Running head: DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY 1 DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY Walden University Faraji Edwards Week 1 Assignment: PhD in Management: Leadership, & Power (MGMT – 8410-1) Ayman, R., &Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157-170. Majority of the leadership studies conducted in the past usually concentrated on white people. However, there exists other diverse issues affecting affecting the diversity in leadership. In this journal article, Ayman & Korabik (2010) expound on how variables of culture, gender and ethnicity affect leadership. Consequently, the authors conduct a survey on leaders from different cultural and racial backgrounds. The results of the study indicate that leaders of color and women leaders firmly grasped their ethnic and sexual orientation characters contrasted and White male leaders (Ayman & Korabik, 2010). These social personalities together with lived encounters connected with minority status were seen as affecting their activity of leadership, displaying both difficulties and qualities (Ayman & Korabik, 2010). Differences in the leadership profile of this different leadership test with the Anglo bunch in the GLOBE considers propose the significance of inspecting assorted qualities in leadership (Ayman & Korabik, 2010). Conceptualizations of leadership should be comprehensive of the social characters and lived encounters that leaders and devotees both convey to the connections of leadership. Maner, J. K., & Mead, N. L. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. Journal of Personality and Social Psychology, 99(3), 482-497. Issues of bounded rationality, mismanagement of firm resources among others are the major shortcomings witnessed in the leadership arena. There comes a time when leaders act contrary to the set principles or ignore vital information, the latter of which results to the organization deviating from its goals. At times, leaders might sacrifice team goals to pursue their selfish interests, requiring the effective use of defined frameworks to keep them in check. In a research conducted by Maner & Mead, (2010), the authors suggest the use of both linkage and climate theory to observe and analyze leadership. The study uses random sampling and experimentations to determine whether leaders often wield power with the intention of promoting self interests or team goals. However, the study is subject to various limitations. For instance, Maner & Mead, (2010), acknowledge that the studies used were designed to be rigorous, controlling group decisions in lab tests. In the real settings, group decision making is dynamic and uncontrolled. Dixon, M. L., & Hart, L. K. (2010). The impact of Path-Goal leadership styles on work group effectiveness and turnover intention. Journal of Managerial Issues, 22(1), 52-69. In this ...

1. Running head: DOCTORAL RESEARCH: ANNOTATED
BIBLIOGRAPHY 1
DOCTORAL RESEARCH: ANNOTATED BIBLIOGRAPHY
Walden University
Faraji Edwards
Week 1 Assignment: PhD in Management: Leadership, & Power
(MGMT – 8410-1)
Ayman, R., &Korabik, K. (2010). Leadership: Why gender and
culture matter. American Psychologist, 65(3), 157-170.
Majority of the leadership studies conducted in the past usually
concentrated on white people. However, there exists other
diverse issues affecting affecting the diversity in leadership. In
this journal article, Ayman & Korabik (2010) expound on how
variables of culture, gender and ethnicity affect leadership.
Consequently, the authors conduct a survey on leaders from
different cultural and racial backgrounds. The results of the
study indicate that leaders of color and women leaders firmly
grasped their ethnic and sexual orientation characters contrasted
and White male leaders (Ayman & Korabik, 2010). These
social personalities together with lived encounters connected
with minority status were seen as affecting their activity of
leadership, displaying both difficulties and qualities (Ayman &
Korabik, 2010). Differences in the leadership profile of this
different leadership test with the Anglo bunch in the GLOBE
considers propose the significance of inspecting assorted
qualities in leadership (Ayman & Korabik, 2010).
Conceptualizations of leadership should be comprehensive of
the social characters and lived encounters that leaders and

