DEL 802: Conceptual Frameworks for Leadership DOCTOR OF EXECUTIVE
The annotated bibliography should include a complete APAv7 citation for references.
Grading of annotated bibliography: There are four forums for posting and reflecting on your annotated bibliography. Each is worth 100 points or 8% of the course grade (for 40% of course grade). The annotated bibliography will be graded using the following criteria. The minimum number of points acceptable is 70 out of 100 points.
Source selection & credibility Theoretical and practice leadership-related, potential to add to research, scholarly source = 25
Annotations Succinct, comprehensive & provides insight to article = 40
Evaluation Clarity of why the source was selected and assessment of its relevance to research = 25
Presentation Correct APAv7 citations and grammar, clarity of writing = 10
Important: Conceptually and Idealistically requesting Annotated Bibliographies of the following guidelines:
1. Requesting a total of 10 Annotated Bibliographies on Transitional Concepts/Leadership.
2. Concentrate the efforts of articles on Adaptability Concepts (e.g., Transitional Leadership/Concepts between leaving one Organization to Organization; Military Chaplain Corps and or basic training of Chaplains;) while finding one’s identification within their old or unfamiliar surroundings. Submit a DOI (Digital Object Identifier) to permanently identify the article associated with each Annotated Bibliography.
3. Annotation Format
Each reference on your list should have an annotation paragraph that includes a summary, a critique or analysis, and an application (relevancy). Annotations are often formatted in three paragraphs to ensure that the writer includes all three sections.
However, there are a few things to keep in mind as you write each annotation:
· No citations. You do not need to use citations within an annotation because the source of your information is clear (and listed above your annotation). Also, because each annotation is specific to only one source, you should not refer to any other sources in the annotation.
· No direct quotations. Because annotations give your summary, analysis, and application, there is no need for you to use direct quotations. An annotation is meant to be your own interpretation of the information.
· No referrals to the first or second person. Remember to be objective and remove yourself from your annotations. Annotated bibliographies do not allow for the use of I, me, my, we, our, you, or us.
· No reference list. Because your sources are already listed in reference format, there is no need for an additional list; it would be redundant. Annotated bibliographies should be double-spaced in Times New Roman font, and use appropriate reference list formatting including hanging indent.
For each source listed, you will begin with a summary of the information you found in that specific source. The summary section gives your reader an overview of the important information from that source. Remember that you are focusing on a source’s method and results, not paraphrasing the article’s argument or evidence.
The questions below can help you produce an appropriate, scholarly summary:
· What is the topic of the source?
· Evaluate the authority and background of the author.
· What actions did the author perform within the study and why?
· What were the research method/design of the author?
· What was the theoretical basis (framework) for the study?
· What was the population being studied?
· What limitations of the study exist?
· What were the findings/conclusions of the study?
Remember, a summary should be similar to an abstract of a source and written in past tense (e.g. “The authors found that…” or “The studies showed…”), but it should not be the source’s abstract. Each summary should be written in your own words.
After each summary, your annotations should include a critique or analysis of each source. In this section, you will want to focus on the strengths of the article or the study (the things that would make your reader want to read this source), but do not be afraid to address any deficiencies or areas that need improvement. The idea of a critique is that you act as a critic—addressing both the good and the bad. In your critique/analysis, you will want to answer some or all of the following questions:
· Was the research question well framed and significant?
· How well did the authors relate the research question to the existing body of knowledge?
· Did the article make an original contribution to the existing body of knowledge?
· Was the theoretical framework for the study adequate and appropriate?
· Has the researcher communicated clearly and fully?
· Was the research method appropriate?
· Is there a better way to find answers to the research question?
· Was the sample size sufficient?
· Were there adequate controls for researcher bias?
· Is the research replicable?
· What were the limitations in this study?
· How generalizable are the findings?
· Are the conclusions justified by the results?
· Did the writer take into account differing social and cultural contexts?
Finally, the last part of each annotation should justify the source’s use and address how the source might fit into your own research. Consider a few questions:
· How is this source different than others in the same field or on the same topic?
· How does this source inform your future research?
· Does this article fill a gap in the literature?
· How would you be able to apply this method to your area of focus or project?
· Is the article universal?
4. Lastly, please return all Annotated Bibliographies in Microsoft word Documents and not PDF – Thank you
This week’s concentration efforts of articles are around changed management theory. How Does Transformational and/or Situational Leadership Impact Change within an Organization
Bartsch, S., Weber, E., Büttgen, M., & Huber, A. (2020). Leadership matters in crisis-induced digital transformation: how to lead service employees effectively during the COVID-19 pandemic. Journal of Service Management. https://doi.org/10.1108/JOSM-05-2020-0160.
