SAGE - Student Study Site for Leadership, Fifth Edition

Author: Peter G. Northouse

Pub Date: October 2009

Pages: 456

Learning from Journal Articles

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Chapter 1. Introduction

Heller, T. and Van Til, J (1982). Leadership and followership: some summary propositions. Journal of Applied Behavioral Science, 18, 405-414. (Link to PDF of Article)

Davis, K. E. (1982). The status of black leadership: Implications for black followers in the 1980s. Journal of Applied Behavioral Science, 18, 309-322.

Chapter 2. Trait Approach

Drodge, E. N. and Murphy, S. A. (2002). Interrogating emotions in police leadership. Human Resource Development Review 2002, 1, 420-438.

Theoharis, G. (2008). Woven in deeply: Identity and leadership of urban social justice principals.
Education and Urban Society 2008, 41: 3-24.

Chapter 3. Skills Approach

Janson, A. (2008). Extracting leadership knowledge from formative experiences. Leadership, 4(10), 73-94.

Martin, M. J., Aupperle, K. E., and Chen, R. (1996). Strategic leadership and skill usage by academic presidents. The Journal of Leadership Studies, 3(1), 139-150.

This is an older article that uses the Three Skill Model to assess self-reported leader behaviors of college presidents. This article would pair nicely with an assignment to interview the college or university president on your campus or invite the president to speak to the class about his/her views on the essential skills for academic leadership.

Chapter 4. Style Approach

Madlock, P. E. (2008). The link between leadership style, communicator competence, and employee satisfaction. Journal of Business Communication, 45 (1), 61-78.

This article uses Northouse’s Leadership Style Questionnaire to examine the effect of leadership style on two employee outcomes.

Zimmermann, P., Wit, A., and Gill, R. (2008). The relative importance of leadership behaviors in virtual and face-to-face communication settings. Leadership, 4(3), 321- 337.

Chapter 5. Situational Approach

Goodson, J. R., McGee, G. W. and Cashman, J. F. (1988). Situational Leadership Theory: A test of leadership prescriptions. Group Organization Management, 14 (4), 446-461.

This study tests the prescription for effective leadership in Hersey and Blanchard’s (1988) Situational Leadership model. The statistical analyses may be advanced for some students, so that section may be skimmed.

Remland, M. (1981). Developing leadership skills in nonverbal communication: A situational perspective. Journal of Business Communication, 18 (3), 17-29.

Chapter 6. Contingency Theory

This is a set of three brief papers that appeared in the same journal addressing the utility of contingency theory for choosing the best teaching styles for business school faculty. The main paper was written by Bartolome, with responses by Bowditch and Robbins. Though twenty years old, the papers raise relevant questions for teaching and learning today.

Bartolome, F. (1988). Contingency theories of leadership and the teaching of organizational behavior. Journal of Management Education, 12, 59-62.

Robbins, S. P. (1988). Forget contingency theories in the classroom, or why students like directive leadership. Journal of Management Education, 12, 77-78.

Bowditch, J. L. Contingency theories of leadership and teaching organizational behavior: Additional reasons why they don’t work.; Journal of Management Education, 12, 83-85.

Chapter 7. Path–Goal Theory

Hansen, F., Smith, M, and Hansen, R. B. (2002). Rewards and recognition in employee motivation. Compensation, Benefits Review, 34 (5), 64-72.

Jung, J. and Tak, J. (2008). The effects of perceived career plateau on employees’ attitudes: Moderating effects of career motivation and perceived supervisor support with Korean employees. Journal of Career Development, 35 (2), 187-201.

Chapter 8. Leader–Member Exchange

Scandura, T. A. and Pellegrini, E. K. (2008). Trust and Leader-Member Exchange: A closer look at relational vulnerability. Journal of Leadership and Organizational Studies, 15(2), 101-110.

Hogg, M. A., Martin, R., Epitropaki, O., Mankad, A., Svensson, A., and Weeden, K. (2005). Effective leadership in salient groups: Revisiting Leader-Member Exchange Theory from the Perspective of the Social Identity Theory of Leadership. Personality and Social Psychology Bulletin, 31 (7), 991-1004.

This paper takes a social psychology approach to leadership, applying social identity theory (which our textbook mentions in the introductory chapter) to LMX theory.