2. devotees both convey to the connections of leadership.
Maner, J. K., & Mead, N. L. (2010). The essential tension
between leadership and power: When leaders sacrifice group
goals for the sake of self-interest. Journal of Personality and
Social Psychology, 99(3), 482-497.
Issues of bounded rationality, mismanagement of firm resources
among others are the major shortcomings witnessed in the
leadership arena. There comes a time when leaders act contrary
to the set principles or ignore vital information, the latter of
which results to the organization deviating from its goals. At
times, leaders might sacrifice team goals to pursue their selfish
interests, requiring the effective use of defined frameworks to
keep them in check. In a research conducted by Maner & Mead,
(2010), the authors suggest the use of both linkage and climate
theory to observe and analyze leadership. The study uses
random sampling and experimentations to determine whether
leaders often wield power with the intention of promoting self
interests or team goals. However, the study is subject to various
limitations. For instance, Maner & Mead, (2010), acknowledge
that the studies used were designed to be rigorous, controlling
group decisions in lab tests. In the real settings, group decision
making is dynamic and uncontrolled.
Dixon, M. L., & Hart, L. K. (2010). The impact of Path-Goal
leadership styles on work group effectiveness and turnover
intention. Journal of Managerial Issues, 22(1), 52-69.
In this article, Dixon & Hart (2010) acknowledge that different
leaders adopt different leadership philosophies. Further, the
authors assert that both gender and team culture are essential
variables that significantly impact the outcomes of any
leadership styles. Leaders persistently try to enhance
hierarchical execution and improve work bunch viability to
drive aggressiveness and shorten the expense of worker

3. turnover. The differences of numerous work groups in the U.S.
makes potential advantages and difficulties for their leaders.
Utilizing information accumulated from an assembling office in
southeastern U.S., this study looks at how Path-Goal leadership
styles, assorted qualities, work bunch adequacy, and work
gathering individuals' turnover goal are connected. Albeit every
one of the three Path-Goal leadership styles exhibited huge
positive connections with work bunch viability, just the
Supportive style demonstrated a critical negative association
with turnover expectation. Strikingly, work bunch adequacy
demonstrated no noteworthy relationship with turnover
expectation.
Eagly, A. H., & Chin, J. L. (2010). Diversity and leadership in a
changing world. American Psychologist, 65(3), 216-224.
Representatives are regularly sorted out into work groups
keeping in mind the end goal to increment authoritative
efficiency and aggressiveness. Work bunch leaders are tasked
with making and sustaining environments that rouse individuals'
commitment to the accomplishment of basic work goals. In the
U.S., numerous work groups are differing, mirroring the
nation's demographic make-up. This exploration found that
Path-Goal leadership styles had factually noteworthy, positive
associations with different work bunch viability, with
Instrumental leadership exhibiting the most grounded
connection. An intriguing finding was that Supportive
leadership (offering brotherhood, invitingness, and sympathy
toward accomplishment and gathering individuals' prosperity)
was the Path-Goal leadership style most very associated with
diminished work gathering individuals' turnover goal. This
study affirmed some current exploration about differences and
work bunch viability and disconfirmed different discoveries by
showing that obvious divergence among individuals does not
fundamentally affect adequacy, and that individuals' disparity in
qualities, standards, and practical experience just has a negative

4. pattern impact on adequacy.
Limitations
Because all information utilized as a part of this study
originates from one source utilizing a self-report study, it has
the potential for normal technique difference, restricting the
generalizability of the study's discoveries. Furthermore, on the
grounds that quantitative information instead of subjective
information were accumulated, the study does not catch up with
members about their particular work circumstances. At long
last, this concentrate just included Path-Goal leadership styles,
barring different sorts of leadership styles that may have been
more normal for this current association's work bunch leaders,
which may have yielded extra knowledge for leadership
specialists.
Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know
about leadership: Effectiveness and personality. American
Psychologist, 49(6), 493-504.
In this article, Hogan, Curphy & Hogan conduct a research to
determine the impact of personal orientations such as culture,
gender, race and ethnicity, on leadership styles. Leaders from
five racial/ethnic groups inside the US were reviewed on their
support of leadership measurements as characterized by the
GLOBE considers and the impact of their race, ethnicity and
gender on the activity of leadership in this exploratory study.
While all leaders supported normal leadership measurements,
social variety rose on an element predictable with a sympathetic
introduction and community leadership style. Leaders of color
and ladies leaders emphatically embraced their ethnic and
gender personalities contrasted and White male leaders. These
social personalities together with lived encounters connected
with minority status were seen as affecting their activity of
leadership, displaying both difficulties and qualities. Contrasts
in the leadership profile of this different leadership test with the
Anglo bunch in the GLOBE concentrates on recommend the

