Article Evaluation
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Article Evaluation
Introduction
When leaders lead their teams, it is essential to pay considerable attention to how they practice leadership as well as how they exercise power because these forms are different yet they impact significantly on leadership and the application process. Leadership pays considerable attention to achieving targeted goals, and requires goal compatibility with the rest of the team. Furthermore, leadership focuses attention downward. Power, on the other hand, serves as a means for attaining the set goals and objectives. Besides, power requires follower dependency, and is applied to achieve upward and lateral impact. Thus, the essay evaluates articles that explore the application of power and competency models of leadership (Pfeffer and Fong (2005) and Shum et al. (2018) and those that address styles perspectives of leadership (Kraus (2017) and Boyle et al. (2018). The evaluation presents leaders with an opportunity to focus on the techniques they use to lead their teams, because that really matters in impacting performance. Whereas the articles have weaknesses, they also have strengths that require readers to identify and borrow some lessons. Learning from the articles improves a leader’s chances of performing well and achieving impressive results.
Hence, the essay summarizes, evaluates, and judges the articles and find out whether they are appropriate and interesting. Moreover, the analysis focuses on the key presentation for each article while examining factors such as the purpose of the research, methods, and quality. The evaluation further brings together ideas by comparing and contrasting the leadership styles and approaches presented in each article before offering recommendations for future research. Learning from this evaluation presents an opportunity to improve one’s perception towards leadership and to improve how one practices the various administrative approaches.
Presenting and Evaluating Leadership Background
The four selected papers have strengths and limitations that impact on how they relay their messages. In the articles by Pfeffer and Fong (2005) and Shum et al. (2018) where the authors examine use of power and competency models, their strength is that the researchers organize their works into different sections, which make it easier for readers to understand the various ideas. The same also happen to Kraus (2017) and Boyle et al. (2018) who focus on the various leadership style. Shum et al. (2018) clarifies the hypothesis, and include key components of the method section such as sample and procedures, data analysis, results, discussion, and recommendations. However, that does not apply to the case by Shum et al. (2018) who opts to present a continuous analysis without highlighting the elements of the method section. The deficiency denies readers the chance to know where the authors present their primary research, but does not deter the writers from identifying key competencies such as effective communication, applying emotional intelligence, and handling stress and conflicts more competently.
On the other hand, the chief strength in the papers by Kraus (2017) and Boyle et al. (2018) is that they explore the various leadership approaches using easy-to-understand language. For instance, Kraus (2017) examines how leadership styles such as visionary, coaching, and democratic impact on those belonging to generations X and Y. The article by Boyle et al. (2018), on the other hand, is effective because the authors emphasize that leadership approaches vary depending on the needs of followers. Nonetheless, the chief limitation in the paper is that the authors are very brief in their explanation, which hardly offers enough time to cover as many valuable information as possible. The article does not even have a methodology section. Nonetheless, the articles still pass valuable information that may help to understand how the various leadership approaches work.
Bringing together Ideas and Comparing and Contrasting the Leadership Models
An evaluation of the four articles reiterate the significance of understand how the various leadership styles work and possible deploy multiple techniques that would increase one’s likelihood for achieving impressive results. The papers encourage leaders to know the leadership techniques and competencies that are likely to appeal to their followers as well as know those that are likely to encounter stiff opposition from team members. Kraus (2017), for example, shares a similar view with Sharma and Singh (2013) that many workers appreciate when their leaders employ democratic leadership because the approach allows followers to participate actively and give their views on what should happen at the workplace. Boyle et al. (2018), on the other hand, remind readers that a leadership style such as authoritarian leadership could meet stiff opposition because workers feel that the model restricts them to particular ways. However, being analytical as Pfeffer and Fong (2005) put it offers an opportunity to settle on an approach that is not likely to encounter opposition. Furthermore, sparing time to first learn what members want as Shum et al. (2018) put it offers a suitable chance to settle on the most suitable form. Being able to use the right leadership approaches by first knowing what suits followers presents a better chance to become successful.
Recommendations for Future Research
Future researchers should acknowledge that their findings will be of much importance in determining application of power and leadership styles. Hence, it is essential to engage in studies that would provide valuable information such that leaders would not encounter difficult times identifying what is good for their and their workers and apply them to improve performance. Therefore, future research should pay particular emphasis on how leadership styles, competencies, and power differ to enable administrators to know what they need to focus on while offering their services. In addition, future research should expound on the leadership styles already identifies by conducting more primary researches to know how they impact on leaders and their followers. Conducting more studies in this area presents a chance to know the strengths and limitations of particular styles and leadership models as opposed to others, a practice that would ensure that team leaders practice what is right and appropriate. In addition, future researchers should reiterate the need for further training and engagement with other leaders to improve how they perform. Taking additional measures to improve one’s leadership approaches presents a suitable chance to incorporate latest approaches, and improves the leader’s capability to address issues that come their way. Hence, future research would play fundamental roles in ensuring that leaders become more competent in the way they serve and approach the various operations at the workstation.
Conclusion
Leadership is a crucial factor that determine organizational performance, which calls on teams charged with the duty to steer the firm to deploy effective leadership styles and competencies that would increase their likelihood for performing well and meeting organizational objectives. Thus, leaders should be able to discern the leadership styles and competencies that suit their operations, and be able to understand how they apply power to run their activities. Nonetheless, performing more research in this area presents a suitable opportunity to achieve more impressive results in the way leaders perform their duties. Additional research would provide insight into what needs to happen to achieve impressive results, and offers the chance to deal with constraints that affect the leadership process.
References
Boyle, C. J., Gonyeau, M., Flowers, S. K., Hritcko, P., Taheri, R., & Prabhu, S. (2018). Adapting
leadership styles to reflect generational differences in the academy. American journal of pharmaceutical education, 82(6). https://www.ajpe.org/content/ajpe/82/6/6886.full.pdf
Kraus, M. (2017). Comparing Generation X and Generation Y on their preferred emotional
leadership style. Journal of Applied Leadership and Management, 5, 62-75. https://www.econstor.eu/bitstream/10419/175335/1/18130-71714-1-PB.pdf
Pfeffer, J., & Fong, C. T. (2005). Building organization theory from first principles: The self-
enhancement motive and understanding power and influence. Organization Science, 16(4), 372-388. https://www.jstor.org/stable/pdf/25145977.pdf
Sharma and Singh (2013). A study on the democratic style of leadership. International Journal
of Management & Information Technology, 3(2), 54-57. doi:10.24297/ijmit.v3i2.1367
Shum, C., Gatling, A., & Shoemaker, S. (2018). A model of hospitality leadership competency
for frontline and director-level managers: Which competencies matter more? International Journal of Hospitality Management, 74, 57-66. https://www.sciencedirect.com/science/article/pii/S0278431917306990