Annotated Bibliography – Part 1 1 September 4, 2016 Annotated Bibliography – Part 1 2 Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. doi: 10.1177/1548051808320986 The study by Scandura and Pellegrini examined the effect of trust in a leader-member exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals enrolled in an Executive MBA program at a large Southeastern University. The authors achieved this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between the CBT and LMX. They also found out that a linear relationship existed between the IBT and LMX, thereby providing support for their Hypothesis number 2. The authors’ work draws strength from some four decades of available leadership researches and their opposition with leadership styles. Their main proposition is connected to the fact that leaders differentiate in their dyadic relationship with followers rather than espousing a particular leadership style with other members of the team or group. According to them, recent studies has resulted to the LMX research development, which in their view, asserts that the supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality” relationship to “high-quality” relationships. Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a valuable tool between LMX and performance. This is affirmative, as the LMX concept is analyzed as a “trust-building” process. The implications of this study of the social exchange theory (SET) are that it will help in providing strategies on how ethical leaders affect Annotated Bibliography – Part 1 3 organizational goals and outcomes. Some researchers posit that the SET suggests that team members and employees requite the leaders' behavior on them on a mutual ground. Relationship in social exchange can eventually evolve which is characterized by good levels of trust and diminished levels of control. The important concern is that it is pertinent to note that some of the LMX parameters have measures that are directly correlated with the concept of trust. I contend that power distance, which is an important cultural factor in any social exchange, may have an influence in an LMX relationship. Consequently, further research should be conducted in order to investigate the different perspectives of trust, and other non-linear results. Wu, J. B., Tsui, A. S., & Kinicki, A. .

1. Annotated Bibliography – Part 1 1
September 4, 2016
Annotated Bibliography – Part 1 2
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-
member exchange: A closer
look at relational vulnerability. Journal of Leadership &

2. Organizational Studies,
15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of
trust in a leader-member
exchange (LMX) quality, which they conducted amongst 228
full-time employed professionals
enrolled in an Executive MBA program at a large Southeastern
University. The authors achieved
this by espousing Lewicki, Bunker, and Stevenson’s 11-item
scaling method, which explored the
Calculus-Based Trust (CBT), and Identification-Based Trust
(IBT) scales. The scales are rated
on the Cronbach alpha index to show their proportionality and
linearity with LMX. Scandura and
Pellegrini’s study revealed that a third-order “S-shaped”
polynomial relationship existed between
the CBT and LMX. They also found out that a linear
relationship existed between the IBT and
LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of
available leadership
researches and their opposition with leadership styles. Their
main proposition is connected to the

3. fact that leaders differentiate in their dyadic relationship with
followers rather than espousing a
particular leadership style with other members of the team or
group. According to them, recent
studies has resulted to the LMX research development, which in
their view, asserts that the
supervisor–subordinate dyad exist between two different
possibilities ranging from “low-quality”
relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust
in the leader as a
valuable tool between LMX and performance. This is
affirmative, as the LMX concept is
analyzed as a “trust-building” process. The implications of this
study of the social exchange
theory (SET) are that it will help in providing strategies on how
ethical leaders affect
Annotated Bibliography – Part 1 3
organizational goals and outcomes. Some researchers posit that
the SET suggests that team
members and employees requite the leaders' behavior on them
on a mutual ground. Relationship

4. in social exchange can eventually evolve which is characterized
by good levels of trust and
diminished levels of control. The important concern is that it is
pertinent to note that some of the
LMX parameters have measures that are directly correlated with
the concept of trust. I contend
that power distance, which is an important cultural factor in any
social exchange, may have an
influence in an LMX relationship. Consequently, further
research should be conducted in order
to investigate the different perspectives of trust, and other non-
linear results.
Wu, J. B., Tsui, A. S., & Kinicki, A. J. (2010). Consequences of
differentiated leadership in
groups. Academy of Management Journal, 53(1), 90-106. doi:
10.5465/AMJ.2010.48037079
The study by Wu, Tsui, and Kinicki focuses on two distinct
types of leadership, namely
(1) team-focused, which is based on idealized influence and
inspirational motivation, and (2)
individual-focused differentiated, which is based on an
individualized consideration and
intellectual stimulation. Their study also determines how each

