InstructionsCreate a detailed outline for your research paper. The detailed outline should have an outline for the following:IntroductionLiterature reviewFindingsRecommendationsConclusionMake sure that you map the references from the annotated bibliography to the sections. It is expected that each section will be about half page to a page.This assignment needs to follow APA guidelines. Remember to put all your references and citations in appropriate APA format.1
Title of Paper in Bold Centered
Student Name
American Public University
COURSE####: Course Title
Instructor Name
Due Date
Repeat the Title – Level 1 Header
Hit the tab key one time to begin the main body of the paper. The paragraphs of the main
document are indented. The computer will wrap your text for you based upon the margin settings
established by this document template. It is not necessary for you to hit the Enter or return key at
the end of a line of text. Only hit the enter key (one time) when you reach the end of a paragraph.
Then hit the tab key to indent and then continue typing the paper. In APA any source that you use
in your paper must have an in-text citation. In APA these citations include the author’s last name
and the year of the publication in parentheses (Name, Year).
Level 2 Header use: Flush Left, Bold, Title Case Heading
Sub-section your essay using sub-headers in the same sequence you introduced your topic
in your lead paragraph, your thesis.
Level 3 Header use: Flush Left, Bold Italic, Title Case Heading
The more lengthy or complex your essay, the potential for using additional Level
Headers; notice the subtle difference. One tip for any submission, always double-check the font
choice is consistent throughout the essay.
Begin to summarize the main points of your topic in three to five sentences. The
conclusion of your paper should re-phrase the points of what your reader should be left
remembering, nothing new, concise and to the point.
Lastname, C. (2008). Title of the source without caps except Proper Nouns or: First word after
colon. The Journal or Publication Italicized and Capped, Vol#(Issue#), Page numbers.
Styles of Leadership and Your Organization
Contrisha L. Tyus
American Military University
Styles of Leadership and Your Organization
Annotated Bibliography
Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact
of autocratic and democratic leadership style on job satisfaction. International
business research, 5(2), 192.
The authors Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., and Shaikh, F. M.
identified that the style of leadership has a good effect on work content. People want to
work so they can express their thoughts and share viewpoints. In the event of something
inappropriate, workers are afraid to inform their leaders. It offers workers a sense of
control to please themselves. The relation between leadership style and work
performance in terms of their shared relationships was extremely meaningful. The higher
the democratic standard of leadership, the more they will pursue job fulfillment.
This article analysis and recommendation will play a key part in the research. It provides
a direct relationship between the democratic style of leadership and the performance of
the employees. The article bridges the gap between the leaders’ approach to people
management and the extent of the employee engagement towards the organization’s
Copeland, M. K. (2014). The emerging significance of values-based leadership: A literature
review. International journal of leadership studies, 8(2), 105.
The author Mary Kay Copeland concludes that leadership-based values are cultural,
meaningful, and ethical elements. This study looked at the research and analysis of the
different building concepts embedded in this structure. The thesis identifies the literature
that indicates that when these compartments are observed in leaders, the representatives
are judged as better productive by respondents. Transformation leadership, which is
deemed the most highly stressed activities in VBL research, explores literacy and
analysis progression with each one of these VBL hypotheses.
This research article will play a key role in gathering various viewpoints in terms of
values required in various leadership approaches. The article also provides a scientific
approach to transformational leadership and values to achieve the intended outcome in
people management. The research article presents various scientific studies concerning
the effect of valued based leaders on subordinates, especially in organizations with high
risks of turnover, motivation issues, and reduced performance.
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances
in leader and leadership development: A review of 25 years of research and
theory. The leadership quarterly, 25(1), 63-82.
The authors, led by David Day, concludes that the creation of successful leadership
actions is a popular issue in companies of all forms. They study the conceptual and
scientific literature on leadership growth published, mainly based on studies published in
scholarly sources. Relative to the comparatively long tradition of leading science and
philosophy, the formal analysis of leadership formation (expansively described to involve
leader performance) has a reasonably good summary. They analyze experiential and
relational issues linked to the processes that evolve during the practice of successful
leadership, explain how growth occurs with a focus on multi-source input systems,
evaluate longitudinal work of leader formation, and explore conceptual and qualitative
concerns in leadership development studies.
The article approach is comprehensive in addressing the development of a leader and
responds to the demands of corporate structure and culture. The content is highly
beneficial, especially concerning the issues regarding developing a better leader in
response to the challenges facing the organization. The article provides answers to
questions regarding the process of being a better leader and having the ability to choose
the right leadership style given the circumstance.
Ngang, T. K. (2012). Leadership Soft Skills. Sociology Study, 2(4), 261-269.
In this paper, the author T.K. Ngang concentrates on leadership and soft skills that
include partnership or coordination, communication skills, commitment, management
competence, professional growth, or coaching techniques in personal expertise,
preparation, organization, and presentation. Members ought to be masters in expertise,
and leadership relies on someone who can show that they are qualified to lead an
organization. A significant consideration for the enhancement of results in any step of a
business and the establishment of successful relationships is efficient communication.
