1) Running head: REVIEW OF LITERATURE
1
Review of Literature Research Paper – Final
Marlene Mendoza
GB599-01: Applied Research Project
December 4, 2012
Professor
Dr. Craig McCoy
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Review of Literature Research Paper
Introduction
The purpose of this paper is to provide a statement of the problem and explain how
Transformational Leadership behaviors and attributes can influence building and maintaining
higher levels of team task performance. The logical flow of the paper will be listed below in
methodological order the intended audience, scope of the investigation showing the SMART
objectives, and value to the audience. Included will be the business process map and the scoping
diagram. The focus will be on the authors in regards to Transformational Leadership and Full
Range Leadership Development (FRLD). It will include inspirational motivation, trait theories
and emotional intelligence, leadership style and employee empowerment. The problem will be
restated with the diagnostic hypothesis, along with supporting statements, frames and the data
matrix. Finally, the logic diagram will assist in the researching processes to better understand
the organizational problem. Once the data is compiled the logic diagram will be used as a tool
for the organization in order to find the best solution to manage the problem.
Statement of the problem
The team is not putting out the extra effort in getting others to do more than is expected
of them. The effectiveness is dropping in meeting others’ task-related needs, representing their
teams, and meeting the goals of the company. Leadership needs to use methods of working with
others in the best way possible so all stakeholders are satisfied. According to the logic diagram
below, it shows there is a need for strategic leadership to work towards becoming a
Transformational Leader by changing their behaviors to Full Range Leadership Development
(FRLD). This in turn will result in solving the underlying problem of ineffective team task
performance which is causing a loss in profits. According to the logic diagram it also shows the
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issue that a lack of strategic leadership in decision making will cause a decrease in productivity
and profits.
Intended audience
The intended audiences that are most interested, receptive and motivated, in reading this
research paper are the global co-production teams that are setup to work on various film projects.
They are leaders in the field as co-producers on various film projects that the company works
with specifically in the motion picture industry. The persons highly motivated will be the team
players. They look up to the Transformational Leader for morale, inspiration and motivation.
The team players are also the key persons such as director, supervisors in charge of various
departments such as music, stunts and line producers. The key persons are the producers,
directors and stakeholders or investors.
Scope of the investigation
In addition, the scope of the investigation will research Full Range Leadership
Development (FRLD) behaviors and attributes that lead to Transformational Leadership, and
how this can have an effect on task performance. The business process map will list the strategic
vision of the leader. There will be research on trait theories, emotional intelligence, leadership
styles and employee empowerment. The scoping diagram lists the (FRLD) behaviors and traits
and strategic initiatives being investigated, and the leader and teams working in a collaborative
manner. To follow will be a diagnostic hypothesis, frame and matrix to be sure the right data is
collected. Finally, will be the logic diagram that will assist in the researching processes to better
understand the organizational problem (Vandenbosch, 2003).
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Business Process Map
Transformational Leadership
FRLD Behaviors
&Traits - 4I's
Intellectual
Stimulation
Leadership
Style
Knowledge
Empowerment
& Trait
Theories
Open-mind
Read
Idealized
Influence
Collaborate
Listen
Inspirational
Motivation
Strategic Goals
Decision
making
Idealized
Behaviors
Discuss
Customer
Employees,
Observe
Operations
financiers
Think
(Sosik & Jung, 2012).
The business process map comprises of the Strategic Leadership tool that
Transformational leaders use as a balanced approach to strategic planning and to consider the
perspectives of the customer, employees, operations experts and financiers. The leadership style
is to have an open-mind, collaborabe and set strategic goals in line with the company’s vision
and strategy. All decision-making is to be geared around that strategy. When the leader gains
knowledge, and learns how to empower the employees, using traits and theories the company
will make progress. The vision and strategy is to develop (FRDL) to become a Transformational
Leader, which will improve task performance and bring in profits (Sosik & Jung, 2010).
The Objective – SMART
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Specific - The persons that are involved in accomplishing the goals are the Strategic
Leaders at the corporate level which are the co-production teams. The goal is to have the
Strategic Leaders to become Transformational leaders.
Measurable - The goal will be measured by film profits and the productivity levels of
the co-production teams. The income statement will show how much the company will earn
from its film production activities, operational expenses and results from production and
distribution.
Attainable - The goal is for the leaders to learn five practices that will enable others to
act to be leaders in the modeling way – leaders becoming self-aware using training, coaching and
giving rewards. Inspiring a shared vision – by envisioning all possibilities and participation –
looking for opportunities and having an environment that is power sharing (Sosik & Jung, 2010).
