The topic is The Impact of Transformational Leadership on Employee Motivation and Organizational Performance

Write a Literature Review

1. Using the Annotated Bibliography you developed in Workshop Three (see at the end of these requirements) and the outline you created in Workshop Four, develop a first draft of your Literature Review (see at the end of these requirements).

1. Make sure that you don't just list each source and the summary of its contents. Use themes and subthemes you've identified and compare/contrast ideas of the various authors in each subsection.
2. Your draft should include an Introduction and Conclusion, with an overview and summary of key points covered.
3. Use section headings, which you created in the outline.
   1. The body should contain effective synthesis of the themes, which should be clear and include diversity of views.
   2. You must integrate theory as well.
   3. You should develop proper in-text references and a reference list.
   4. You should not use personal pronouns, and keep the tone academic.
   5. You should avoid expressing any personal opinions or make references to your professional experiences (even if they are relevant), because your focus should be on the discussion of what's covered in credible academic sources, building on scholarly research done by the authors.
   6. This should be 10 pages in length, formatted in APA 7th style, and supported with at least 25 scholarly references.

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Annotated Bibliography you developed in Workshop Three

The impact of transformational leadership on employee motivation and organizational performance is a crucial area of study within organizational research. Scholars such as Bass (1999) and Avolio and Yammarino (2002) have laid the theoretical groundwork, highlighting the transformative effects of leadership that inspire and motivate followers through a compelling vision of the future. Transformational leaders create a positive organizational culture and attend to the individual development needs of their subordinates. Empirical studies, such as those by Podsakoff et al. (1990) and Luthans and Avolio (2003), confirm the positive impact of transformational leadership on employee trust, satisfaction, and organizational citizenship behaviors. Furthermore, the emotional resonance of transformational leaders, as explored by Shamir, House, and Arthur (1993) and Bono and Ilies (2006), influences followers' motivation and mood contagion within the organization.

The development and validation of measures for authentic leadership by Walumbwa et al. (2008) and the exploration of its impact by Avey, Avolio, and Luthans (2011) add depth to our understanding of ethical and genuine leadership practices. Additionally, the mediating role of core job characteristics in the relationship between transformational leadership and job behaviors, as studied by Piccolo and Colquitt (2006), underscores the importance of intrinsic motivation in driving performance. Meta-analytic reviews by Wang et al. (2011) and Lowe et al. (1996) provide comprehensive syntheses of findings across studies, confirming the positive impact of transformational leadership on performance across various criteria and levels.

Moreover, the team-level dynamics explored by Dvir et al. (2002) and Eisenbeiss et al. (2008) demonstrate the collective efficacy and innovation fostered by transformational leaders within teams. The broader organizational impact of transformational leadership is evident in studies such as Tse and Huang (2012), which examine the moderating role of supervisor openness, and Wang and Waldman (2019), which explore the impacts on subordinates' feedback-seeking behaviors. Collectively, these studies highlight the multifaceted impact of transformational leadership on employee motivation and organizational performance, underscoring its significance in contemporary organizational contexts.

Why your choice of literature was good:

The selection of literature for this review was meticulous and thorough, encompassing foundational works, recent empirical studies, and meta-analyses to offer a well-rounded understanding of the impact of transformational leadership on employee motivation and organizational performance. The inclusion of seminal works by Bass (1999) and Avolio and Yammarino (2002) provided a theoretical foundation, while recent studies and meta-analyses offered contemporary insights and quantitative syntheses of research findings. The diverse perspectives covered individual to organizational levels, emotional and ethical dimensions, and team dynamics, ensuring a comprehensive examination of transformational leadership complexities. The literature selection aimed to provide a balanced, objective, and nuanced review, making it a valuable resource for researchers and practitioners seeking insights into the role of transformational leadership in contemporary organizational contexts.

References

1. Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.

2. Avolio, B. J., & Yammarino, F. J. (2002). Transformational and charismatic leadership: The road ahead. Academic Management Journal, 23(5), 355-368.

3. Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1(2), 107-142.

4. Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 241-258). Berrett-Koehler Publishers.

5. Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577-594.

6. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.

7. Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49(2), 327-340.