Employers who invest time and money on direct channels could quickly develop
employees’ morale, leading to better productivity, results, and success.
It is imperative to note that and in consideration of the fact that many leaders and
leadership experts disregard the role of soft skills in developing and accessing leadership
styles. This study of the impacts of soft skills on leaders will pave the way to evaluate the
wider scope of leading.
Algera, P. M., & Lips-Wiersma, M. (2012). Radical, authentic leadership: Co-creating the
conditions under which all members of the organization can be authentic. The
leadership quarterly, 23(1), 118-131.
Leadership philosophy and analysis has seen the emergence of literature on Authentic
Leadership in reaction to ethical problems and the lack of sense in the industry. This
paper claims that Authentic Leadership (AL) exists in peril of struggling to accomplish
its specified goals in the manner it is theorized. The contradiction and weaknesses of
existing theories have been routinely discussed, and an expanded scope of research
indicated. The authors claim that inauthenticity is inevitable; authenticity involves
developing one’s significance; authenticity does not indicate concordance of intent and
valuation; authenticity is not necessarily ethical.
This article will be beneficial in tying the connections between leadership styles, ethics,
and also its authenticity. This connection is imperative in defining the role of leaders in
maintaining an ethical compass. The ramifications of these concepts for the potential
growth of the philosophy of leadership effectiveness and suggesting for a more
progressive AL approach that moves the emphasis from the individual leader towards an
appreciation of how all group participants are authentic.
Gerschel, A., & Polsky, L. (2013). Rapid retooling: Developing world-class organizations in a
rapidly changing world. American Society for Training and Development.
The authors Antoine Gerschel and Lawrence Polsky assert that rapid re-rooting is maybe
imperative in leading a modern organization, especially in people management, and
define the style of leadership applicable. This book outlines industry standards for quick
retooling and includes case reports in the modern world to illustrate how the procedure
works. In brief, fast redevelopment is what effective companies do to maintain the level
of transition at an accelerated rate. By rapidly reorienting, reskilling, and regenerating
their workers, they react to technical and socioeconomic challenges to produce
The book will be highly beneficial in assessing the leader based on their response to the
external factors of the organization. The value and performance of all the leadership
styles will depend on their response to the aspects they may have control over. As a
consequence, assessing and highlighting all these aspects will be beneficial for the entire
project. It is also imperative to note that the leaders’ ability to use the internal strengths to
formulate strategies that help reduces threats and take advantage of opportunities is a
critical issue of concern.
Sharma, S. (2014). Theory & Relationship between Emotional Intelligence, Leadership
Styles, and Leadership Effectiveness. International Journal of Education and Science
Research, 1(5), 1-5.
According to the author, Sharma S., successful leaders currently are characterized by
empowering and supporting others, encouraging a healthy working environment,
awareness and emotional control, building ties, connectivity, influence. Emotional
Intelligence (EI) is associated with leadership. Emotional comprehension links the
thinking capabilities of a leader to their state of feeling. The willingness of leaders to
consider the effect of their feelings on their judgment is important as a leader makes
rational choices centered on collective expectations.
This article and research paper will play a key role in examining the role of emotional
intelligence in leadership. The capacity to understand and consider other peoples’
emotions is a key determiner of the type of leadership applied. Consequently, including
the conclusions of the article will foster a better understanding of the leadership theory
and its practice, especially in response to the external and internal influences.
Gini, A., & Green, R. M. (2014). Three critical characteristics of leadership: Character,
stewardship, experience. Business and Society Review, 119(4), 435-446.
According to the authors, there exists no constant characterization of leadership,
which exists. The leadership model is certainly not defined or established. In the
leadership model, period, location, general issues, the unique stakeholders concerned all
perform a position. There is no clear list of qualities, virtues, or talents that ought and
must be possessed by all representatives. However, at its heart, they argue that all aspects
of effective behavior are focused on three fundamental components: character,
governance, and practice. It is essential to note, as an authentic perspective, that actions
always demonstrate their perspectives. It is more likely that people would judge others by
how they behave than what they think.
This research paper, in correlation with the articles mentioned above, provides the vital
link between ethics, leaders, and stewardship. This link will be vital in the definition of
various styles of leadership in every organization. Ethic leaders may continue to receive
respect from their colleagues by exercising and displaying the use of legal, truthful, and
selfish acts by subordinates. People will follow a leader who values others and displays
Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of
Management, 37(4), 1228-1261.
According to the author Dirk Van Dierendonck, servant leadership is being developed for
leadership participants as a modern study area. This study explores the historical context
of servant leadership, its significant aspects, the assessment instruments accessible, and
the findings of important research undertaken to date. The leadership of servants is
expressed by empowerment and human development; through modesty, honesty,
relational engagement, and sustainability and guidance. Servant leaders are a progressive
party; they pick up and fully overturn the conventional paradigm of the leadership of the
authority. This modern hierarchy places workers at the bottom and the boss at the bottom
of the corporate setting, supporting workers below them.