Chapter 9. Transformational Leadership

Denhardt, J. V. and Campbell, K. B. (2006. The role of democratic values in transformational leadership. Administration and Society, 38 (5), 556-572.

Tourish, D. and Pinnington, A. (2002). Transformational leadership, corporate cultism and the spirituality paradigm: An unholy trinity in the workplace? Human Relations, 55(2), 147-172.

Boje, D. M. and Rhodes, C. (2005). The Virtual Leader Construct: The mass mediatization and simulation of transformational leadership. Leadership, 1(4), 407.

This is a highly unusual article with serious implications.

Chapter 10. Authentic Leadership

Tate, Brian, (2008). A longitudinal study of the relationships among self-monitoring, authentic leadership, and perceptions of leadership. Journal of Leadership and Organizational Studies, 15 (1), 16-29.

This study uses some advanced statistical analysis to examine variance in leadership outcomes as a function of individual differences. The instructor may wish to assign only portions of this article to an undergraduate class, omitting the results section.

Helland, M. R. and Winston, B. E. (2005). Towards a deeper understanding of hope and leadership. Journal of Leadership and Organizational Studies, 12 (2), 42-54.

This is a theoretical paper that connects hope theory to organizational leadership. It reviews several of the theories covered in our textbook.

Chapter 11. Team Leadership

Bell, B. S. and Kozlowski, S. W. J. (2002). A typology of virtual teams: Implications for effective leadership. Group and Organization Management, 27 (1), 14 – 49.

This paper provides a carefully constructed theoretical framework for distinguishing virtual teams from conventional, face to face teams, and four dimensions on which virtual teams differ from each other. The second section of the paper which differentiates types of virtual teams (pp. 28-35) is less relevant for leadership students, so may be skimmed.

Solansky, S. T. (2008). Leadership style and team processes in self-managed teams. Journal of Leadership and Organizational Studies, 14(4), 332-341.

This article is cited in chapter 11 of Northouse’s text.

Hawkins, K. and Tolzin, A. (2002). Examining the team/leader interface: Baseball teams as exemplars of postmodern organizations. Group and Organization Management, 27 (1), 97-112.

The topic of this paper, baseball, is well-known to students and offers opportunities for them to draw on personal knowledge as they reflect on the discussion questions.

Chapter 12. Psychodynamic Approach

Pullen, A. and Rhodes, C. (2008). ‘It’s all about me!’: Gendered narcissism and leaders’ identity work. Leadership, 4(10), 5-25.

Szaluta, J. (1983). Freud’s ego ideals: A study of admired modern historical and political personages. Journal of the American Psychoanalytic Association, 31, 157-186.

This paper provides historical background for Freud’s ego ideals, which may be new to many students. The content offers a useful springboard for personal reflection, writing assignments or class discussion of psychodynamic approaches.

Chapter 13. Women and Leadership

Elliot, C. and Stead, V. (2008). Learning from leading women’s experience: Towards a sociological understanding. Leadership, 4 (2), 159-180. Prindeville, D. (2003). Identity and politics of American Indian and Hispanic women leaders. Gender and Society, 17 (4), 591-608.

Prindeville, D. (2003). Identity and politics of American Indian and Hispanic women leaders. Gender and Society, 17 (4), 591-608.

Chapter 14. Culture and Leadership

Warner, L. S. and Grint, K. (2006). American Indian ways of leading and knowing. Leadership 2(2), 225-244.

Muczyk, J. P., and Holt, D. T. (2008). Toward a cultural contingency model of leadership. Journal of Leadership and Organization Studies, 14 (4), 277-286.

Bordas, J. (2001). Latino leadership: Building a humanistic and diverse society. Liderazgo Latino: Edificando una sociedad humanistica y diversa. The Journal of Leadership and Organizational Studies, 8 (2), 112-134.

Chapter 15. Leadership Ethics

Zoller, H. M. and Fairhurst, G. T. (2007). Resistance leadership: The overlooked potential in critical organizational and leadership studies. Human Relations 60 (9), 1331-1360.

This is a sophisticated, carefully argued essay about an important topic.

Trevino, L. K., Brown, M., and Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56 (1), 5-37.

Learning from Journal Articles

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