Research is a theoretical review of relevant literature and application of findings in the literature to a topic related to a specific industry, field, or business problem. The?resear

Research Paper: This is a graduate course and students will be expected to research and write papers summarizing in their own words what they have found on current topics from the weekly readings. Research is a theoretical review of relevant literature and application of findings in the literature to a topic related to a specific industry, field, or business problem. The research must be conducted using peer-reviewed trade or academic journals. While Blogs, Wikipedia, encyclopedias, course textbooks, popular magazines, newspaper articles, online websites, etc. are helpful for providing background information, these resources are NOT suitable resources for this research assignment. Please Note: The UC Library staff are very helpful with assisting students in using the UC Online Library journal database. Please contact them if you have issues. In addition, the instructor has provided additional resources, including a research tutorial, in the “Course Resources” folder in the “Content” area of the course. Assignment Requirements:

  1. Choose a research topic from the chapter readings 
  2. Research/find a minimum at least four (4), preferably five (5) or more, different peer-reviewed articles on your topic from the University of the Cumberlands Library online business database. The article(s) must be relevant and from a peer-reviewed source. While you may use relevant articles from any time frame, current/published within the last five (5) years are preferred. Using literature that is irrelevant or unrelated to the chosen topic will result in a point reduction.
  3. Write a four (4) to five (5) page double spaced paper in APA format discussing the findings on your specific topic in your own words. Note – paper length does not include cover page, abstract, or references page(s).
  4. Structure your paper as follows:
    1. Cover page
    2. Overview describing the importance of the research topic to current business and professional practice in your own words.
    3. Purpose of Research should reflect  the potential benefit of the topic to the current business and professional practice and the larger body of research.
    4. Review of the Literature summarized in your own words. Note that this should not be a “copy and paste” of literature content, nor should this section be substantially filled with direct quotes from the article. A literature review is a summary of the major points and findings of each of the selected articles (with appropriate citations). Direct quotations should be used sparingly. Normally, this will be the largest section of your paper (this is not a requirement; just a general observation).
    5. Practical Application of the literature. Describe how your findings from the relevant research literature can shape, inform, and improve current business and professional practice related to your chosen topic.
    6. Conclusion in your own words
    7. References formatted according to APA style requirements

Grading Criteria:

  • Content Knowledge & Structure: All of the requested components are completed as assigned; content is on topic and related to advance human resource management, critical thinking is clearly demonstrated (few, if any, direct quotations from the source in the paper); scholarly research is demonstrated; topics and concepts gained from the assigned reading and/or from research is evident.
  • Critical Thinking: Demonstrates substantial critical thinking about topics and solid interpretation of materials and reflection.
  • Clarity & Effective Communication: Communication is clear, concise, and well presented; scholarly writing is demonstrated; grammar, sentence structure, writing in third person, and word choice is used correctly.
  • Integration of Knowledge & Articles: Articles used are current and relevant (preferably published within last five (5) years and MUST be from peer-reviewed journal article publications. At least four (4) peer-reviewed journal articles are examined and analyzed in the paper.
  • Presentation & Writing Mechanics: Cover page, headings, in-text citations, page citations (page number citations required for specific information such as dates, years, list of items from article, names, numbers, statistics, and other specific information), and references are properly formatted.

Please Note: Plagiarism will not be tolerated. The paper must be written in your own words.

CHAPTER 7

Followership

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (slide 1 of 3)

Effectively manage both up and down the hierarchy

Recognize your followership style and take steps to become a more effective follower

Understand the leader’s role in developing effective followers

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (slide 2 of 3)

Apply the principles of effective followership, including responsibility, service, challenging authority, participating in change, and knowing when to leave

Implement the strategies for effective followership at school or work

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (slide 3 of 3)

Know what followers want from leaders and what leaders expect from followers

Use feedback and leadership coaching to help followers grow and achieve their potential

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 7.1 – Good Leaders Manage Both Up and Down the Hierarchy

Source: Based on Mark Hurwitz and Samantha Hurwitz, ‘‘The Romance of the Follower: Part 2,’’ Industrial and Commercial Training 41, no. 4 (2009), pp. 199–206.