Realistic - The goal is to use system’s thinking for effective (FRLD), because to be
effective according to Sosik and Jung (2010), it needs to consist of having the right leader,
followers and situation. In working with groups and teams it needs to have a situation of a
collaborative culture, creativity, positive light, good team players and relationships being built on
trust.
Timely - To goal is to become a Transformational Leader within the next forty-five days.
Value to the audience
The significance of the review will show that there are many steps to reach the goal of
being a good Transformational Leader to help improve team task performance. This is valuable
to the audience, because it shows how the infrastructure of the organization and external
environment are all connected. The plan is to deliver a systematic developmental approach to
Transformational Leadership (TL) (Sosik & Jung, 2010).
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Scoping Diagram (FRLD)
Transformational Leadership through Full Range Leadership Development (FRLD) will increase
effective task performance and be competitive, which in turn will result in profits (Bass &
Avolio (2003).
Transformational Leadership = productivity = profits
Vision (Goals) (FRLD)
•Contingent Reward
(CR)
•Management-byException: Active
(MBEA)
•Management-byException: Passive
(MBEP)
•Improve process
efficiences
•Develop new
business, innovate
processes
Transactional
Leadership
Intellectual
Stimulation (IS)
Contingent
Reward (CR)
Individualized
Consideration
(IC)
•Developmental
Leadership (DL).
Teaching and
coaching. Treated as
individuals, develop
strengths and listen.
Idealized
Influence (II)
Attributes
and
Behaviors
•Attributes (IA)
•Idealized Behaviors
(IB)
•Inspirational
Motivation (IM)
(Bass & Avolio, 2003).
According to Bass and Avolio (2003), it is important for the company to have the
strength to stay ahead of its competitors. (FRLD) behaviors are analyzed and used to help shape
to the trends of economic, technological and competitive factors. The behaviors and traits that
this report will mostly focus on is Intellectual Stimulation, Individualized Consideration and
Idealized Influence attributes and behaviors.
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Focus on the Author
Transformational Leadership
According to DuBrin (2010), Transformational Leadership has to do with what the leader
has done at the end of the day, plus his/her personal characteristics in dealing with teams. The
goal is to bring positive change to the organization using nine characteristics: To achieve awards,
teach others besides themselves and go above expectations, need for change, urgency, desire for
greatness, long-term perspectives and trust, and to put the most important issues first. According
to Sosik and Jung (2020), there are 4Is of Transformational Leadership – and listed below is a
description of each showing Idealized influence, inspirational motivation, intellectual stimulation
and individualized consideration.
Full Range Leadership Development (FRLD)
Further, the Full Range Leadership Development (FRLD) behaviors are used to help
shape and adapt to the trends of economic, technological and competitive factors, using active
management to solve problems. Competition is fierce and training and development is needed to
stay ahead. The teams have to have open communication, no hierarchy of command and
everyone to contribute cross-functionally, use intrinsic methods such as intrinsic motivation, so
people want to learn and reach their highest potential which leads to TL. Below are itemized
behaviors and traits pertaining to (FRLD) (Sosik & Jung, 2010).
Intellectual Stimulation (IS)
Another attribute or trait is Intellectual Stimulation (IS) which is using different ways to
look at things such as in innovation and creativity. Most transformational leaders encourage
followers to succeed, by training and development by building relationships, discouraging
laissez-faire attitudes and using instrumental compliance, because they will feel it contributes to
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their success. In (IS) leaders solve problems using non-traditional thinking, rethink ideas, and
strengthen seeking differing perspectives by looking at different angles. Transformational
Leadership can be learned (Bona & Judge, 2004: Sosik & Jung, 2010).
Idealized Influence – Idealized Attributes (IA)
In addition, Idealized Influence leaders have respect and admiration from their followers.
Idealized Behaviors is focused on the human side of transformational leadership. It has five
attributes associate with idealized leaders and they are: Instill pride, no self-interest, build
respect, confidence and overcome obstacles. It attributes to ethical leadership, norms, fairness,
trust and encouragement and they are role models. It gives inspirational motivation (Sosik &
Jung, 2010: Bona & Judge, 2004). According to DuBrin (2010), charismatic leaders can use
their abilities to accomplish great things by getting people to agree with them and because of
empowerment, which leads to Transformational Leadership (TL).
