Running Head: ANNOTATED BIBLIOGRAPHY 1ANNOTATED BIBLIOGRAPHY 2 Annotated Bibliography William Fiedler Columbia Southern University Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). "Leader vision and the development of adaptive and proactive performance: A longitudinal study," Journal of Applied Psychology, 95(1): 174-182. This study proposes that situational leadership model, as a kind of leader vision, would bring about an increment in the adaptivity for employees in an organization who were high in openness to work for a role change. This is a perfect fit for my research for the reason that it illustrates how situational leadership model influences organizational employees in bringing about an increment in their adaptivity. It is an objective source because it illustrates the facts that lie under situational leadership model that when employed by leaders in their leader vision task, it would positively change the performance employees. This source is of importance for my research because it will help in analyzes significant effects of situational leadership model in increasing employees’ adaptivity. Kaifi, B. A., Noor, A. O., Nguyen, N., Aslami, W. & Khanfar, N. M. (2013). The importance of situational leadership in the workforce: A study based on Gender, Place of birth, and generational affiliation. Journal of Contemporary Management, 29-40. In this article, authors’ main point is that situational leadership is an important aspect that organizations should put into consideration for them to succeed in their daily performance. This source fits my research in that it helps analyzes the process by which organizations will make use of situational leadership theory to develop their daily performance. This source is objective for the reason that it analyzes the facts that organizations benefit from utilizing the situational leadership model. This research will be of importance in my research because it will help obtain information on the manner by which organizations make use of situational leadership model to run their daily practices effectively. Manepatil, U. (2013). Situational Leadership Model. ROR, II(VI), 1-4. In this article, the main point Manepatil brings out is that situational leadership considers leaders as varying their emphasis on various activities as well as relationship behaviors to best act on a different level of follower maturity. This source fits my research in that it attempts to define the actual meaning of situational leadership model. This source is objective because it is based on facts of the functions of situational leadership model. This source will be of significance in my paper because it will help in recognizing what situational leadership is and how it functions in addition to its benefits. Mujtaba, B. & Sungkhawan, J. (2009). Situational Leadership and Diversity Management Coaching skills. Journal of Diversity M ...

1. Running Head: ANNOTATED BIBLIOGRAPHY
1ANNOTATED
BIBLIOGRAPHY 2
Annotated Bibliography
William Fiedler
Columbia Southern University
Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). "Leader
vision and the development of adaptive and proactive
performance: A longitudinal study," Journal of Applied
Psychology, 95(1): 174-182.
This study proposes that situational leadership model, as a
kind of leader vision, would bring about an increment in the
adaptivity for employees in an organization who were high in
openness to work for a role change. This is a perfect fit for my
research for the reason that it illustrates how situational
leadership model influences organizational employees in

2. bringing about an increment in their adaptivity. It is an
objective source because it illustrates the facts that lie under
situational leadership model that when employed by leaders in
their leader vision task, it would positively change the
performance employees. This source is of importance for my
research because it will help in analyzes significant effects of
situational leadership model in increasing employees’
adaptivity.
Kaifi, B. A., Noor, A. O., Nguyen, N., Aslami, W. & Khanfar,
N. M. (2013). The importance of situational leadership in the
workforce: A study based on Gender, Place of birth, and
generational affiliation. Journal of Contemporary Management,
29-40.
In this article, authors’ main point is that situational
leadership is an important aspect that organizations should put
into consideration for them to succeed in their daily
performance. This source fits my research in that it helps
analyzes the process by which organizations will make use of
situational leadership theory to develop their daily performance.
This source is objective for the reason that it analyzes the facts
that organizations benefit from utilizing the situational
leadership model. This research will be of importance in my
research because it will help obtain information on the manner
by which organizations make use of situational leadership
model to run their daily practices effectively.
Manepatil, U. (2013). Situational Leadership Model. ROR,
II(VI), 1-4.
In this article, the main point Manepatil brings out is that
situational leadership considers leaders as varying their
emphasis on various activities as well as relationship behaviors
to best act on a different level of follower maturity. This source
fits my research in that it attempts to define the actual meaning
of situational leadership model. This source is objective because
it is based on facts of the functions of situational leadership
model. This source will be of significance in my paper because
it will help in recognizing what situational leadership is and

3. how it functions in addition to its benefits.
Mujtaba, B. & Sungkhawan, J. (2009). Situational Leadership
and Diversity Management Coaching skills. Journal of Diversity
Management 4(10, 1-12.
The authors in this study attempt to offer an overview of how
situational leadership can be related to diversity management
for the focus to remain on productivity instead of personalities
as well as biases which are regarded to play a part in each
society as well as each person within it. This paper fits my
research in that it tries to illustrate how effective can situational
leadership be when it is joined with diversity in the workplace
via the use of effective coaching skills. This is an objective
source for the reason that it explains the facts that are
experienced when situational leadership is combined with
diversity in the workplace. This study will be of importance to
my research because it offers research on the effectiveness of
situational leadership in relations to diversity in a workplace
through effective coaching skills.
Thompson, G., & Vecchio, R. (2009). Situational leadership
theory: A test of three versions. The Leadership Quarterly,
20(5), 837-848.
Thompson and Vecchio argue that situational leadership
theory predicts that an optimal supervision style that is
definable through particular combinations of leader relationship
focus and leader focus task can be prescribed for various
subordinate maturity levels. This source fits my research for
the reason that it discusses the leadership subordinates maturity
of situational leadership from its styles. This is an objective
source for this research because it critically analyzes how its
four styles work together to form the main leadership model
which is Situational leadership model. Therefore, this source
will be of importance to my research for the reason that it will
kill me in learning the manner in which the four types of
situational leadership model function to determine the
performance of a supervisor.

