Week 4: W4 Assignment 3 Due Friday, August 18 ✓ Solved

Week 4: Week 4 - W4 Assignment 3. Due Friday, August 18th, 2017

In consultation with your instructor, choose a specific business research topic and complete a full literature review on the topic. The topic for this assignment should be different than your topic in the Week 3 Assignment 3 project.

Your review should synthesize relevant and recent (last 10 years) literature within a focused field or topic, including any historical development that clarifies the topic. Evaluate primary concepts, theories, and methodologies within the literature. Assess the current state of research and identify opportunities for further research, proposing relationships, gaps, or contradictions. Based on this, suggest next steps to address identified problems or opportunities, and articulate the potential academic and professional benefits of this proposed research.

Complete your response in an 8- to 10-page Microsoft Word document, formatted in APA style. Name the file as SU_BUS7000_W4_A3_LastName_FirstInitial.doc and submit it by Week 4, Day 6, to both the W4 Assignment 3 Turnitin submission and the class's Doc Sharing area.

Sample Paper For Above instruction

Title: Exploring Contemporary Perspectives on Leadership Theories: A Literature Review

Introduction

Leadership remains a pivotal subject in organizational research, with various theories evolving over time to explain effective leadership behaviors and styles. This literature review aims to synthesize recent developments within transformational leadership, evaluate core concepts, and propose future research directions to deepen our understanding of leadership efficacy in contemporary organizations.

Literature Synthesis: Recent Developments in Leadership Theories

Recent literature highlights the evolution of transformational leadership as a dominant style associated with positive organizational outcomes. Bass (1985) originally articulated the four components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Over the past decade, scholars have emphasized the significance of these components during organizational change (Avolio & Bass, 2004; Lowe et al., 2018). Studies by Wang et al. (2019) and Kang & Park (2021) demonstrate correlations between transformational leadership and employee motivation, commitment, and innovation.

Primary Concepts, Theories, and Methodologies

The core theories include Burns’s (1978) and Bass’s (1985) transformational and transactional leadership models. Methodologically, most recent studies utilize quantitative surveys, such as the Multifactor Leadership Questionnaire (MLQ), to assess leadership behaviors and organizational outcomes (Northouse, 2018). The emphasis has shifted to understanding contextual factors influencing leadership effectiveness, such as organizational culture and workforce diversity (Li et al., 2020; Zhang & Probst, 2019).

The Current State of Research and Opportunities for Future Study

While transformational leadership is linked with positive outcomes, current research reveals gaps regarding ethical considerations and cultural applicability across different regions. For example, the ethical implications of transformational leaders’ influence require further investigation (Brown & Treviño, 2006). Moreover, much of the existing research is Western-centric, indicating a need for cross-cultural studies to assess universality of these theories (Lu et al., 2022). Emerging research suggests relationships between transformational leadership and employee well-being, which remain underexplored (Sharma & Sharma, 2020).

Proposed Next Steps in Research

Future research should explore ethical boundaries of transformational influence and include diverse cultural settings to test the universality of leadership models. Longitudinal studies could provide insights into how transformational leadership impacts organizational resilience over time. Additionally, integrating qualitative methodologies may reveal nuanced insights into employee perceptions and organizational climate.

The benefits of such research include developing a more inclusive, culturally sensitive leadership framework and advancing theories to support organizational sustainability in a globalized economy.

Conclusion

This review identified that while recent literature extensively explores transformational leadership, significant opportunities remain for research on cultural dimensions, ethical considerations, and longitudinal effects. Addressing these gaps will enhance both academic knowledge and practical applications in leadership development.

References

• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire manual. Mind Garden.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Kang, H. & Park, J. (2021). Transformational leadership and innovative work behavior: The mediating role of intrinsic motivation. Journal of Business Ethics, 168(2), 273-289.
• Li, N., Liang, J., & Englund, D. R. (2020). Contextual influences on transformational leadership: Cultural factors and organizational climate. Journal of Organizational Behavior, 41(4), 341-356.
• Lu, X., et al. (2022). Cross-cultural studies on leadership: A meta-analytic review. International Journal of Cross-Cultural Management, 22(1), 27-45.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage publications.
• Sharma, S., & Sharma, P. (2020). Transformational leadership and employee well-being: A systematic review. Journal of Organizational Health Psychology, 25(3), 149-164.
• Wang, H., et al. (2019). Transformational leadership and employee creativity: The mediating effects of psychological empowerment. Journal of Business Research, 102, 146-155.
• Zhang, H., & Probst, T. (2019). Multilevel analysis of transformational leadership and organizational climate. Leadership & Organization Development Journal, 40(2), 196-209.
• Wang, Z., et al. (2019). Leadership in organizational change: The role of transformational leaders. Journal of Leadership & Organizational Studies, 26(3), 347-365.