Inspirational Motivation (IM)
Inspirational motivation is part of the Idealized Attributes (IA), which has three concepts
– motivation, vocation and transcendence. Motivation is having a vision and the persistence and
positive. There are three stages of moral development that drives decision-making, preconventional, conventional and post-conventional. In pre-conventional they join groups for own
rewards. Conventional is when a person goes by the rules. When post-conventional is used in
decision-making they put high standards on individuals and motivate them, are a powerful
communicator, inspirational and emotion-provoking, which leads to Transformational
Leadership (Sosik & Jung, 2010).
Idealized Behaviors (IB)
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Accordingly, the Transformational Leader focuses on values with a strong purpose, and
they think about the consequences of their actions if they make the wrong decisions. They are
open to new opportunities and challenges. They are consistent in their thoughts and deeds. They
shift the focus from themselves to other ideals, values and needs. Per Gandhi’s quotes “Always
aim at complete harmony of thought and word and deed” (Sosik & Jung, 2010, p. 82). A servant
leader should give trust and have high level of ethical standards leading to TL (Sosik, et al.,
(2010).
Individualized Consideration (IC)
Individualized Consideration (IC) which is by helping others to develop their strengths.
It is also by recognizing that every person is unique and promote their development based on
their uniqueness. In refining Individualized Consideration (IC) is by using Developmental
Leadership (DL) to increase behavior self-efficacy and instill confidence, encouragement,
motivation, good communication, feedback, challenges, and improves their job commitment,
which leads to Transformational Leadership (Rafferty & Griffin, 2006: Sosik & Jung, 2010).
Leadership style
According to Dubrin (2010), moderate control relationship-oriented leadership works the
best. It aligns people with the goals and expectations of the organization. The leader and teams
have to have an open-mind, to collaborate and follow strategic goals. Effectiveness is when the
leader can have more control. There are five steps of knowledge and that is “read, listen, discuss,
observe and think”, which leads to Transformational Leadership (Sosik & Jung, 2010, p. 183).
Decision making
According to Kahneman, Lovallo and Sibony (2011), when a leader makes a decision
they have to make a checklist on decision quality control. First, they have to see if there is self-
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interest, and to be sure that the people making the decisions are not falling in love with the
evaluations. Otherwise, they will have strong emotions. An alarm should sound if a team mate
has the tendency to minimize conflict by making a decision only to give support. A leader
should strive to create a climate that whenever there is a disagreement, it is productive to the
decision making process. Also, recommendations should match past success stories. The
decision must have several credible alternatives to the recommendations with pros and cons.
Information should be gathered to make a decision with relavant facts. Lastly, the team should
take an outside view, realign incentives to share responsibilities. Sound decisions from a leader
will lead to increase task performance and Transformational Leadership.
Employee empowerment
Employee empowerment is related to job satisfaction, because it has a positive impact on
the employee’s commitment and helps to keep the organization competitive. It transfers power
from down the hierarchy. It is giving up control and letting employees share responsibility,
participates, and they have the power to share information, and have influence and incentives,
which leads to Transformational Leadership (Sarwar & Khalid (2011).
Trait theories
Trait theories are linked to “intelligence, self-confidence, determination, integrity and
sociability” (Sosik & Jung, 2010, p. 19). However, the Style theory relates to task and
relationship leader behaviors, which also has an influence on the followers task performance.
The path-goal theory is most effective, because the leader focuses on characteristics and selects
the best supportive or participative behavior. Here the most effective leaders raise self-efficacy.
Finally, the Contingency theory is also most effective due to more task-focused leading to TL
(Sosik & Jung, 2010).
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Diagnostic hypothesis
Diagnostic Hypothesis is used to help the company collect the right data, and to be sure
the company researched underlying causes of the situation. To follow again is the problem
statement and two diagnostic hypothesis questions, and statements to help determine what action
to take. Diagnostic hypothesis will comprise of facts, implications, or cause and effect
(Vandenbosch, 2003).
Problem statement
Consequently, the team is not putting out the extra effort in getting others to do more than
is expected of them. The effectiveness is dropping in meeting others’ task-related needs,
representing their teams, and meeting the goals of the company. Leadership needs to use
methods of working with others in the best way possible so all stakeholders are satisfied. There
is a need for Full Range Leadership Development (FRLD) leading to Transformational
Leadership which will improve task performance and increase profits (Sosik & Jung, 2010).
