Research Study Paper

Article ii by Grainiest &038 Colliers (2012) Fellowships encounters of organizational leading A systems psychodrama spatial semblance was chosen for leading and word three was c befully chosen for this paper. Followers temper and the Perception of Transformational leading Further Evidence for the Similarity Hypothesis by the authors Flee, J. , &038 Synchs, B. (2010) came from the reference list of condition unmatchable. These expressions titles in equivalence all atomic number 18 related to pursuit in an organization and show how followers character, preferences, and experiences affect how hey apprehend leading.The advise of the paper in name one, the authors wanted the findings built upon the Global leading and Organizational Behavior Effectiveness Research Program (GLOBE need) by analyzing the personalities Of the participants and the wedge on implicit leading views. Article devils purpose for the convey is to imbibe follower-ship experiences of organi zational leaders from a systems psychodrama perspective and the aim of article threes reflect is to extend previous seek on the kind between followers nature and the erudition and acceptance of ramifications leadership.The comparison of the studies show how followers personality, preferences, and experiences affect how they perceive leadership in organizations. The authors rational for the topic in article one is the primary quill focus of the GLOBE canvass and to analyze how cultural preferences predicted leadership preferences. (Palmer, et al. , 2013, peg. 56) This study added significantly to the body of literature related to implicit leadership and the study did not report how participants personalities impacted their views of leadership.In article two, the authors build a backbreaking ease that has given them motivation for the study and their rationale for the topic is because the research was important in its rich comment on organizational leadership as expressed by gild in a contained musculus quadriceps femoris and interpreting the views from below the surface (Grainiest, et al. 201 2, peg. 6) which are not expressed in organizations generally and easily. The authors as well commented on how there is no previous research on the topic.Finally in article three, the authors build a plausible wooing that provide evidence that followers personality influences the informations of ramifications leadership and loading to the leader. For the authors to do their study, they reversed the order of variables in which the leaders affect their followers attitudes and behaviors to the followers reactions to leaders as the independent variables and the leaders as the dependent variable. The comparison of the rational in each article provides the prediction of followers personality whether through the GLOBE study or as one particular leadership style.Research Questions The research questions in each of the articles provide the researcher the tools ne eded to test their theories. In article one, Palmer along with the other authors provided the following hypotheses to be tested in their study. 1 . DO followers personality in neurotics correlate with magnetic Leadership and guiding Leadership? 2. Does Extroversion correlate how followers perceive with preferences to Directive Leadership, bureaucratic Leadership, or Self Serving Leadership? 3. Does Agreeableness correlate with followers personality for Charismatic Leadership, Directive Leadership, and Self Serving Leadership? . Do desolation correlate with Directive Leadership, Bureaucratic, and Self Serving Leadership? These hypotheses of followers neurotics, extraversion, amenity, and receptivity whitethorn be irrefutablely fit to Charismatic and Directive leadership that my impact Bureaucratic and Self Serving leadership negatively. Article two state given the aforementioned complexity on the macro, mess, and micro leadership levels (Greenest, et al. , 201 2, peg. 3) the aut hors wanted to know whether leadership is an anxiety for followers. Also, followers experiences and how they perceive race and sex in leadership.The following hypotheses are tested 1) What is fellowships systems psychodrama experience of organization leadership? 2) Is leadership an anxiety for followers that is an object split between a good parent and a bad parent theory? 3) How does followers experience of organizational leadership denigrating the present and hoping for a good next like good bread with bad butter in between? 4) Do followers perceive race and gender play a part in leadership? 5) Do followers believe leadership is experiencing an teen type of identity crises? ) Why do followers perceive leadership as a bad object containing unsolvable shame and tenacious organizations? 7) Do coping with existential anxiety round leadership found on trusting the systemic and unconscious life forces towards equilibrium, linked with an interior(a) strength to survive? Article thr ee tests the hypotheses for followers advanced in extroversion, agreeableness and openness are assumed to perceive or attributed more innovational leadership and to show more emotive lading to their supervisors (Flee, et al. , 2010, peg. 98) in relation to followers perceptions of transformational leadership and the affective commission to the supervisor and the personalities of leaders. The authors hypotheses mentioned are 1) Followers extroversion is positively related to the perception Of transformational leadership and to the affective fealty to the supervisor, whereas the relationship with continuance commitment is negative. 2) Followers agreeableness is positively related to the perception of transformation leadership and to the affective commitment to the supervisor, whereas the relationship with continuance commitment is negative. ) Followers openness is positively related to the affective commitment to the negative. 