The aim of including this article as part of the resource material is to view leadership
from a follower’s perspective. Servant leadership is the optimum form of leadership, in
which the employees are at the center stage of the entire process. In this case, the article
provides various insights on how this style of leadership compares to transformational
leadership but with better results.
Caldwell, C., Dixon, R. D., Floyd, L. A., Chaudoin, J., Post, J., & Cheokas, G. (2012).
Transformative leadership: Achieving unparalleled excellence. Journal of Business
Ethics, 109(2), 175-187.
The transformative leadership paradigm incorporates ethical attributes from six other
well-considered leadership prospects, integrating the main policy and structural components
within each of those viewpoints. Transformative leadership satisfies leaders’ governance
responsibilities by dedication to all partners’ wellbeing and the optimization of longer-haul
capital creations. Corporations currently require leaders who exceed a money fixation but who
affect the peoples’ vision. Transformational leadership encourages excellence-based individuals,
calls on others who want ethical approaches, and demonstrates the determination of prospective
organizations’ leaders to make a meaningful impact.
The purpose of including this article as part of the reference list is to introduce the concept of
transforming as one of the most important leadership styles. Analyzing the impacts of this
leadership model and servant leadership will aid in recommending the most appropriate model
and approach to leading modern business organizations. In practice, the article’s conclusions will
form the foundation for selecting the most appropriate implementation process.
Styles of Leadership and Your Organization
Contrisha L. Tyus
American Public University
MGMT601 Organizational Behavior
15 November 2020
Research Paper Analysis
In business, statistical and empirical research is major contributors to the performance of
firms, especially in the current knowledge and competitive based environment. The article is
titled “Effect of Strategic Leadership Styles on Firm Performance: A study in a Turkish SME.”
In context, the title of the article is very appropriate since it evaluates the relationship between
strategies approaches to leadership on the performance of the company. The performance of the
strategic management of a firm plays a crucial role in ensuring the overall output of the
company. As such, the leadership style determines the company’s vision and, most importantly,
organizational behavior. The problem statement of the article is identifying the impacts of the
leadership styles on Turkish small and medium-sized firms (Özer, & Tınaztepe, 2014). The
statement is clearly stated in the abstract and the introductory paragraphs of the article. It is
important to note that the statement is objective and wide enough to accommodate theoretical
and practical rationale. The problem researched and solved within the article is highly beneficial
since the type and approach of leadership is a crucial determiner of organizational performance,
especially in people management, minimization of operational costs, and, most importantly,
maximizing the return on investment.
The literature review is highly relevant and presents a theoretical background of the topic
while presenting adequate research conclusions from other articles and research work. In essence
the review indicates that Strategic leadership is dealing with the full continuum of operations and
tactical actions of the people at the top of the company (Özer, & Tınaztepe, 2014). Inspiration,
motivation, opportunity, vision, professional growth, and outstanding success by adherents are
highlighted by transformational leadership. Because of business globalization, recognizing the
different leadership models, including their possible advantages and disadvantages, can help
companies and executives optimize efficiency and adapt to shifts in personnel, technology,
promotional strategies, and delivery networks.
According to the authors, and as clearly stated, the data collected was analyzed through
statistical software well known as Statistical Package for the Social Sciences with a significance
level of 0.05 (Özer, & Tınaztepe, 2014). The analysis is appropriate in identifying the correct
relationship between the collected data and the targeted conclusions. The results are indicated in
tables with adequate research and explanation of the quantitative analytical results. The author
found that firm success is observed to have a closer connection with leadership in transition. The
initial analysis theory, which indicates an essential correlation between strategic leadership
models and company results, is partly endorsed in this way. Only transformation leadership is
shown to add dramatically to the organizational success component. The study found that 10% of
the magnitude of difference in the contingent factor of business output was compensated for by
transformation leadership. From an analytical point of view, the research article fails to mention
any limitations of the study, which is detrimental to the targeted audience. The research has
several limitations such as few previous studies of the hypothesis prior to its publication date,
lack of adequate qualitative data for the study, limitations presented by the small sample size.
The author and based on the results, concludes that numerous leadership models are
essential to effective management, especially those that concentrate on leader actions, and that
has been the target of more recent research (Özer, & Tınaztepe, 2014). In the report, a Turkish
SME challenged the more developed organizational models of transactional, transformational,
and chauvinistic governance. Transformational leadership build a compelling vision of the future
environment that is both positive and realistic, inspire others to lift their aspirations, minimize
uncertainty to essential problems, and utilize understandable terminology to express the task in
competitiveness. It is imperative to note that the conclusions affirm the research results with
limited generalizations—the results of the study are, as such very imperative to the modern
business environment. Various leaders may use the results in identifying the most appropriate
leadership style that would fit their vision and strategic goals.
Özer, F., & Tınaztepe, C. (2014). Effect of Strategic Leadership Styles on Firm Performance: A
Study in a Turkish SME. Procedia – Social and Behavioral Sciences, 150, 778–784.

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