According to the logic diagram it also shows that a lack of strategic leadership in decision
making, empowering and in building relationships, productivity will drop and profits will fall
(Ansell & Gash, 2012: Sosik & Jung, 2010).
Diagnostic Hypothesis #1
A lack of Full Range Leadership Development (FRLD) in the company’s strategic plan
can deter Transformational Leadership and task performance and decrease profits.
________________________________________________________________________
•
How can the team develop leadership behaviors to increase task performance?
•
How can the team think of beating the competition in the external environment?
•
What other strategic initiatives can develop Transformational Leadership?
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(Sosik & Jung, 2003).
Diagnostic Hypothesis #1 – Supporting Statements
A lack of Full Range Leadership Development (FRLD) in the company’s strategic plan
can deter Transformational Leadership and task performance and decrease profits.
_________________________________________________________________________
The company can develop leadership behaviors by refining Individualized Consideration
(IC) by using Developmental Leadership (DL) is the core of Transformational Leaders. The
company can beat the competition in the external environment by using Intellectual Stimulation
(IS).
•
Another strategic initiative can be to develop Transformational Leadership by
using Idealized Influence, and there are five factors with idealized leaders: instill pride,
no self-interest, build respect, confidence and overcome obstacles which lead to profits.
There has been a lack of motivation, inspiration and social networking within teams.
____________________________________________________________________
•
The producers could use more motivation within their team.
•
The producers have not been as creative lately due to recent team changes.
•
The team leader is not focusing on relationship-oriented leadership.
Frame for Statement
Diagnostic Hypothesis #2
A lack of strategic leadership in decision making, will cause a decrease in productivity and
profits.
____________________________________________________________________________
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•
How can the leader get people to agree with them and empower them to perform
well?
•
How can post-conventional be used in decision-making to help task performance?
•
What does relationship-oriented leadership do to help with task performance?
•
What is a way to increase task performance and give job satisfaction?
Diagnostic Hypothesis #2 – Supporting Statements
A lack of strategic leadership in decision making, will cause a decrease in productivity
and profits.
_________________________________________________________________________
•
Employee empowerment is related to job satisfaction, because it has a positive
impact on the employee’s commitment and helps to keep the organization
competitive.
•
Post-conventional is used in decision-making and high standards are imposed on
individuals and it motivates them to perform well.
•
Relationship-oriented leadership aligns people with the goals and expectations of
the organization so they have better performance.
•
Employee empowerment is related to job satisfaction, because it has a positive
impact on commitment and increases task performance.
Frame for Statement
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There is lack of effort and effectiveness with some co-producers.
____________________________________________________________________
•
Producers are not satisfied with the collaboration.
•
Decision-making is not decentralized and there is no motivation.
•
Some members of the team are losing their enthusiasm.
•
Goals and expectations are not stated in the beginning of the projects.
According to Vandenbosch (2011), the frame is the story pertaining to the problem based
on interviews. The frame supports the hypothesis.
DATA MATRIX
CEO
Resource
Hypo
Q1
Q2
Figure 5.6
Sources of Data
Customer Head of IT Director
Admin
Manager
1S
1
1
1S
Prod
1 MR
MR
Records
Docs
D
D
Note: 1 = interview; O - observation; D = document search; S = Survey; MR = management reports
(Vandenbosch, 2003).
According to Vandenbosch, (2003), the data matrix is a storyboard that gives insight on
what data is required to complete the project. It minimizes how many times people have to be
contacted or helps reduce the amount of information that needs to be collected.
Logic Diagram
Consequently, the current situation is the team is not putting out the extra effort in getting
others to do more than is expected of them. The effectiveness is dropping in meeting others’
task-related conducted to discover the reasons why the profits have been declining. It was
hypothesized that:
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•
A lack of Full Range Leadership Development (FRLD) in the company’s strategic
plan can deter Transformational Leadership and task performance and decrease profits.
•
A lack of strategic leadership in decision making, empowering and in building
relationships, productivity will drop and profits will fall.
Investigating the above hypothesis led to underlying issues that are addressed in the
Logic Diagram. According to Vandenbosch (2003), the logic diagram leads the way to the
solution. The findings support the data, the conclusion supports the findings. Then, the logic is
solid.
Developing the diagram helps the researcher gather the right data based on the facts that
underlie the situation. Finally, the solution will lead to productivity and profits.
