Week 5 Assignments 51 Discussion Select A Contingency Model

Week 5 Assignments51 Discussionselect A Contingency Model Of Leader

WEEK 5 ASSIGNMENTS 5.1 Discussion: Select a contingency model of leadership and explain how the model is manifested in your organization. Provide examples and appropriate research sources to support your position. 500 words max. APA citations and references from at least 2 scholarly sources required. Respond to at least 2 other posts.

5.2 Article Summary: Read and summarize this article: Sauer, S. J. (2011). Taking the reins: The effects of new leader status and leadership style on team performance. Journal of Applied Psychology, 96(3). The article should be summarized (in your own words) in 2-3 paragraphs, focusing on the author’s main points.

What was the purpose of the study? Describe the theoretical model or framework used in the article. Define terms and concepts. Describe the methodology. Was the study conducted using qualitative or quantitative methods? Who participated in the study? Were there any significant findings? (I work at a hospital)

Paper For Above instruction

The study conducted by Sauer (2011) aims to explore how new leadership status and different leadership styles influence team performance within organizational settings, providing insights relevant to healthcare environments such as hospitals. The researcher sought to test theoretical frameworks related to leadership emergence and style effects, primarily focusing on how newly appointed leaders impact team dynamics when assuming their roles. Sauer developed hypotheses based on existing models of leadership, including transformational and transactional styles, to examine how these styles interact with the status of the leader in influencing team effectiveness.

The theoretical framework employed in this study draws heavily from leader emergence theories and situational leadership models. Sauer discusses the concept that leadership effectiveness is often contingent upon the leader's status within a team and the style they adopt. Leaders can influence team performance differently depending on whether they are perceived as having legitimate authority or are in a newly appointed position. The article defines key terms such as "leader emergence," "leadership style," "team performance," and "leader status," providing clarity on how these constructs are operationalized in the research. The main leadership styles examined include transformational leadership, characterized by inspiring and motivating team members, and transactional leadership, which emphasizes structured tasks and rewards.

Methodologically, Sauer's study employs a quantitative research design, collecting data through surveys and performance metrics from organizational teams, including those within a hospital setting. Participants consisted of team members working under newly appointed leaders, with data gathered on leadership perceptions, team cohesion, and performance outcomes. Statistical analyses, such as regression and analysis of variance (ANOVA), were used to identify significant relationships between leadership style, leader status, and team performance. The findings reveal that the impact of a leader’s style on team performance is moderated by their status, with transformational leaders generally fostering higher performance, especially when they are perceived as legitimate authority figures.

These results have direct implications for hospital administration, where leadership changes are frequent amid complex team structures. The research indicates the importance of leader development programs that focus on fostering transformational qualities and establishing legitimate authority to enhance team effectiveness in healthcare settings. The study contributes to the broader understanding of contingency leadership by illustrating how specific leadership behaviors interact with organizational context to influence outcomes, emphasizing the need for situationally aware leadership strategies in hospitals and similar institutions.

References

  • Sauer, S. J. (2011). Taking the reins: The effects of new leader status and leadership style on team performance. Journal of Applied Psychology, 96(3), 531-546.
  • Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
  • Yukl, G. (2013). Leadership in Organizations. Pearson.
  • Antonakis, J., & Day, D. V. (2017). The Nature of Leadership. Sage Publications.
  • Bass, B. M. (1995). Transformational Leadership: Industry, Military, and Educational Impact. Lawrence Erlbaum Associates.
  • Herold, D. M., Foti, R. J., & Farlinger, T. (2009). The effects of transformational leadership on followers’ perceived psychological contract breach. Journal of Applied Psychology, 94(5), 1245-1254.
  • Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259-298.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
  • Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire manual. Menlo Park, CA: Mind Garden.

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