5. significance of looking at diversity in leadership.
Conceptualizations of leadership should be comprehensive of
the social personalities and lived encounters that leaders and
followers both convey to the settings of leadership.
Kahn, W. A., &Kram, K. E. (1994). Authority at work: Internal
models and their organizational consequences. Academy of
Management Review, 19(1), 17-50.
The concept of leadership has always been multivariet and
dynamic. Consequently, the authors of this journal article seek
to define the concept of leadership. They also seek to elaborate
on the several key issues that arise in the context of leadership.
Kahn & Kram (1994), concentrates on how organization
members approve and deauthorize both others and themselves
over the span of doing their work. Kahn and Kram (1994),
contend that these approving procedures are formed, to some
degree, by persisting, regularly unacknowledged positions
toward power itself. Thusly, Kahn and Kram (1994), recommend
that these positions are instituted in comparative routes
crosswise over progressive and shared work game plans and
crosswise over different parts and positions. These positions
are; as Hirschhom (1990) recommended disguised models.
Working from a hypothetical framework that joins ideas from
formative and clinical psychology, bunch progression, and
organizational conduct, Kahn and Kram (1994), characterize
and delineate three sorts of interior models of power: reliance,
counter-dependence, and association. Kahn and Kram (1994),
offer suggestions about how these inside models impact
organization members' practices amid assignment exhibitions
for the most part, and all the more particularly, as members of
progressive dyads and work groups.
Kozlowski, S. W. J., & Doherty, M. J. (1989). Integration of
climate and leadership: Examination of a neglected issue.
Journal of Applied Psychology, 74(4), 546-553.

6. In the organizational context, different forms and sources of
power and authority exist. These forms of authority are exerted
differently in different organizations. Consequently, in this
journal article, the authors portray how leaders exert power and
authority to subordinates on daily errants in the organizational
context. According to Koslowski & Doherty, (1989), power is
the capacity to impact others. A standout amongst the most
compelling speculations of power originates from the work of
Koslowski & Doherty, (1989), who endeavored to decide the
sources of power leaders use to impact others. French and
Raven recognized five sources of power that can be gathered
into two classifications: organizational power ( coercive,
reward, legitimate) and individual power (master and referent).
By and large, the individual sources of power are all the more
emphatically identified with representatives' job fulfillment,
organizational responsibility, and job execution than are the
organizational power sources. One wellspring of organizational
power, coercive power, is contrarily identified with work
results. Be that as it may, the different sources of power ought
not be considered as totally separate from each other. Once in a
while leaders use them together in fluctuating mixes relying
upon the circumstance. Another idea of power, alluded to as
"empowerment," has turned into a noteworthy system for
enhancing work results.
Robinson, S. K., & Kerr, R. (2009). The symbolic violence of
leadership: A critical hermeneutic study of leadership and
succession in a British organization in the post-Soviet context.
Human Relations, 62(6), 875-903.
In this article, Robinson & Kerr (2009) revisit the work of
French and Raven, expounding on the basis of power. Both
authors focus on informational power. As per Robinson & Kerr
(2009), One basis of power, which the administrator may
utilize, then, is Informational Power. The administrator