Leads to Productivity
and Profits
Logic Diagram
Findings
Conclusions
Solution
Lack of team
leadership behaviors
and traits
Lack of relationshiporiented leadership
No collaboration,
motivation or
enthusiasm
No postconventional
decision-making
Develop Full Range
Leadership
Development (FRLD)
Lack of Full Range
Leadership
Development (FRLD)
Less time spent to
read, listen, discuss,
observe and think
Lack of strategic
leadership
4I’s
Develop
Transformational
Leadership Managers
Read, listen, discuss,
observe and think
Develop Strategic
Leadership –
Decision making
techniques
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Findings
Co-production entities are not cooperating due to lack of team leadership behaviors and
traits. The investigation showed that the co-production teams are not putting out the extra effort
that they should be putting out. Leaders need to use methods of working with others in the best
way possible. Behaviors are used to help shape and adapt to the trends of economic,
technological and competitive factors, using active management to solve problems (Sosik &
Jung, 2010: Bass & Avolio, 2003).
Lack of relationship-oriented leadership
It was discovered that leadership is not spending the time it should in building long-term
business relationships. There needs to be more employee empowerment relating to task
performance. There has been more focus on Transactional Leadership, which is fine to some
extent, because it gives contingent rewards (CR) (Sosik & Jung, 2010).
No collaboration, motivation or enthusiasm
First, in doing further investigation, it was found that the team lacked collaboration,
because the leader has not taken the role of facilitator in encouraging others to work more
effectively. There are there roles for collaboration leaders and they are: Stewards, Mediators and
Catalysts. The Stewards maintain the integrity. The Mediators manage conflict. The Catalysts
help identify value-creating opportunities (Ansell & Gash, 2012: Sosik & Jung, 2010).
No post-conventional decision-making
The company was lacking in post-conventional decision-making. If it is used within the
company, it will put high standards on individuals and motivate them. The team leader will be a
powerful communicator, inspirational and emotion-provoking (Sosik & Jung, 2010).
Solution
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After compiling the data, doing the hypothesis and investigating the issues, it was
concluded that there was a lack of Transformational Leadership within the co-production teams.
This lack of leadership showed that they were lacking in Full Range Leadership Development
(FRLD) skills (Sosik & Jung, 2010). In addition, there are five steps of knowledge that should be
included in constructive leadership and that is “read, listen, discuss, observe and think”, which
leads to Transformational Leadership (Sosik & Jung, 2010, p. 183).
Plausibility of these solutions
Whenever there is lack of Transformational Leadership and proactive management, there
will be flaws within the organization. Behaviors and traits are methods to help shape those
behaviors to adapt to the trends of economic, technological and competitive factors. The leader
could blame the problems on lack of motivation, lack of collaboration or lack of enthusiasm.
However, the underlying cause is the lack of Transformational Leadership, because the leader
needs to have special behaviors and traits (Sosik & Jung, 2010).
Intended and unintended consequences
In regards to ideas of lack of relationship-oriented leadership, and no collaboration,
motivation or enthusiasm being the only problem solved will not solve everything. The leader
has to look at the whole picture. What behaviors and traits will help the organization? The
(FRLD) of the leaders will make them a Transformational Leaders. There are consequences if
the leader does not have (FRLD) in becoming a Transformational Leader. Behaviors help shape
and adapt to trends, competition and communication (Sosik & Jung, 2010).
Best solution
The leaders and managers are to be trained as Transformational Leaders. In looking at
the whole picture, a Transformational Leader will have the following behaviors and traits:
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Intellectual Stimulation (IS), Idealized Attributes (IA), Inspiration Motivation (IM) and Idealized
Behaviors (IB) (Sosik & Jung, 2010). The leader also needs to “read, listen, discuss, observe and
think”, and learn decision-making techniques which leads to Transformational Leadership,
productivity and profits (Sosik & Jung, 2010, p. 183)
Conclusion
The research writing style was also a self-study review, because it was comprised of
work that was studied in the master’s program, and it helped to give confidence to the researcher
and will help further to give confidence to the team. The paper started with a statement of the
problem of improving task performance, the intended audience being the co-production teams,
and the scope of the investigation showed a methodological review. It showed how different
methods of Full Range Leadership Development (FRLD) behavior traits that can lead to
Transformational Leadership and better task performance (Sosik & Jung, 2010: Bass & Avolio,
2003).