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Managing Up

Consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with your direct superiors

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Managing Up Presents Unique Challenges

Discomfort with the idea of managing bosses

Not in control of the relationship

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

What Your Leader Wants from You

Make-it-happen attitude

Willingness to collaborate

Motivation to stay up to date

Passion to drive your own growth

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Styles of Followership

Style is determined by two dimensions

Critical thinking versus uncritical thinking

Active versus passive behavior

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Critical and Uncritical Thinking

Critical thinking

Thinking independently and being mindful of the effects of one’s own and other people’s behavior on achieving the organization’s vision

Uncritical thinking

Failing to consider possibilities beyond what one is told

Accepting the leader’s ideas without thinking

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 7.2 – Followership Styles

Source: Based on information in Robert E. Kelley, The Power of Followership (New York: Doubleday, 1992)

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Strategies for Managing Up

Understand the leader

Learn goals, needs, strengths and weaknesses, and organizational constraints

Study the leader’s work style

Use specific tactics to improve relationship

Be a resource

Help the leader be a good leader

Build a relationship with the leader

View the leader realistically

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 7.3 – Ways to Influence Your Leader

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 7.4 – Sources of Power for Managing Up

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Necessary Courage to Manage Up

Courage to assume responsibility

Courage to challenge

Courage to participate in transformation

Courage to serve

Courage to live

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 7.5 – Rank Order of Desirable Characteristics

Source: Adapted from James M. Kouzes and Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It (San Francisco, CA: Jossey-Bass Publishers, 1993), p. 255.

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Leaders Enhance Followers’ Abilities and Contributions

Clarity of direction

Opportunities for growth

Frequent, specific, and immediate feedback

Protection from organization intrusions

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Leadership Coaching

A method of directing or facilitating a follower with the aim of improving specific skills or achieving a specific development goal

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 7.6 – Follower Benefits from Leadership Coaching

Source: ‘‘The Business Leader as Development Coach,’’ PDI Portfolio (Winter 1996), p. 6; and Personnel Decisions International, http://www.personneldecisions.com.

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Feedback

Using evaluation and communication to help individuals and the organization learn and improve

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Feedback Tips

Make it timely

Focus on the performance, not the person

Make it specific

Focus on the desired future, not the past

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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CHAPTER 6

Courage and Moral Leadership

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (slide 1 of 2)

Combine a rational approach to leadership with a concern for people and ethics

Understand how leaders set the ethical tone in organizations and recognize the distinction between ethical and unethical leadership

Recognize your own stage of moral development and ways to accelerate your moral maturation

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (slide 2 of 2)

Know and use mechanisms that enhance an ethical organizational culture

Apply the principles of stewardship and servant leadership

Recognize courage in others and unlock your own potential to live and act courageously

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Ethical Climate in Business

Leaders face pressures that challenge their ability to do the right thing

Obstacles for leaders:

Personal weakness and self-interest

Pressures to:

Cut costs and increase profits

Meet the demands of vendors or business partners and look successful

Please shareholders

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Leaders Set the Ethical Tone (slide 1 of 2)

Act as positive role models

Signal what matters by their behavior

Focus on employees, customers, and the greater good

Not paying attention to gaining benefits themselves

Honest with employees, partners, customers, vendors, and shareholders

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Leaders Set the Ethical Tone (slide 2 of 2)

Strive for fairness and honor agreements

Share the credit for successes and accept the blame when things go wrong

Speak up against acts they believe are wrong

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 6.1 – Comparing Ethical versus Unethical Leadership

Source: Based on Donald G. Zauderer, ‘‘Integrity: An Essential Executive Quality,’’ Business Forum (Fall 1992), pp. 12–16.

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Acting Like a Moral Leader

Business is about values and not just economic performance

The single most important factor in ethical decision making in organizations is whether leaders show a commitment to ethics in their talk and especially their behavior

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 6.2 – How to Act Like a Moral Leader

Source: Based on Linda Klebe Treviño, Laura Pincus Hartman, and Michael Brown, ‘‘Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership,’’ California Management Review 42, no. 4 (Summer 2000), pp. 128–142; Christopher Hoenig, ‘‘Brave Hearts,’’ CIO (November 1, 2000), pp. 72–74; and Patricia Wallington, ‘‘Honestly?!’’ CIO (March 15, 2003), pp. 41–42.

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 6.3 – More Than Wheels Core Values

Source: More Than Wheels Mission and Core Values, http://www.morethanwheels.org/mission (Retrieved May 18, 2013).

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Moral Leadership

Distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 6.4 – Three Levels of Personal Moral Development

Sources: Based on Lawrence Kohlberg, ‘‘Moral Stages and Moralization: The Cognitive-Developmental Approach,’’ in Moral Development and Behavior: Theory, Research, and Social Issues, ed. Thomas Likona (Austin, TX: Holt, Rinehart and Winston, 1976), pp. 31–53; and Jill W. Graham, ‘‘Leadership, Moral Development, and Citizenship Behavior,’’ Business Ethics Quarterly 5, no. 1 (January 1995), pp. 43–54.