8. Avey, J. B., Avolio, B. J., & Luthans, F. (2011). Experimentally analyzing the impact of leader positivity on follower positivity and performance. Leadership Quarterly, 22(2), 282-294.

9. Bono, J. E., & Ilies, R. (2006). Charisma, positive emotions and mood contagion. Leadership Quarterly, 17(4), 317-334.

10. Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141.

11. Howell, J. M., & Frost, P. J. (1989). A laboratory study of charismatic leadership. Organizational Behavior and Human Decision Processes, 43(2), 243-269.

12. Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field study. Academy of Management Journal, 45(4), 735-744.

13. Eisenbeiss, S. A., Knippenberg, D. V., & Boerner, S. (2008). Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, 93(6),1438-1446.

14. Jung, D. I., & Avolio, B. J. (1999). Effects of leadership style and followers' cultural orientation on performance in group and individual task conditions. Academy of Management Journal, 42(2), 208-218.

15. Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270.

16. Yukl, G., Gordon, A., & Taber, T. (2002). A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research. Journal of Leadership and Organizational Studies, 9(1), 15-32.

17. Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences. Academy of Management Review, 30(1), 96-112.

18. Tse, H. H. M., & Huang, X. (2012). Transformational leadership and employee voice behavior: Integrating the mediating role of affective organizational commitment and the moderating role of supervisor openness. Journal of Organizational Behavior, 33(4), 495-517.

19. Wang, D., & Waldman, D. A. (2019). The impacts of CEO servant leadership on subordinates' feedback-seeking behaviors: A moderated mediation model. Journal of Business Ethics, 159(3), 841-857.

20. Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. Leadership Quarterly, 7(3), 385-425.

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Outline you created in Workshop Four

Introduction

Key Theme 1: Transformational Leadership

• Subtheme 1: Core Concepts of Transformational Leadership
• Bass (1999)
• Avolio & Yammarino (2002)

Subtheme 2: Effects on Followers and Organizations

• Podsakoff et al. (1990)
• Podsakoff et al. (2009)

Subtheme 3: Development and Validation

• Walumbwa et al. (2008)
• Dvir et al. (2002)

Introduction

Leadership is critical to organizational effectiveness, influencing followers' behavior, motivation, and, ultimately, the organization's success. In this literature review, I will explore three key themes in leadership theory: Transformational Leadership, Charismatic Leadership, and Authentic Leadership. Each theme encompasses various subthemes that shed light on leadership effectiveness. By examining the seminal works and recent research in these areas, we can better understand the underlying mechanisms and implications of different leadership styles.

Key Theme 1: Transformational Leadership

Transformational Leadership is characterized by leaders who inspire and motivate their followers to achieve extraordinary outcomes and develop their potential. The core concepts of transformational Leadership include charismatic influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1999). These leaders are adept at articulating a compelling vision, fostering a sense of purpose, and empowering their followers to contribute meaningfully to organizational goals.

Podsakoff et al. (1990) conducted seminal research on the effects of transformational leader behaviors on followers' trust, satisfaction, and organizational citizenship behaviors (OCBs). They found that transformational leaders evoke higher trust and satisfaction among followers, leading to increased OCBs. Moreover, Walumbwa et al. (2008) developed and validated a theory-based measure of authentic Leadership, highlighting the importance of authenticity in transformational Leadership.

Another crucial aspect of transformational Leadership is its impact on follower development and performance. Dvir et al. (2002) conducted a field study that demonstrated the positive influence of transformational Leadership on follower development and performance outcomes. Their findings underscore the transformative potential of effective Leadership in driving organizational success.

In summary, these key themes in leadership theory provide valuable insights into the complex dynamics of leader-follower relationships and their impact on organizational outcomes. By examining the literature on transformational, charismatic, and authentic Leadership, we can glean practical implications for leadership development and organizational effectiveness. However, it is essential to remain critical and open to new research findings to enhance our understanding of effective leadership practices continuously.

References

Avolio, B. J., & Yammarino, F. J. (2002). Transformational and charismatic leadership: The road ahead. Academic Management Journal, 23(5), 355-368.

Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.

Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field study. Academy of Management Journal, 45(4), 735-744.

Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1(2), 107-142.

Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.