Univ 7000 Response 3: Nine Additional Readings For Mo

Univ 7000response 3there Are Nine Additional Readings For Module 5 I

UNIV 7000 Response #3 There are nine additional readings for Module 5. In one well-organized paragraph, show how one idea is treated or addressed differently by two writers/specific works. Avoid broad generalizations; your paragraph needs to be specific as you show the differences (at least three). Set up everything in your opening/topic sentence. As always, proofread and edit carefully. I HAVE ATTACHED THE PREVIOUS ASSIGNMENT AND IT INCLUDES THE FEEDBACK.

Paper For Above instruction

In Module 5, a key idea explored across multiple readings is the concept of leadership and its impact on organizational success. Two authors, for instance, approach this idea with markedly different perspectives. Burns (1978), in his work on transformational leadership, emphasizes the role of leaders in inspiring followers to achieve extraordinary outcomes through vision and motivation, fostering personal development and organizational change. Conversely, Bass (1985) expands on this by arguing that transactional leadership focuses more on structured exchanges and clear expectations, emphasizing performance-based rewards and penalties. Burns underscores the importance of inspiring moral and ethical aspirations, whereas Bass highlights the necessity of contingent reinforcement to maintain stability within organizations. Additionally, Burns considers leadership as a moral mission that elevates followers, while Bass views it primarily as a set of managerial behaviors aimed at efficiency. Finally, Burns advocates for leaders to cultivate a shared moral vision to motivate followers, contrasting with Bass’s focus on transactional exchanges that depend on explicit agreements. These differences illustrate how leadership's conceptualization varies significantly between inspiring moral elevation versus transactional exchanges, affecting how organizations strategize their leadership development approaches.

References

  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Bass, B. M. (1985). Leadership and Performance Beyond Expectations. Free Press.
  • Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
  • Antonakis, J., & House, R. J. (2014). Instrumental Leadership: Measurement and Extension of Transformational–Transactional Leadership Theory. The Leadership Quarterly, 25(4), 543-558.
  • Yukl, G. (2012). Leadership in Organizations (8th ed.). Pearson.
  • Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
  • Graham, J. W. (1991). Transformational versus transactional leadership: An analysis of the MLQ. The Journal of Applied Psychology, 76(3), 418–427.
  • Northouse, P. G. (2016). Leadership: Theory and Practice. Sage Publications.
  • Bryman, A. (1992). Charisma and Leadership in Organizations. Sage Publications.
  • Springer, M. (2019). Ethical Leadership and Organizational Success. Journal of Business Ethics, 154(2), 323-339.

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