MLA Literature Review Sample

Chapter2:LiteratureReview WhatistheImpactofLeadershipStyleson IssuesSurroundingGenderandEqualityin aMaleDominatedEntity? 2.1Introduction Thissectionofthepaperreviewstheliteraturewhichhasbeenusedbyotherpeopleinconnectingtotheleadershipstyles,aswellastheirimpactongenderandequality,especiallyinamaledominatedentity.OneorganizationincludedinthestudyisABCAutoShop.Theresearchworkofothersandmaterialsgivebasisintheformationofagreatargumentintermsofansweringaspecificresearchquestion.Bydefinition,leadership refersto thecriticalmanagementamong employees,subordinatesorfollowersinamoreorganizedway,withthepurposeofattainingthesamegoal.AsexplainedbyNorton(2012,p.7)“leadershipisasituationthatdwellsin the contextinvolving interaction between followers and leaders,makingleadership wellavailable to everyone.”Leadership can eitherbe assigned oremergent,whereassignedleadershipisbasedsimplyonaperson’spositioninanorganization,oraspecificoffice.Ontheotherhand,emergentleadershipreferstothetypeofleadershipinwhichpeopleassumesthatsomeoneiscapableofleadingthem.The difference between these types ofleaderships is thatemergentleadershipisachievedwiththehelpofotherpeople,sincetheindividualisinfluentialregardlessofthetitlethatthepersonhasintheorganization. Therearecertain qualitiesthataredemonstrated byleaders,making themstandoutfrom therestoftheotherworkmatesoremployeesinaworkplace.Aleaderthatisdependableisnotjustskilled,butcompetentatthesametime.Aleadershouldalsosetanexampletofellowemployeesandsubordinatesbecausetheyactasthemirrorofthecompany.Matthews(2001,p.108)explainsthataneffectiveandefficientleadershouldbeequippedwiththreeimportantthings.One,theyneedtobeabletounderstandpeople,havegenuineloveforthepeopletheyareleading,andtheyshouldalsobeabletohelptheirfollowers.

Byperforming thisstudy,itiseasyto utilizethedataforthepurposeofcomparison,andindeductingthetypeofleadershipstylethatismorerelatedtothis.AsexplainedbyNorton(2012,p.21),themajorqualitiesinleadershipareintegrity,intelligence,determination,sociabilityandself-confidence.Theleadershipstylesalsoenablegenderequalityandsensitivitytobeapplicableonlyifthetypeofleadershipuseddisplaysthem.A leaderneedtobeagreeablewithemployees,motivatingthem.Heorsheshouldalsohavecognitiveabilities,sociable,andopen.Theworkplaceisrun and headed through variousstylesofleadership.Mostorganizationsthataremaledominated,suchasinthecarmanufacturingfieldismanagedinawaythatwomenalwayshavetofacetheglassceiling,sotosay.Thissituationmeansthatwomenusuallytakealongtimebeforetheygetpromoted,orbegiventhechancetoheadanorganization. Becauseoftheleadershipstylesrelatedtogender,“itisthewomenwhoareusuallythefocusofcommondiscussionsregardingtheimpactofgenderonanorganization’sleadership”(Eagle& Call2009,p.784).Thereasonbehindthisisbecausemenusuallyholdtheirpositions,withthevariousstylesofleadershipbeingdefined.Assuch,thereisnomoreneedtostudythem further.Forthisveryreason,itisveryimportanttouseandevaluatetherelevantstylesonleadershipwhenitcomestodeterminingwhetheranytypeofgenderequalityisbeingpracticedinorganizationsthataremaledominated(AllenandSawyer2012,p.238).Eventhoughresearchhasalreadybeencompletedfocusingontheinfluenceofwomen,onlylittleagreementhas been achieved on how women actually lead.Mostoftheseagreementsarebasedpurelyontheconceptoffeminism,focusingonlyonwhywomenwerenotabletoleadratherthanfocusingonthedifferentleadershipstyleswhichimpactsgenderequality(GraffandMartin2012,p.317).Theanalysisofleadership and genderis considered a broad subject,where the socialroleperspectiveconsidersthebehavior,togetherwithsomeexpectationsthatconstitutetheso-calledgenderroles.

Theissueinvolvinggenderrolesandleadershipwithintheworkplaceisnotjustcharacterizedbyhierarchicalpositioning,butalsobythelimitationsandconstraintsofgenderroles.Thisisbeingprovenbyresearchwhichiscarriedintheorganizationunderstudy.Genderisalsousedinmaintainingimplicitbackgroundofrolesintheworkplace.Leaderswhodependongendertendtobehavedifferentlywithintheworkplace(Gopher,MannaandDenson2005,p.8).Somemayevenhavedemocraticbehaviorusedinencouragingsubordinateswhileothersshow autocraticbehaviorthatendsupdiscouragingtheparticipationofemployeesandsubordinatesintheprocessofdecisionmaking(LuschiaandAmmon2012,p.154). Thedomineeringandself-governingbehaviorsalsohavethesameattributessuchasindirectiveandparticipativeleadership.Forexample,menareviewedasmorecontrollinganddominant,whichmeansthattheycanbemoredirectiveandautocraticcomparedtowomen.Thisisalsoportrayedinthestudyconductedintheorganization. GillsandMcLawrence(2011,p.164)notedthattheautocraticform ofleadershipisatypeofleadershipwhereintheleaderistheonewhomakesthedecision.Theideasandinformationflowform asingledirection,thatis,from themanagement,goingtotheworkers.Theseautocraticleadersarealsoviewedasheavymindedandnarrowmindedwhodonotliketosharepower(Taylor(2008,p.67).Thosewhoenduptreatingtheiremployeeswithabitoffairnessanddecencyaretheoneswhoareconsideredasknowledgeable(BaseandRigor2011,p.209). WorksCited Allen,H.A.,&Sawyer,H.Managementandadministrationincriminaljustice:anapproachtoservicequality,Sage,LosAngeles.2012. Base,H.Communicationandgenderattheworkplace.Aldershot[u.a].Simplegate,2011. Eagle,G.A.,&Call,A.S.Stateoftheartmarketingresearch.Chicago,Illinois,AMA.2009. Gills,K.,&McLawrence.Transformationalleadership.NewYork,NewYork.2011. Graff,G.,&Martin,W.E.Areviewonleadershiptheory,genderequalityandcompetencyframeworks.2012. Gopher,P.,Manna,A.andDenson,E.,Scienceatwork:Rethinkinggenderequality.CincinnatiUniversitypress.NewBrunswick,NJ.2005. Luschia,G.&Ammon,U.Socialpsychologyatwork.WadsworthandThomson,Belmont,CA,2012. Matthews,Y.“BusinessResearch”Practicalguideforstudents.4thedition.Streak:Macmillan,2001. Norton,A.HowtoResearch.ABCPress,2012. Taylor,K.G.Thedifferenttypesofsocialresearch.OpenUniversityPress,2008.