4) Followers neurotics is negatively related to th e perception of prevision, whereas the relationship with continuance commitment is positive. 5) Followers perception of leaders personality (high extroversion, high agreeableness, high openness and low neurotics) is related to the perception of transformational leadership and to affective commitment to the supervisor. ) Relationship between follower personality and the perception of transformational leadership and commitment to the supervision are mediated by the perception of ones leaders personality. A comparison of the research questions show article one with four hypotheses, article two with seven, and article three with six hypotheses Sample Population The sample population in each of these articles show a comparison that mostly women were use in the studies. The first article shows that it used 132 college educated, full time managers or leaders in an organizations with there existence 81 females and 48 males deep down these groups.Out of the 1 32 participant, 75 were Hispa nic, 30 Blacks, 12 White and 15 who were of other ethnicities and their age average of 40 years. There are 8 newly identified cases on leaders of large organizations in article two with 64 participants insisting of 52% White, 33% Black, 9% Indian, and 6% other with 58% participants being female and 42% male between the ages of 28 and 61 years. Article three participants in the study are 1 53 clerical volunteers and women being 75% of the workers with the average stiff of 36. 5 in their ages.A comparison shows that show women were mostly interviewed. What does not compare, is that article two did not have as many participants as one and three. Article three did not mention ethnicity or race as did articles one and two. Results Examining the results of each study, the authors in their perspective articles how that their hypotheses are mostly positive and correlate to the given research questions. In article one, the current study found the personality trace of followers on agreeable ness as being a predictor high on leadership.New experiences for followers openness is incongruent with Bureaucratic Leadership, but personality traits related to Charismatic, Value-Based Team dervish and Directive Leadership, and negatively related to Bureaucratic Leadership and Self-Serving Leadership. (Farmer, et al. , 201 3, peg. 62) Neurotics was positively correlated with preferences for Charismatic Leadership and Directive Leadership. Extroversion was positively correlated with preferences for Directive Leadership and negatively correlated with security deposit for Bureaucratic and Self-serving Leadership.Agreeableness was positively correlated with preferences for Charismatic Leadership and Directive Leadership and negatively correlated with tolerance for Self-Serving dervish. Openness was positively correlated with preferences for Directive leadership and negatively correlated with tolerance for Bureaucratic and Self- Serving Leadership. Whereas in article two, leadership is seen from followers experience is torn between the rational and mechanistic task and leaders avoiding how followers as people are being cared for. Followers perceive leaders as adults who treat them as children.Although article three states followers extroversion and agreeableness were positively related to the perception of overall transformational leadership and to affective commitment to the supervisor, the relationship between followers extroversion and continuance commitment to the supervisor was negative and agreeableness was not related to continuance commitment. (Grainiest, et al. , 201 2 peg. 01) Openness, transformational leadership, and commitment are correlated in a direction that is positive, with continuance commitment showing only a significance to leaders.Neurotics is negatively related to followers perception of affective commitment and transformational leadership. The perceptions of transformational leadership was positively related to perceived leaders extrov ersion, openness, and agreeableness and negatively related to perceived leaders neurotics. There is uphold for the mediation exit Of extroversion and agreeableness, a tentative support for neurotics but no support for openness. (Flee, et al. , 201 0, peg. 93) Therefore, the comparison of the hypotheses is that followers perceptions of leadership through followers personality traits see leadership as not caring and followers are agreeable to prevent conflict and the perception of transformational leadership is the leadership that followers perceive their leaders to be. Conclusion The limitations of article one are the use of the GLOBE questionnaire using two data-based pilot studies. Article two mentioned a limitation that leadership was include in the study therefore, no interpretation about the others view an be made.Article threes data is cross-sectional and they cannot rule out that transformational leadership influences followers self-perception and their influence of persona lity characteristics examined in this study is limited. The comparison of the limitations is that the authors were not able to provide ample data using data from previous studies. In conclusion, Palmer and the other authors from article one in their findings found that extroversion in leadership is potently correlated to effective leadership and their study found the personality trait of followers in agreeableness is insistent in regards to leadership.From article 2, leadership is by followers views is seen as a relationship that Sees followers as immature. The authors also suggested future research should be done to include the leadership experiences of fellowship and to conclude with article three, the findings the authors found suggests that leaders influence strongly the behaviors and attitudes of followers in commitment, performance, and satisfaction. Elevating followers motives and values, the transformational leadership sets leaders behaviors as a proven effect in organizat ions.