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4 pages long 

Assignment : will be
a summary of a journal article on ethical leadership in on
in the Leadership Quarterly; .
You may pick any article you wish to summarize, but you may wish to select one published during the last 5 years. Leadership research is consistently changing, and more recent articles may represent the better, or more current, research in the long tenure of leadership study
. The name of the journal article, the author’s name, and publishing information, such as date and journal title, should be provided at the beginning of the paper. Provide a brief description of the research study and key findings. If it is a theoretical article, what is the key theory and the author’s major points? If it is an article describing the application of leadership in a particular setting, provide a brief description of the author and his/her main points. Your paper should be 4 pages long, typed double-spaced. Draw comparisons from Dr. Witherspoon’s lecture below in connection to the text.

I will attach pdf document of the text

MLSX 5351, Week 2 Mini-Lecture: Transformational Leadership and Its Focus on Moral Leadership

Dr. Witherspoon

The Evolution of Transformational Leadership Theory

Theories of leadership grow and change like the people who embody them. “The Great Man” theories in the late 1800s and the early decades of the 20th century suggested that history is shaped by great men, that the progress of societies has been due to actions of those endowed with superior traits. Dowd wrote in in 1936 that “there is no such thing as leadership by the masses. The individuals in every society possess different degrees of intelligence, energy, and moral force, and in whatever direction the masses may be influenced to go, they are always led by the superior few.” (As quoted in Burns, pp. 37-38) This work followed assertions that great men tended to be of royal blood; kings and their brothers (princes) were leaders based on inheritance. They became the men of power and influence in their societies. (Catherine the Great and Elizabeth I, were not included in those studied.) Of course, the findings of these “researchers” were based on the individuals they selected for study! If you are only going to study kings and princes, your findings are going to be embodied in kings and princes.

The “Great Man” theories morphed into trait theories of leadership, which encompass the notion that all leaders share certain traits. There is considerable trait research which shows that people who are regarded as leaders do share certain traits, e.g. are high energy, sociable, intelligent, friendly, etc. However, in great part due to battleground experiences witnessed by officers in the two World Wars, military commanders, ps

Reconciling identity leadership and leader identity: A dual-identity framework

S. Alexander Haslam1, Amber M. Gaffney2, Michael A. Hogg3,

David E. Rast III4, & Niklas K. Steffens1

1 School of Psychology, The University of Queensland

2 Department of Psychology, Humboldt State University

3 Department of Psychology, Claremont Graduate University

4 Psychology Department, University of Alberta

Corresponding author:

Alex Haslam, School of Psychology, The University of Queensland, Brisbane, QLD 4072,

Australia; Tel: +61 (0)73346 7345; email: [email protected]

Accepted manuscript for publication in The Leadership Quarterly, Editorial of special issue

on Social Identity and Leadership:

Haslam, S. A., Gaffney, A. G., Hogg, M. A., Rast III, D. E., & Steffens, N. K. (2022).

Reconciling identity leadership and leader identity: A dual-identity framework. The

Leadership Quarterly.

This is the accepted, non-corrected version of the article that may not exactly replicate the

final, printed version of the article.

IDENTITY LEADERSHIP AND LEADER IDENTITY

2

Abstract

Research exploring the powerful links between leadership and identity has burgeoned in

recent years but cohered around two distinct approaches. Research on identity leadership, the

main focus of this special issue, sees leadership as a group process that centers on leaders’

ability to represent, advance, create and embed a social identity that they share with the

collectives they lead —a sense of “us as a group”. Research on leader identity sees leadership

as a process that is advanced by individuals who have a well-developed personal

understanding of themselves as leaders—a sense of “me as a leader”. This article explores the

nature and implications of these divergent approaches, focusing on their specification of

profiles, processes, pathways, products, and philosophies that have distinct implications for

theory and practice. We formalize our observations in a series of propositions and also

outline a dual-identity framework with the potential to integrate the two approaches.

Key words: leader identity, identity leadership, social identity, self-categorization

IDENTITY LEADERSHIP AND LEADER IDENTITY

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Reconciling identity leadership and leader identity: A dual-identity framework

Uncontroversially, leadership is customarily defined as the pro

  
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