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Exhibit 6.5 – Changing Leader Focus from Self to Others

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Authoritarian Management

Traditional leadership

Organizational stability and efficiency are paramount

Leaders

Direct and control their people

Set the strategy and goals, as well as the methods and rewards for attaining them

Subordinates are controlled by leaders

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Participative Management

Increased employee participation through employee suggestion programs, participation groups, and quality circles

Paternalistic mindset

Leaders determine purpose and goals, make final decisions, and decide rewards

Employees suggest quality improvements, act as team players, and take greater responsibility for their own jobs

Employees are not true partners in the enterprise

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Stewardship

A belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Framework for Stewardship

Adopt a partnership mindset

Give decision-making power and the authority to act to those closest to the work and the customer

Tie rewards to contributions rather than formal positions

Expect core work teams to build the organization

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Servant Leadership

Leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Framework for Servant Leadership

Put service before self-interest

Listen first to affirm others

Inspire trust by being trustworthy

Nourish others and help them become whole

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Courage (slide 1 of 2)

The mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Courage (slide 2 of 2)

Courage means accepting responsibility

Courage often means nonconformity

Courage means pushing beyond the comfort zone

Courage means asking for what you want and saying what you think

Courage means fighting for what you believe

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Abilene Paradox

The tendency of people to resist voicing their true thoughts or feelings in order to please others and avoid conflict

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

How Does Courage Apply to Moral Leadership

Acting like a moral leader requires personal courage

Opposing unethical conduct requires courage

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Whistleblowing

Employee disclosure of illegal, immoral, or unethical practices in the organization

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Finding Personal Courage

Believe in a higher purpose

Draw strength from others

Harness frustration and anger

Take small steps

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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CHAPTER 4

The Leader as an Individual

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (slide 1 of 3)

Understand the importance of self-awareness and recognize your blind spots

Identify major personality dimensions and understand how personality influences leadership and relationships within organizations

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (slide 2 of 3)

Clarify your instrumental and end values and recognize how values guide thoughts and behavior

Define attitudes and explain their relationship to leader behavior

Explain attributions and recognize how perception affects the leader–follower relationship

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (slide 3 of 3)

Recognize individual differences in cognitive style and broaden your own thinking style to expand leadership potential

Understand how to lead and work with people with varied personality traits

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Self-Awareness

Being conscious of the internal aspects of one’s nature, such as personality traits, emotions, values, attitudes, and perceptions, and appreciating how your patterns affect other people

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Blind Spots

Characteristics or habits that people are not aware of or don’t recognize as problems but which limit their effectiveness and hinder their career success

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Importance of Self-Awareness

Effective leaders know who they are and what they stand for

Allow people to know what to expect from them

People require self-reflection to avoid blind spots that limit effectiveness and career success

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Personality

The set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Big Five Personality Dimensions (slide 1 of 6)

Five general dimensions that describe personality: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Big Five Personality Dimensions (slide 2 of 6)

Extroversion: Degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people

Includes the characteristic of dominance

Likes to be in control and influence others

Self-confident, seeks positions of authority, and is competitive and assertive

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Big Five Personality Dimensions (slide 3 of 6)

Agreeableness: Degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting

Warm and approachable

More agreeable people are more likely to get and keep jobs

Overly agreeable people tend to be promoted less and earn less money

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Big Five Personality Dimensions (slide 4 of 6)

Conscientiousness: Degree to which a person is responsible, dependable, persistent, and achievement-oriented

Focus on a few goals

More important than extroversion for effective leadership

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Big Five Personality Dimensions (slide 5 of 6)

Emotional stability: Degree to which a person is well-adjusted, calm, and secure

Emotionally stable leader can:

Handle stress and criticism well and does not take mistakes or failures personally

Develop positive relationships

Improve relationships

Leaders with a low degree of emotional stability can become tense, anxious, or depressed

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Big Five Personality Dimensions (slide 6 of 6)

Openness to experience: Degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas

Intellectually curious and seeks new experiences

Early travel and exposure to different ideas and culture are critical to development

Important because leadership is about change

©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Locus of Control (slide 1 of 2)

Defines whether a person places the primary responsibility for what happens to him or her within himself/herself o

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