QUESTION

1

Annotated Bibliography on Leadership
Prepared by Chester Warzynski
For the University Faculty Senate
5-09

Transforming leadership: a new pursuit of happiness by James McGregor Burns (2003).
New York: Atlantic Monthly Press.

Twenty-five years after the publication of his classic book on leadership, Burns expands upon his
theories about how leaders cultivate their successors to explore how they create environments
conducive to social and personal development. His underlying theory imagines leadership as part
of a broader social process in which leaders and followers are closely interrelated. Starting with
psychologist Abraham Maslow’s theories of the hierarchy of human needs, the book suggests
leaders attain their power through their responsiveness to others’ desires for security, self-esteem
and personal development, putting themselves in a position to “create and expand the
opportunities that empower people to pursue happiness for themselves.”

Designing Conflict Management Systems: A Guide to Creating Productive and Healthy
Organizations, by Cathy A. Cosantino, Christina Sickles Merchant; foreword by William
L. Ury. 1996.  San Francisco : Jossey-Bass Publishers. Book, 252 pages.

This practice-oriented book offers concrete approaches to conflict management, grounded in a
marriage of organization development, dispute systems design, and alternative dispute resolution
principles and best practices. The authors wrote this book  to encourage movement toward
systemic conflict management rather than ad hoc dispute resolution methods.  Uses stories,
charts and checklists as guides, as well as case studies from the commercial, government, and
Health care sectors.

Principle Centered Leadership by Stephen R. Covey, (1992), Simon & Schuster, 336 pages.

How do we as individuals and organizations survive and thrive amid tremendous change? Why
are efforts to improve falling so short in real results despite the millions of dollars in time,
capital, and human effort being spent on them? How do we unleash the creativity, talent, and
energy within ourselves and others in the midst of pressure? Is it realistic to believe that balance
among personal, family, and professional life is possible?

Stephen R. Covey demonstrates that the answer to these and other dilemmas is PrincipleCentered
Leadership, a long-term,
inside-out approach
to developing people and organizations.
The
key to dealing
with the challenges
that face
us
today is the
recognition
of a principlecentered
core within both ourselves and our organizations.
Dr.
Covey offers insights and
guidelines
that can help you apply these
principles both at work and at
home
— leading not just to
a
new understanding of how to increase quality and
productivity, but also to
a new appreciation
of
the importance
of building personal and professional
relationships in order to enjoy a more

balanced,
more
rewarding, more
effective
life.

2

Leading Without Power: Finding Hope in Serving Community by Max De Pree, (1997),
Jossey-Bass, 192 pages.

De Pree holds up nonprofits as mirrors of our greatest aspirations – places where people work for
the opportunity to contribute to the common good, and for the chance to realize their full human
potential. He calls such organizations movements and challenges others to follow their example.
Movements, De Pree maintains, transcend the deceptive simplicity of a single bottom line and set
standards for leadership and service all organizations should reach for. They lead not with the
power of the paycheck or with bureaucratic carrots-and-sticks, but with the promise of
meaningful work and lives fulfilled. For that reason, nonprofit or otherwise, they are the most
successful organizations of all. Brimming with rich, warm, and wise advice, Leading Without
Power takes an enlightened look at the forces that drive selfless accomplishment. It offers
encouragement and hope for creating organizations that inspire the very best in people. And it
provides leaders at every level with a new context for effecting positive change.

A Briefing for Leaders: Communication as the Ultimate Exercise of Power, by Robert L.
Dilenschneider. 1992.  New York : Harper Collins. Book, 265 pages.

Places modern leadership thought in perspective and discusses a broad range of issues in
leadership. Structured in four parts, examining the raw materials of leadership, the
communications landscape in which leaders must work, the tools or templates that leaders might
use, and leadership’s goals.  Provides summaries of main points at end of chapters.

On Power, by Robert L. Dilenschneider  1994.  New York:  Harper Business, a Division of
HarperCollins. Book, 245 pages.

The author examines power from the perspective of the powerful, with a goal of documenting
what advisers to the powerful tell their clients.  Subjects discussed include the management of
expectations, effective merchandising of power, fulfilling the “awe factor” and avoiding the
“wizard fallacy.”  “Structurally, the book’s eight chapters and its appendix are really essays that
address several fundamental aspects of power in modern society : 1) where power resides; 2)
how power works; 3) how it is mastered; 4) how it is organized; 5) how it is managed; 6) how it
is communicated; 7) what its emotional fabric is; and 8) how power can hopefully be put to
higher use.”

Organizational Power Politics: Tactics in Organizational Leadership, by Gilbert W.
Fairholm. 1993.  Westport, Conn.; London: Praeger. Book, 230 pages.

This book presents research findings on power and the strategies and specific tactics individuals
use in wielding power. Several aspects of power use are considered, from power in work group
operations, to the different power tactics used with superiors, peers and subordinates, and a
comparison of the use of these tactics.  The book examines the history and theory of power, the
forms of power, bases of power, and ethics of power.

3

Leading Self-Directed Work Teams: A Guide to Developing New Team Leadership Skills,
by Kimball Fisher. 1993.  New York : McGraw-Hill. Book, 263 pages

Chapters include: The Kodak 13 room story : Empowering team leaders ; The transition from
supervisor to team leader; The visible and invisible elements of team leadership ; Theory X
Assumptions and control paradigm thinking : You can’t get there from here ; Essential
competencies for team leaders : Leader, example, and coach ; The five stages of implementing
empowerment ; Leadership roles during the early stages of team maturity ; leadership roles
during the later stages of team maturity ; Team leader evaluation tools ; When team members
resist the change to a self-directed work team ; Managing upwards : When you don’t have the
support of senior management.

