Contingency Perspectives of Leadership are Better at Motivating Annotated Bibliography

Contingency Perspectives of Leadership are Better at Motivating Employees - Annotated Bibliography Example The study was carried out in a financial service company with 153 participants, all of whom were clerical workers. A questionnaire was circulated around the organization and then immediately collected by the researcher. The questionnaire contained scales that ranged from 1 to 5. Participants had to indicate how strongly they agreed or disagreed with certain statements. Followers’ personalities were broken down into four categories: neuroticism, extraversion, openness, and agreeableness. The scales ranged from â€Å"not at all true† (1) to â€Å"completely true† (5). The four categories for followers’ personalities were each given a Cronbach’s alpha. In order to test for transformational leadership, an adapted version of the MLQ 5 X Short was administered. Because of this, four transformational dimensions were defined: idealized influence, individualized consideration, intellectual stimulation, and inspirational motivation. The scales for these dimen sions ranged from â€Å"never† (1) to â€Å"almost always† 5). As in the previous test, Cronbach’s alpha was used. Commitment was assessed using two scales—an affective commitment scale and a continuance scale. Once again, Cronbach’s alpha was used. It was discovered that followers’ extraversion and agreeableness were positively correlated to the perception of overall transformational leadership and to affective commitment to the supervisor. Also, followers high in extraversion and agreeableness recognize transformational leadership more than those who are low in these areas. ... Once again, Cronbach’s alpha was used. If literature review/ meta-analysis or critique: Focus of content Key debates Position , if clear - If research article: Findings of research It was discovered that followers’ extraversion and agreeableness were positively correlated to the perception of overall transformational leadership and to affective commitment to the supervisor. Also, followers high in extraversion and agreeableness recognize transformational leadership more than those who are low in these areas. Hypotheses 1.1 and 1.2 were largely supported, whereas Hypotheses 1.3 and 1.4 were only partially supported. In terms of Hypotheses 2.1, the perception of transformational leadership was positively linked with perceived leaders’ extraversion. If literature review/ meta-analysis or critique: Conclusions - Significance of article in relation to: other articles, your topic generally or prior research. There is an increase of research that focuses solely on follo wers and shows they value a better understanding of the role of followers in the leadership process. The results of this research will be helpful to business organizations in the future because it will allow them to set up constructive communication channels for followers to speak to their leaders. Limitations of article Eg location, industry, focus etc Because the data are cross-sectional, it cannot prove that the directions of the arrows in the model presented in Figure 1 are correct. Also, the influence of personality characteristics examined in this study is limited. Other factors influence the perception and acceptance of leadership other than followers’ personalities. Strength/s of article A definite link is found between extraverted followers and transformational leaders. This shows