5. of these leadership behaviors
affects the effectiveness of a team. In a bid to further explain
the leadership behaviors, the
authors defined the team-focused leaders as leaders who treat
the team as a whole entity. Their
idealized influence nature is characterized by behaviors of
taking on a role model position,
espousing high ethical standards, and letting go for the good of
the good entire team. The
leader’s inspirational motivation nature is characterized by
behaviors of positive “future-
looking” that is filled with optimism and enthusiasm. On the
other hand, the individual-focused
differentiated leaders treat each member of the team differently
by behaviors characterized by
supportiveness, encouragement, empowerment, and helpfulness.
Leaders stimulate each team
Annotated Bibliography – Part 1 4
members intellectually by encouraging them to set goals that are
challenging and to solve
organizational challenges through innovative solutions.

6. The researchers examined 70 work groups or “teams” from
eight companies spanning the
construction, recreation, healthcare, retailing, and
telecommunication industries. The size of the
groups ranged from two to nineteen people, and comprises of
units from product management,
marketing, customer service, accounting, retailing, human
resource, purchasing, engineering
human resource and engineering. The authors gathered data
from the teams by means of a three
web-based surveys where the team members’ feelings about
their supervisors and their
respective management styles are polled. Also polled was the
combined health and effectiveness
of their respective groups.
The survey result revealed that the teams working under the
group-focused leadership
were likely to be committed to their supervisors and connected
more to their respective
organizations. They were satisfied and happy with the roles
within their jobs, and the supervisors
felt more loyalty from the groups and are generally hopeful and
enthusiastic about the future. For
example, a team leader in my organization, I supervise the

7. activities of ten members of my team,
and decides I was going to relate and communicate with them as
a single unit, Wu et al. explains
that this behavior leads to the positive thinking of the team
members toward their leader. There is
an increased affinity for their leader or supervisor, and in doing
so, the members support their
leader’s course and values on the job. On the long run, it will
give members the impression of
positive chances for success and better performance in the
future.
The study by the authors contributes to the body of research in
a way that it has made
clearer the effects and consequences of work groups or team
dynamics on the effectiveness of
organizations. The finding of the authors will effectively
empower managers and leaders to
Annotated Bibliography – Part 1 5
create a mutual team working experience that will make their
teams more focused on the
organizational goals and by extension, ensure the going concern
of their organizations.

8. Agho, A. O. (2009). Perspectives of senior-level executives on
effective followership and
leadership. Journal of Leadership & Organizational Studies,
16(2), 159-166. doi:
10.1177/1548051809335360
The study by Agho examined the perceptions executives have
on the different attributes of
effective leaders and followers. To achieve this feat, the author
adopted a three-part
questionnaire, which he administered to sample participants of
302 senior-level executives
spanning for-profit and not-for-profit sectors, comprising of
consulting firms, medical centers,
accounting firms, community health centers, academic
institution, federal government agencies,
and community-based organizations. The author adopted the
triangulation method of
questionnaire development by employing a group of faculty
with experience in management
development and research methods. The study found out that
some of the qualities of effective
leadership were observed for the different from those of
connected with effective follower. Most

9. of the characteristics associated with effective leaders were
perceived to be different from those
associated with effective followers.
In recent times, changes and turbulence in the organizational
world need leaders who are
able to operate and make decisions in the midst of uncertainties,
and have the power to affect
readiness to change in their team, and groom followers who can
provide supporting roles in
tough and challenging times. The author argues that followers
are a prerequisite condition for
organizations that have been successful over time, from his
finding, over 98% of the 302 senior-
level executives concur with statements concerning the effect
that effective followers have on the
organization and on the work team of the group. For example, a
considerable number of the
Annotated Bibliography – Part 1 6
research participants concurred with the affirmative assertion of
the interrelatedness in the roles
between leadership and followership, the respondents also
confirmed that leadership and

