Jansen, M. M., & Delahaij, R. (2019). Leadership acceptance through the lens of Social Identity theory: A case study of military leadership in Afghanistan. Armed Forces & Society, 46(4), 657-676. Web.
The article “Leadership acceptance through the lens of Social Identity theory: A case study of military leadership in Afghanistan” is built on Dutch reconnaissance platoon experiences deployed in Afghanistan where there was no acceptance of any leadership. As a qualitative single case study, the article enhances students’ understanding of how contextual factors and group dynamics might interfere with leadership acceptance. Rather than concentrating on the behavior of a leader, the article explores their perceptions in different positions. The article provides real evidence for the possibility of social identity theory through which the acceptance of leadership framework.
The article is important for learners because the cases that have been discussed reveal that leadership acceptance mainly depends on group processes but not leadership characteristics. In addition, the article explores the benefits of contextual factors. Finally, the article recommends that lack of attention to in-group dynamics and lack of leader’s entrepreneurship can catalyze in-group entrepreneurship.
Mériade, L., & Sales, J. M. (2020). Emergency management in organizations? The answers provided by Napoleon Bonaparte. Revue Internationale De Psychosociologie Et De Gestion Des Comportements Organisationnels, 26(64), 165. Web.
The goal of developing emergency management is to respond to disasters. As disaster management becomes permanent in organizations, it might be interesting to analyze the managerial thinking and organizational modes capable of dealing with an emergency on an ongoing basis.
Therefore, this article explores examples of modalities of permanent emergency management that are applicable in an organization. The same way military management is characterized by a permanent level of emergency especially in times of war, the article tries to approach types of organizations adopted by Napoleon Bonaparte during his military campaigns. The authors in this article use a historical method of analysis of the main work and writings that deal with events and the Napoleonic military.
Learners who read this article will understand the description and managerial analysis of Napoleon’s military organization which highlights vital continuity when controlling emergencies. Results from this article highlight a little-known but fertile managerial thought and the means of action that are adapted when emergencies occur.
Radtke, M. T. (2020). Why Kill Deposed Leaders? Regime Types and Post-tenure Fates. Foreign Policy Analysis, 16(3), 332-352. Web.
According to this article, previous research reveals that leaders are careful about their post-tenure fates and consideration of situations that can motivate the selection of policies. However, there are a few theories about why some successors allow leaders to walk away when others attain miserable endings. The article provides a regime-based argument for the variation forecasting that personal leaders are likely to be involved in post-tenure fates such as death, imprisonment, and exile compared to autocratic and Democratic colleagues. The main reason is that the legitimacy of personalist leaders is uniquely tied to their traits. Therefore, as long as the former deposits are near and living, there is a threat to the successors. After testing a sample of leaders, results from the article reveal that the legitimacy argument forecasts leader outcomes even when accounting for rival arguments such as history, regime militarization, means of exit, and retribution needs.
Rivers, M. N. (2019). A Review of Autocratic, Paternalistic, and Charismatic Leadership in Three Collectivist Cultures. Emerging Leadership Journeys, Regent University. Web.
The concept of culture acts as the primary issue in organizations and leadership research. Exploring the culture and leadership of an organization enables researchers better understand efficient leadership in an institution. Therefore, one can better understand leadership within an increasingly globalized organizational context. The article explores three leadership theories: charismatic leadership, paternalistic and autocratic leadership. Students who read this article will understand leadership within an organization, how leadership can apply within an organization, and the efficiency required in cultural, social, and some cases of religious contexts.
In addition, learners will understand the development of leadership theories and cultural values conversant with their application within an organization. Results from this article support the arguments of some researchers, that relationship of leadership theories within an institution needs to be cross-culturally static. In addition, the article presents different behaviors across cultures, and in some cases, in regional cultural clusters.
Uzunsaf Yamak, Ö., & Zihni Eyüpoğlu, Ş. (2018). Leadership styles of hotel managers in Northern Cyprus: which style is dominant? Web.
This article explores the dominant styles of leadership used by managers in hotels in Northern Cyprus. The article tries to determine whether demographic factors influence leadership styles. In addition, the article explores different leadership styles comprising charismatic, laissez-faire, democratic and autocratic. Moreover, the authors explore demographic factors such as job experience, level of education, nationality, and gender. Results from the article reveal that charismatic leadership is key in the styles of leadership. Nevertheless, research shows there is a vital relationship between the laissez-faire leadership style and the nationality of managers. However, the article does not show any significant relationship between leadership styles and other demographic associations with variables such as work experience, the level of management, and gender.
Ma, B. (2018). The dark side of charismatic leadership: A social exchange perspective. Web.
This article examines the negative sides of charismatic leadership and its behavioral impacts from the perspective of social exchange. The article identifies the positive correlations between Dark Triad personality traits of narcissism, charismatic leadership, and Machiavellianism. Therefore, the study offers empirical proof of charismatic leaders with negative personality characters generating harm. Students who will read this article will understand that charismatic leaders can behave autocratically. In addition, those following such leaders are likely to reveal pro-leader immoral behaviors. Therefore, learners will gain new knowledge in literature and the theory of charismatic leadership. Highlighting the adverse impacts of leadership styles, learners will understand that there are practical effects for work organizations, employees, and leaders.