According to Bartsch et al. (2020), The COVID-19 epidemic has triggered an unprecedented societal and financial predicament that has predominantly affected service industries. Because of the wide-ranging security actions, numerous staff members have to carry out their duties remotely to keep service companies operating. Using the input–process–outcome (IPO) structure, this study examines the efficacy of governance on service workers’ work presentation facilitated by industrial pressure, independence, and team cohesiveness. Additionally, this research examines the regulating impacts of the service supplier’s digital maturity. In testing the derived method, Bartsch et al. (2020) gathered survey statistics from two-hundred and six service personnel who, because of the COVID-19 virus, had a sudden change to a computer-generated work setting. The authors evaluated the information by the use of partial leastsquares structural equation modeling (PLS-SEM). The study’s findings specified that it took the work of Transformational and Situational leadership behavior in maintaining service workers’ work presentation within virtual environs during disaster circumstances.
This research uses a suitable and appropriate method of study, and by incorporating, a wide-ranging method, it avoids any bias. The findings showed interceding impacts of discrete task liberty of the service members and cohesiveness of the group. Astonishingly, occupational pressure never influenced members of staff work enactment.
This article proves to be appropriate in my research since outcomes provided service commerce leadership on the ways to-efficiently lead during the crisis the moment service personnel mainly operate within virtual settings. Conceptually this idea is original and unique since the initial experimental research illustrates how headship impacts service workforces’ work presentation within virtual working surroundings during calamity moments. Therefore, the research limits the literature impact of governance within service businesses that have to run within such an environment. The research is unique; it fills the gap for lack of the previous study examining this field.
Solution: Annotated Bibliography
Abbas, W., & Asghar, I. (2010). The role of leadership in organizatinal change: relating the successful organizational change with visionary and innovative leadership. http://hig.diva-portal.org/smash/record.jsf?pid=diva2%3A326289&dswid=-2128
This paper evaluated the role of leadership when an organization is going through change. For organizations to survive, the authors argued that they should effectively handle the phenomena of organizational change, thus emphasizing the importance of the matter and of organizations being seriously prepared for the current and future trends to enhance sustainability. This paper also argued that despite being a current vital process, organizational change could sometimes be challenging and complex especially considering that 70% of organizations going through changes fail to achieve their objectives. Through an analysis of literature review and the data collected from the case study of two organizations, the authors found that leadership with competencies of innovative approach and vision alongside other characteristics can promote the success of the phenomena of organizational change. The paper concluded that leadership with capability and competence could manage the phenomena of organizational change effectively and successfully.
Even though the research a case study of only two cases and studying more organizations would improve the generalizability of results and prove more beneficial to the authors’ work, the findings of this study are sufficiently helpful in enhancing the credibility of their argument, and they demonstrate how leadership through innovative steps and vison can make organizational change successful.
This study sufficiently expresses the link between leadership based on innovative approach and vision and effective organizational change. In the current research, the expressed relationship will show that leaders play a major role in the cultivation and evolution of an organization where the phenomena of organizational change, such as the changes happening in the Chaplain Corps, demand highly competent and very effective leadership that has the capability to view the most appropriate shape of an organization and conduct the process of change in the best way.
Chou, P. (2014). Does Transformational Leadership matter during Organizational Change?. European Journal of Sustainable Development, 3(3), 49-49. https://doi.org/10.14207/ejsd.2014.v3n3p49
This study considered the behaviors and role of leaders in an organizational change context and evaluated the impact of transformational leadership on employees- behavioral support for the process of organizational change. The researcher conducted a survey of 379 participants from 9 companies in Taiwan and found that transformational leadership has a direct impact on employees’ support change and indirectly affects supportive behavior to change through self-efficacy. The study concluded that transformational leadership could be essential in enhancing employees’ behavioral support directly for change and indirectly improving employees’ self-efficacy.
This study has added understanding to the limited empirical research with regard to the influence of transformational leadership during the phenomena of organizational change. Also, by conducting this study, the author filled this gap where the findings showed that transformational leadership has a powerful and significant role in enhancing employees’ supportive behavior and attitudes in a change context. However, since the sample was only limited to 9 companies, this affects the generalizability of the study’s results and conclusions.
This study gives a unique contribution to an enhanced understanding of the influence of transformational leadership on self-efficacy and behavioral support during the phenomena of organizational change. In the current study, the results in this study will be helpful in emphasizing the significant role of transformational leadership in promoting employees’ self-efficacy and behavioral support within an organizational change context. Also, they will help demonstrate that in Chaplain Corps, transformational leadership can function as a means of strengthening control over various aspects of work demand during the process of organizational change. This study will help point out the importance of transformational leadership in developing chaplaincy leaders’ attitudes and behaviors that facilitate effective and successful organizational changes that continue to occur at the US Army Chaplain Corps……………for help with this assignment contact us via email Address: email@example.com