4. References
Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). "Leader
vision and the development of adaptive and proactive
performance: A longitudinal study", Journal of Applied
Psychology, 95(1): 174-182.
Kaifi, B. A., Noor, A. O., Nguyen, N., Aslami, W. & Khanfar,
N. M. (2013). The importance of situational leadership in the
workforce: A study based on Gender, Place of birth, and
generational affiliation. Journal of Contemporary Management,
29-40.
Manepatil, U. (2013). Situational Leadership Model. ROR,
II(VI), 1-4.
Mujtaba, B. & Sungkhawan, J. (2009). Situational Leadership
and Diversity Management Coaching skills. Journal of Diversity
Management 4(10, 1-12.
Thompson, G., & Vecchio, R. (2009). Situational leadership
theory: A test of three versions. The Leadership Quarterly,
20(5), 837-848.
Running Head: SITUATIONAL LEADERSHIP MODEL
1SITUATIONAL LEADERSHIP MODEL
5
Situational Leadership Model
William Fiedler

5. Columbia Southern University
Situational Leadership Theory
In this paper, I decided to base my research on situational
leadership theory as my topic. The reason behind this is that the
topic has currently been considered as an important case in
many organizations across the world and academic settings.
Study on Situational leadership has been considered to offer
significant benefits to various social areas from business to
academic, political standpoints and many other areas.
Situational leadership model proposes that the environment, as
well as the readiness of followers, determine how leaders will
demonstrate their effective performance. Through this study, an
individual willing to be a leader can strengthen his or her
repertoire of leadership skills through gaining experience and
confidence in his or her leadership style.
Possible subtopics under situational leadership model
(i) Types of situational leadership
Despite situational leadership offering extreme adaptability,
it is made up of four basic styles, whereby each type is custom
tailored to elicit the highest productivity from each. The types
include:
Directing: this is the style of situational leadership that is
regarded as appropriate when the followers have low
willingness as well as low ability to handle the task at hand. In
this situation, it is, therefore, the responsibility of the leader to

6. take a highly directive role. Directing requires leaders to define
the roles as well as responsibilities of the followers, and making
a close supervision of them.
Coaching: This is an approach of situational leadership that
is most important when the followers possess high willingness
but have a low ability to perform a task at hand. There is a
necessity of the leader to define roles and tasks in a clear
manner and also seek for ideas together with suggestions from
the follower.
Supporting: This is an appropriate approach when followers
possess low willingness but have a high ability to perform a
given task.
Delegating: this is an appropriate approach when the
followers possess the high willingness as well as high ability.
(ii) Benefits of situational leadership model
Situational leadership model possesses various significant
benefits when properly practiced. It is well recognized and
often used for training leaders. It is easy to practice and apply
across various tasks. It places emphasis on the flexibility of a
leader.
Research questions on situational leadership model
To attain the effectiveness leadership goals, leaders need
followers to achieve their desired outcomes. Thus, making a
match on the right leadership behavior with the level of
readiness of a follower should be effective. From this argument,
therefore the following research questions can be proposed:
Question 1: Is there a significant effect on the situational
leadership and employee readiness match on the successful
performance of an organization?
Question 2: How does the match affect an organization's
performance and what type of match would be effective in that
case?
Relevance of the sources
According to Kaifi, Noor, Nguyen, Aslami and Khanfar
(2013), situational leadership requires adapting to situations
that emerge for the reason that ‘situational contingencies dictate

7. the manner in which an individual reacts at that moment.' This
implies that situational leadership places its focus on the fact
that leadership is made up of both a directive and supportive
dimension. Each of these dimensions requires being used in
accordance with a given situation.
From Griffin, Parker and Mason (2010) research, it is argued
that the position of a leader is often related to task performance
at the workplace by employees. Their findings provide the
suggestion that leaders can motivate employees to be more
proactive as well as adaptive with a clear, discrepant and
compelling future’s view.
References
Griffin, M. A., Parker, S. K., & Mason, C. M. (2010). "Leader
vision and the development of adaptive and proactive
performance: A longitudinal study", Journal of Applied
Psychology, 95(1): 174-182.
Kaifi, B. A. (2013). Organizational Behavior: Managing and
Leading Organizations. Tamarac, FL: Llumina Press.
Kaifi, B. A., Noor, A. O., Nguyen, N., Aslami, W. & Khanfar,
N. M. (2013). The importance of situational leadership in the
workforce: A study based on Gender, Place of birth, and
generational affiliation. Journal of Contemporary Management,
29-40.