effectiveness and well-being: Exploring Collective Efficacy as a Mediator’, Vision, 20(2): 111–120.

Paper For Above instruction

Leadership development in children and the influence of gender and leadership styles are critical areas of sociological and organizational research. The two journal articles under discussion provide insights into these themes, emphasizing how gender influences children’s leadership abilities and how leadership styles and collective efficacy impact leaders’ effectiveness and well-being.

The first article, “You lead like a girl: Gender and children’s leadership development” by Trumpy and Elliott (2019), explores the social construction of gender and its influence on children’s leadership development. Using a sociological perspective, the authors argue that societal expectations and gender stereotypes significantly shape the ways in which children develop leadership skills. The title itself challenges traditional stereotypes that associate leadership with masculinity, asserting that leadership qualities can and should be recognized regardless of gender. The study highlights that children who are encouraged to develop leadership skills irrespective of their gender outperform their peers who face restrictive gender norms. Trumpy and Elliott’s research points to the necessity of fostering inclusive environments that support gender-neutral leadership development to cultivate more diverse future leaders.

Conversely, the second article, “Leadership styles, leader’s effectiveness, and well-being: Exploring Collective Efficacy as a Mediator” by Sudha, Shahnawaz, and Farhat (2016), examines the relationship between different leadership styles, leader effectiveness, and the well-being of leaders within organizational contexts. It highlights the importance of collective efficacy, which refers to a group’s shared belief in its capability to achieve specific goals. The authors propose that transformational and participative leadership styles positively influence leadership effectiveness and leader well-being, mediated through enhanced collective efficacy. Their findings suggest that leaders who foster a collaborative and empowering environment not only achieve better organizational outcomes but also experience higher levels of personal well-being and job satisfaction.

Integrating insights from both articles reveals a comprehensive understanding of leadership development across different contexts. While Trumpy and Elliott emphasize the developmental and sociocultural aspects relevant to childhood and gender, Sudha et al. focus on organizational leadership and the psychological factors contributing to effective leadership and leader well-being. Both perspectives underscore the importance of fostering inclusive, supportive environments—whether in childhood education or organizational settings—to promote effective leadership and wellbeing.

The socio-cultural implications of gender roles and stereotypes are central to understanding how leadership is perceived and developed from a young age. Challenging traditional gender stereotypes, as Trumpy and Elliott advocate, can lead to more equitable opportunities for leadership development among children. This aligns with broader societal goals of gender equality and diversification of leadership roles across sectors.

Meanwhile, the organizational perspective emphasizes the importance of appropriate leadership styles and collective efficacy in ensuring organizational effectiveness and sustainability. Leaders who adopt transformational or participative approaches are better equipped to inspire teams, foster a collaborative culture, and enhance their personal well-being, demonstrating that effective leadership is multifaceted and context-dependent.

In conclusion, both articles contribute valuable insights into leadership development and effectiveness. Recognizing the influence of gender and social stereotypes on children’s leadership abilities can promote early interventions that foster equitable leadership skills. Additionally, understanding how leadership styles and collective efficacy impact organizational leaders’ effectiveness and well-being can inform leadership training and organizational policies aimed at developing resilient and effective leaders. Future research should continue exploring these intersections, emphasizing inclusive practices across different stages of leadership development and organizational life.

References

  • Trumpy, A. J., & Elliott, M. (2019). You lead like a girl: Gender and children’s leadership development. Sociological Perspectives, 62(3), 346–365.
  • Sudha, K. S., Shahnawaz, M. G., & Farhat, A. (2016). Leadership styles, leader’s effectiveness and well-being: Exploring Collective Efficacy as a Mediator. Vision, 20(2), 111–120.
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