10. followership skills have to be learned and that effective leaders
and effective followers can
influence work performance, quality of work output,
satisfaction and morale, and cohesiveness
of work groups.
Generally, followership is considered to be spreading through
every part of
organizational existence, and in organizations today, the
numbers of followers are more than the
leaders, and a number of employees find themselves straddling
between the role of a leader and a
follower in the course of their entire work life. In the absence
of followership, a leader’s role at
any level of the organization will fall short in leading to an
effective organization. In a bid to
build effective transformational leaders, the value and
importance of followers must be taken
into consideration. In the author’s recommendation, he stressed
that “the concept, phenomenon,
and practice of effective followership must be highlighted in the
organization’s development
programmes” (p.166).
Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know

11. about leadership:
Effectiveness and personality. American Psychologist, 49(6),
493–504. doi:
10.1037//0003-066X.49.6.493
In this article, Hogan, Curphy, and Hogan evaluate past and
relevant research
work and empirical literature in a bid to make them more
accessible, interpretable, and relevant
to managers and leaders in their day-to-day leadership decision-
making processes. The authors
began by defining leadership as a building block of personality
and organizational effectiveness.
To reduce the knowledge and practical gap between researchers
and the public, the authors tries
Annotated Bibliography – Part 1 7
to answer nine important and relevant questions that researches
in psychology are often
confronted with when presented to them by those who evaluate
the leaders.
Hogan, Curphy, and Hogan present a morally neutral definition
of leadership, where they

12. suggest in their view that “it involves convincing other people
to set aside for a while their
individual concerns and to pursue a common goal that is
beneficial for the responsibilities and
welfare of a group in the organization” (p. 3). The authors make
emphasis on the persuasive
leadership traits, a situation where a leader goes ahead to
execute the bidding of the entire group
and not using his or her domineering power to intimidate the
group members. The researchers
assert that true leadership comes into existence when a team or
group members willingly and
freely accept, for a brief period, the goals of a group as their
primary responsibility. This the
authors explain as emergent leadership, which is a trait in
individuals who are made to take an
informal responsibility of a leadership role in a discussion
group without a leader.
In evaluating the connection between personality of a leader
and effective team
performance, Hogan, Curphy, and Hogan draw on the strengths
and attributes of the charismatic
leader. They tend to develop a strong relationship with the team
members, and are able to gear

13. them up to work and support the common goal of the
organization. The importance and
relevance of this study to management cannot be
overemphasized enough, but my concern has
always been on the management of virtual teams or groups, as
virtual team calls for different
forms of team management. There are a number of management
issues, which arises from a
distance, and configuration of work nature. They include
decision on the physical location of a
leader, individuals required to lead each team, and the
leadership process. Unlike traditional
face-to-face team, virtual team demands a different form of
leadership approach in which a
Annotated Bibliography – Part 1 8
leader should manage the team of individuals that are
geographically scattered while located in a
certain location.
Required Resources
Articles
· Adler, P. S., Forbes, L. C., & Willmott, H. (2007). Critical
management studies. The Academy of Management Annals, 1,

14. 119–179. Retrieved from Business Source Complete.
This chapter provides a comprehensive overview of critical
management studies (CMS). It explores common themes of CMS
as well as the progression of the movement and motivating
factors for implementing the theory.
· Baker, D. P., Thorne, S., Gamson, D., & Blair, C. (2006,
August 11).Cognition, culture, and institutions: Affinities
within the social construction of reality. Paper presented at the
American Sociological Association Annual Conference in
Montreal, Canada.
This paper explores the social construction of reality (SCR)
paradigm, including the history, growth, and key elements of
the paradigm.
· Harvey, M., & Buckley, M. R. (2002). Assessing the
“conventional wisdoms" of management for the 21st century
organization. Organizational Dynamics, 30(4), 368-378.
Retrieved from Science Direct.
This article discusses the usefulness of both conventional
management theories and emerging management techniques. It
addresses important factors of management, including time,
globalization, and technology.
· Parmar, B. L., Freeman, R. E, Harrison, J. S., Wicks, A. C., de
Colle, S., & Purnell, L. (2010). Stakeholder theory: The state of
the art [Abstract]. Cambridge, England: Cambridge University
Press. Retrieved
from http://www.esade.edu/itemsweb/content/produccion/40049
01.pdf
This article explores the major uses of stakeholder theory across
a variety of business disciplines, including accounting and
marketing. It also discusses the future of stakeholder theory.