7. precisely discloses to the subordinate how the occupation ought
to be done another way, with powerful reasons why that would
be a superior and more successful technique. The subordinate
comprehends and acknowledges the reasons and changes
conduct. Informational impact then results in psychological
change and acknowledgment by the objective. It is in this
manner called "socially autonomous change" in that modified
conduct, in spite of the fact that started by the impacting
specialist (director) now proceeds without the objective
fundamentally alluding to, or notwithstanding recalling, the
manager as being the specialist of progress.
Strang, S. E., & Kuhnert, K.W. (2009). Personality and
leadership developmental levels as predictors of leader
performance. Leadership Quarterly, 20(3), 421-433.
The authors of this article expound on charismatic leadership
and explain the core factors that facilitate the development of
such skills among British leaders and expounds the differences
between types of leadership styles. As per Strang & Kuhnert,
(2009) Charismatic leadership looks like transformational
leadership: both sorts of leaders move and persuade their
colleagues. The difference lies in their expectation.
Transformational leaders need to change their groups and
associations, while leaders who depend on allure frequently
concentrate on themselves and their own desire, and they might
not have any desire to change anything. Charismatic leaders
may trust that they can do no wrong, notwithstanding when
others caution them about the way that they're on. This
sentiment invulnerability can extremely harm a group or an
association, as was appeared in the 2008 budgetary emergency.
Zhang, X., &Bartol, K. M. (2010). Linking empowering
leadership and employee creativity: The influence of
psychological empowerment, intrinsic motivation, and creative
process engagement. Academy of Management Journal, 53(1),

8. 107-128.
The authors of this journal article conduct a study to investigate
the empowering of leadership and its psychological impacts. As
per Zhang & Bartol (2010), Blending speculations of leadership,
empowerment, and creativity, this examination constructed and
tried a hypothetical model connecting engaging leadership with
creativity by means of a few mediating variables. Using study
data from expert workers and their administrators in a vast data
innovation organization in China, we found that, as foreseen,
enabling leadership decidedly influenced mental empowerment,
which thus affected both inborn motivation and inventive
procedure engagement. These last two variables then affected
creativity. Empowerment part character directed the connection
between enabling leadership and mental empowerment, while
pioneer support of creativity directed the connection between
mental empowerment and imaginative procedure engagement.
References
Ayman, R., &Korabik, K. (2010). Leadership: Why gender and
culture matter. American
Psychologist, 65(3), 157-170.
Dixon, M. L., & Hart, L. K. (2010). The impact of Path-Goal
leadership styles on work
group effectiveness and turnover intention. Journal of
Managerial Issues, 22(1),
52-69.
Eagly, A. H., & Chin, J. L. (2010). Diversity and leadership in a
changing world.
American Psychologist, 65(3), 216-224.
Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know
about leadership:

9. Effectiveness and personality. American Psychologist, 49(6),
493-504.
Kahn, W. A., &Kram, K. E. (1994). Authority at work: Internal
models and their
organizational consequences. Academy of Management Review,
19(1), 17-50.
Kozlowski, S. W. J., & Doherty, M. J. (1989). Integration of
climate and leadership:
Examination of a neglected issue. Journal of Applied
Psychology, 74(4), 546-553.
Maner, J. K., & Mead, N. L. (2010). The essential tension
between leadership and power:
When leaders sacrifice group goals for the sake of self-interest.
Journal of
Personality
and Social Psychology, 99(3), 482-497.
Robinson, S. K., & Kerr, R. (2009). The symbolic violence of
leadership: A critical
hermeneutic study of leadership and succession in a British
organization in the
post-Soviet context. Human Relations, 62(6), 875-903.
Strang, S. E., & Kuhnert, K.W. (2009). Personality and
leadership developmental levels
as predictors of leader performance. Leadership Quarterly,
20(3), 421-433.
Zhang, X., &Bartol, K. M. (2010). Linking empowering
leadership and employee
creativity: The influence of psychological empowerment,
intrinsic motivation, and
creative process engagement. Academy of Management Journal,

10. 53(1), 107-128.