Leadership and Trends

Interest in comparative studies of leadership theories has been increasing in recent years.  Many studies focus on transactional and transformational leadership style (Bass, Avolio, Jung, and Berson, 2003; Berson & Avolio, 2004; Harms & Crede, 2010; Hood, Poulson, Mason, Walker and Dixon, 2009; Jones & Rudd, 2008; Judge and Piccolo, 2004; Kezar and Eckel, 2008; Young, 2004).

We also find an increased interest in authentic and spiritual leadership (Avolio and Gardner, 2005; Benefiel , 2005; Dent, Higgins, & Wharff, 2005; Fry & Krieger, 2009), cross-cultural leadership (Dickson, Den Hartog, & Mitchelson, 2003; Gelfand, Erez, & Aycan , 2007; Kirkman, Lowe, & Gibson, 2006) and leadership related to gender (Hughes, 2011; Jonung, & Staahlberg, 2008; Reay & Ball, 2000; Shain, 2000, Young, 2004).

Finally, the case-study seems to be highly valued in the field of leadership research (Ehrlich, Meindl, & Viellieu, Latchem & Hanna, 2001; Masumoto, & Brown-Welty,2009; Mumford, Connelly, & Gaddis, 2003; Pasian, & Woodill, 2006; Sanders & Harvey, 2002; Young, 2004;)

References

Avolio, B. J., and Gardner, W. L. (2005) Authentic leadership development getting to the root of positive forms of leadership. Leadership Quarterly 16, 315-338.

Bass, B. M., Avolio, B. J. , Jung, D. I., and Berson, Y. (2003) . Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology 88, 207–218

Benefiel, M. (2005). The second half of the journey: spiritual leadership for organizational transformation. The Leadership Quarterly 16, 723-747.

Berson,Y.  and Avolio, B. J. (2004).Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm, The Leadership Quarterly 16(5), 625-646

Dent, E. B. Higgins, A. E., and Wharff D. M. (2005) Spirituality and leadership: an empirical review of definitions, distinctions and embedded assumputions. The Leadership Quarterly 16, 625-653.

Fry, L., and Kriger, M. (2009). Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership. Human Relations, 62(11), 1667-1696.

Gelfand, M. J.,  Erez, M.,  & Aycan, Z. (2007). Cross-cultural organizational behavior. Annual Review of Psychology, 58, 479-514

Harms, P. D. and Crede, (2010). Emotional intelligence and tranformational and transactional leadership: a meta-analysis. Journal of Leadership & Organizational Studies 17(1) 5-17.

Hood, J. D., Poulson, R. L., Mason, S. A., Walker, T. C., and Dixon J. (2009). An examination of traditional and nontraditional students’ evaluations of professorial leadership styles: transformational versus transactional approach. Journal of the Scholarship of Teaching and Learning, 9(1)1- 12.

Hughes, P. J. (2011). A new sherriff in town: The barriers of structural discrimination facing women leaders. Advancing Women in Leadership 31, 8-13.

Jones, D., and Rudd, R. (2008). Transactional, transformational, or laissez-farie leadership: An assessment of college of agriculture academic program leaders’ (deans) leadership styles. Journal of Agricultural Education 49(2), 88-97.

Jonung, C., & Staahlberg, A. C. (2008). Reaching the top? On gender balance in the economic profession. Econ Journal Watch, 5(2), 174-192.

Judge, T. A. and Piccolo R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity, Journal of Applied Psychology 89, 755–768.

Kezar, A., and Eckel, P. (2008). Advancing diversity agendas on campus: examining transactional and transformational presidential leadership styles.  International Journal of Leadership in Education 11(4) 379-405.

Kirkman BL, Lowe KB, and Gibson CB. 2006. A quarter century of Culture’s Consequences: a review of empirical research incorporating Hofstede’s cultural values framework. Journal of International Business Studies. 37, 285–320.

Masumoto, M., and Brown-Welty, S. (2009). Case study of leadership practices and school-community interrelationships in high-performing, high-poverty, rural Californiah high schools, Journal of Research in Rural Education, 24(1) 1-18

Mumford, M. D, Connelly, S., and Gaddis, B. (2003). How creative leaders think: experimental findings and cases.Leadership Quarterly 14, 411–432.

Pasian, B. & Woodill, G. (Eds.) (2006).  Plan to learn: Case studies in elearning project management.  Canadian eLearning Enterprise Alliance.

Sanders, M., and Harvey, A. (2002). Beyond the School Walls: A Case Study of Principal Leadership for School-Community Collaboration. Teachers College Record 104(7)1345-1368.

Young, P. (2004). Leadership and gender in higher education: a case study, Journal of Further and Higher Education, 28(1), p. 95-106