The logic and coherence in writing has been enhanced in this stage of the research
process, because it showed the importance of the transformational leadership flow and (FRLD),
development of teams, using technology and focusing on the customer. According to Sadeghi
and Pihie (2012), by putting together the above leadership theories it encourages followers to
succeed. It provides a model of ethical standards by being fair, to have a mission or goal, shows
expectations, shows others they respect and understand them by giving support. They see the
passion in the leader. The diagnostic hypothesis showed that the above mentioned traits helped
to stimulate better performance and help give certainty in an uncertain market. It instills trust
whenever there is TL (Vandenbosch, 2003: Sosik & Jung, 2010).
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The logic diagram portrayed a picture of the present situation, and the findings shows a
lack of Full Range Leadership Development (FRLD) in the strategic plan. There was a lack of
strategic leadership in teams. The three main issues were lack of relationship-oriented
leadership, no collaboration, motivation or enthusiasm, and no post-conventional decisionmaking. The value to the audience was the significance of the review showing the many steps to
reach the goal of being a good TL and increasing task performance and profits. Finally, the
solution to the problem led to the team leader of each team leader to work on Full Range
Leadership Development (FRLD), in order to become a Transformational Leader, which in turn
will lead to productivity and increased profits (Vandenbosch, 2003: Sosik & Jung, 2010).
Post script
Peer review process
The peer review process offered me the ability to improve my research paper because it
was another person’s view besides my own in compiling the research paper. I think it helped me
more when I reviewed her paper, because it helped me to think of the important elements of the
research for the paper.
What I have learned
I have learned a great deal in the course in conducting an investigation of an
organizational problem. It was really the best capstone to the Master’s Program. The key
learning from my experience in this course was learning how to transform in understanding the
situation of where I should start in the problem solving process. First, by identifying if the
problem lies in the customer service or the leadership, measurement and who the client is in the
process. We learned to look at the situation from different perspectives. Using the SWOT
analysis was very effective. The scoping diagram and hypothesis was a bit intimidating for me
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at first, but once I read the book and the instructions, I had more understanding and less fear. The
most important aspect was learning “less is more”, because I accumulated so much information
that it was overwhelming. When I started to make it more concise I saw a better picture of the
situation. I liked the fact that we just went over the key charts and graphs in the team section, and
then later applied it in the individual paper. This helped us to have the visual and understanding.
We learned to state the specific results we want to achieve, timeframe, and successes in the
SMART and that there must be a close relationship between the client and the problem. Finally,
that there were several alternative solutions in which to choose before considering the action plan
(Vandenbosch, 2003).
Research skills
My research skills have been enhanced again by learning “less is more”. I have looked
for mainly information from peered reviewed articles from the library, to help me show the facts
to what I was trying to say in the research project.
Peer review partner
The peer review student said she was not one for visuals, because I had a lot of visuals. I
was the opposite when I reviewed her paper. I thought she should put some more visuals in her
paper. She made several comments about revising the FRLD and to state more of the problem.
She also said she did not understand Transformational Leadership because it was new to her. I
explained that Full Range Leadership Development leads to Transformational Leadership. She
then found it interesting. It was a good capstone experience doing pair peer reviews.
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References
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collaborative leadership. Innovation Journal, 17(1), 2-21.
Bass, B. M. & Avolio, B. J. (2003). Research findings for the MLQ. Mind Garden, Inc.
Retrieved from http://mindgarden.com
Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional
Leadership: A Meta-Analysis. Journal of Applied Psychology, 89(5), 901-910.
Buchanan, L. (2012). 12 ways of looking at a leader. Inc., 34(5), 74-76.
DuBrin, A. J. (2010). Leadership: Research Findings, Practice, and Skills (6th ed.). Mason, OH:
South-Western Cengage Learning.
Kahneman, D., Lovallo, D., & Sibony, O. (2011). Before You Make That Big Decision. Harvard
Business Review, 89(6), 50-60.
Rafferty, A. E., & Griffin, M. A. (2006). Refining individualized consideration. Distinguishing
developmental leadership and supportive leadership . Journal Organizational
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Sadeghi, A., & Pihie, Z. (2012). Transformational leadership and its predictive effects on
leadership effectiveness. International Journal of Business & Social Science, 3(7),
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satisfaction and commitment with the organization. Interdisciplinary Journal of
Contemporary Research in Business, 3(2), 664-683.
Sosik, J. J. & Jung, D. I. (2010). Full range leadership development: Pathways for people,
profit and planet. New York, NY: Psychology Press.
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Vandenbosch, B. (2003). Designing Solutions for Your Business Problems (1st ed.).
San Francisco, CA: Jossey-Bass Business and Management.