Option #2: Personal Decision-Making Strategy For this Portfolio Project option, you will encapsulate what you have learned about leadership and about yourself throughout this course. Before you begin,
Running head: BIBLIOGRAPHY 0
Portfolio Milestone: Annotated Bibliography
Fallon Urquhart
Course Number (ORG525) – Decision Theory in a Global Marketplace
Colorado State University – Global Campus
Dr. Isabel Wan
June 21, 2020
Annotated Bibliography
Mayfield, M., & Mayfield, J. (2016). The effects of leader motivating language use on
employee decision making. International journal of business communication, 53(4),
465-484.
The author of this article evaluated the impacts of the leaders’ language on the productivity of their employees. The author exhaustively analyzed the previously developed motivating language theory (MLT), which had indicated that there is a positive correlation between leaders’ language and the decisions that employees make. These decisions were ultimately found to have a direct link towards an organization realizing its goals.
The author developed a model to establish if the leaders’ motivating language had an impact on giving directions, recognizing employee’s emotions, employee understanding, and decision making among the employees. The results indicated that there was positive relationship between the leaders’ motivating language in a corporation, and the four parameters tested. Further, the authors noted that motivating speech could be used as a positive tool towards achieving the organizational goals by leaders across all units of work.
Malik, M. S., & Makhdoom, D. D. (2016). Does corporate governance beget firm performance in fortune global 500 companies?. Corporate Governance.
The author of this article, Malik and Makhdoom, undersee the impacts that the executive members have on the performance of the performance of the corporate with a specific interest in financial results. The authors used eight years (2004-2012) secondary data from well know and trusted databases to conduct their research. The researchers identified a significant correlation between the performance of a corporate and the governance of the firm. They further identified that the size of the executive had an impact on the corporate performance, in that the smaller the size, the better the results. Other parameters tested were the executive meetings frequency and the remuneration of the organizational leadership, which showed an inverse correlation with the performance of the corporation. However, this study has a weakness behind the qualitative outlook, which as well might have an impact on corporate performance.
Sheehan, M., Garavan, T. N., & Morley, M. J. (2020). Transformational leadership and
work unit innovation: A dyadic two-wave investigation. Journal of Business Research, 109, 399-412.
The author of this article examines the relationship between transformational leadership (TFL) and the innovation rates at a work identity element level. The authors developed three models based on the COR theory to investigate if there is any relationship between the two parameters. The first model examined the relationship between TFL and innovation in a corporate. The second model evaluated the association between TFL and innovation in a unit of work. The final model looked at the correlation between TFL and change at a lower level of the corporate, commonly referred to as the trenches. The authors collected information through interviews of randomly selected corporate leaders from Dun and Bradstreet Global Reference Solution (GRS) Database, and all work of units were located in the United Kingdom.
The researchers found that there was a positive between TFL and innovation rates in all three models. They identified that the TFL enabled the development of an ambient climate of sharing knowledge, thus an increased rated of innovation at all levels of work in a corporate. This research is useful as it has entirely covered all levels of organizations and can be related in any corporate type.
Uzonwanne, F. (2015). Leadership styles and decision‐making models among corporate leaders in non‐profit organizations in North America. Journal of public affairs, 15(3), 287-299.
The author, Uzonwanne Francis, analyzes the relationship between the style of leadership and the models that non-profit corporate use to make its decision. He further retracts the fact that wrong decisions by the executive will lead to overutilization of the limited available resources. To collect the data, the author used a questionnaire which he administered randomly to corporate leadership (executives.) From the study, the author identified that commencing a particular style of leadership had an absolute correlation with making logically sound decisions. The author further introduced the third variable, demographic characteristics, to identify if it had a significant impact on the other two variables.
He concluded that irrespective of the age or gender of the executives, leaders who used the style of involving everyone in the leadership ended up using the depend models of making decisions. This study can be useful when one wants to comprehend how persons with individual styles of leadership can be matched with a role in making decisions. However, this study has a weakness, by the fact that the author decided to use random sampling while selecting his samples. This might lead to biasness as the chosen samples might not be an accurate representation of the entire population.
Yu, Y. M. (2015). Comparative analysis of Jones’ and Kelley’s ethical decision-making
models. Journal of Business Ethics, 130(3), 573-583.
The author, Yu, examines the validity of the ethical decision-making models that were developed by Jones and by Kelly and Elm. The author developed a structural equation modeling to conduct the study. The study focused on identifying if the model of decision making (Jones’ model and the Kelly and Elms’ model) and the organization environment had an impact on the moral intensity (MI) of individuals incorporate. The findings of the study indicated that out of the three models, the model developed by Kelly and Elm demonstrated an exact fit to the structural equation model.
The author further noted that MI is as a result of subjective conscious understanding, which was intern influenced by the factors within the organization. This study, however, has a weakness in the fact that the perceived social cultures might have influenced the results. This will ultimately skew the results, thus not indicating the participants’ real physiological state. This would require the study to be retested with more reliable sources.
Reference
Mayfield, M., & Mayfield, J. (2016). The effects of leader motivating language use on
employee decision making. International journal of business communication, 53(4),
465-484.
Malik, M. S., & Makhdoom, D. D. (2016). Does corporate governance beget firm performance in
fortune global 500 companies?. Corporate Governance.
Sheehan, M., Garavan, T. N., & Morley, M. J. (2020). Transformational leadership and
work unit innovation: A dyadic two-wave investigation. Journal of Business Research, 109, 399-412.
Uzonwanne, F. (2015). Leadership styles and decision‐making models among corporate leaders in non‐profit organizations in North America. Journal of public affairs, 15(3), 287-299.
Yu, Y. M. (2015). Comparative analysis of Jones’ and Kelley’s ethical decision-making
models. Journal of Business Ethics, 130(3), 573-583.