Leading Minds: An Anatomy of Leadership by Howard Gardner (1995). New York: Basic
Books.

Leading Minds addresses a crucial and often ignored component of leadership — the mind. What
distinguishes the mind of an effective leader, and what is the mentality of his or her followers?
Gardner links the study of creativity with the study of leadership to demonstrate the many
similarities between traditional creators (artists and scientists) and leaders in business, politics
and the military. He argues that the key to leadership is the creation of an arresting story — one
that grabs the followers’ attention and inspires them to greater efforts. In portraits of a wide range
of leaders — from Oppenheimer to Gandhi — Gardner re-creates each of their stories, shows
where each fits in the matrix of “leader archetypes”, and reveals the ways in which they
ultimately succeed or fail.

On Leadership, by John William Gardner. 1990.  New York: Free Press. Book, 220 Pages.

Gardner was president of the Carnegie  Corporation, served on several presidential taskforces
and boards of corporations, including Shell Oil and Time, Inc.)  His wide-ranging book takes
stock of the nature of leadership in all areas of public life, drawing on sources from Herodotus to
Gandhi to Hewlett-Packard.

The Tipping Point: How Little Things Can Make A Big Difference by Malcolm Gladwell
(2002), Back Bay Books, 304 pages.

In The Tipping Point, Gladwell introduces us to the particular personality types who are natural
pollinators of new ideas and trends, the people who create the phenomenon of word of mouth.
He analyzes fashion trends, smoking, children’s television, direct mail and the early days of the
American Revolution for clues about making ideas infectious, and visits a religious commune, a
successful high-tech company, and one of the world’s greatest salesmen to show how to start and
sustain social epidemics. The Tipping Point is an intellectual adventure story written with an
infectious enthusiasm for the power and joy of new ideas. Most of all, it is a road map to change,
with a profoundly hopeful message–that one imaginative person applying a well-placed lever
can move the world.

4

Primal Leadership: Realizing the Power of Emotional Intelligence by Daniel Goleman,
Annie McKee, Richard E. Boyatzis, (2002), Harvard Business School Press, 352 pages.

Daniel Goleman’s international bestseller Emotional Intelligence forever changed our concept of
“being smart,” showing how emotional intelligence (EI)-how we handle ourselves and our
relationships-can determine life success more than IQ.  Now, Goleman teams with renowned EI
researchers Richard Boyatzis and Annie McKee to explore the role of emotional intelligence in
leadership. Unveiling neuroscientific links between organizational success or failure and “primal
leadership,” the authors argue that a leader’s emotions are contagious. If a leader resonates
energy and enthusiasm, an organization thrives; if a leader spreads negativity and dissonance, it
flounders. This breakthrough concept charges leaders with driving emotions in the right direction
to have a positive impact on earnings or strategy.

Leading teams: setting the stage for great performances by Richard Hackman, Boston:
Harvard Business School Press, 2002.

Winner of the Perry Award for the best business book of the year by the Academy of
Management, this book summarizes current research on teams, identifies the essential skills for
team success, and provides a coaching model for creating peer feedback. It is a must read for
anybody interested in improving the performance of teams.

Cultural Diversity in the Workplace: Issues and Strategies, by George Henderson, 1994.
Westport, Connecticut: Quorum Books.

The author draws from a variety of sources, including case studies, relevant literature, and his
personal workplace experience as an African American, to examine the complex issues of
diversity in the workplace.  Part One of this book deals with people and has sections exploring
issues relating to ethnic minorities, women, older workers, workers with disabilities, and foreign
workers.  Part Two discusses barriers to cultural diversity, communication in organizations, and
cross-cultural conflict.

Leadership without easy answers. Ronald A. Heifetz, (1994). Cambridge, MA: Harvard
University Press.

Heifetz presents a new theory of leadership for both public and private leaders in tackling
complex contemporary problems. Central to his theory is the distinction between routine
technical problems, which can be solved through expertise, and adaptive problems, such as
crime, poverty, and educational reform, which require innovative approaches, including
consideration of values. Four major strategies of leadership are identified: to approach problems
as adaptive challenges by diagnosing the situation in light of the values involved and avoiding
authoritative solutions, to regulate the level of stress caused by confronting issues, to focus on
relevant issues, and to shift responsibility for problems from the leader to all the primary
stakeholders.

5

The Business of Leadership: Adding Lasting Value to Your Organization, by Alan Hooper
and John Potter.  1997. Brookfield, Vermont : Ashgate. Book, 125 pages.

A good primer on the history of leadership thought.  Scans a diverse range of topics in sim
ple
explanations with clear  diagrams, from Maslow’s hierarchy of needs to the scientific and
psychological backbone of leadership theory.

Synchronicity: The Inner Path of Leadership by Joseph Jaworski, Betty Sue Flowers
(Editor), Peter M. Senge (Introduction), (1998), Berrett-Koehler Pub, 213 pages.

Synchronicity is an inspirational guide to developing the most essential leadership capacity for
our time: how we can collectively shape our future. Joseph Jaworski offers a new definition of
leadership that applies to all types of leaders: community, regional, national, international,
corporate, political.

The Challenge of Organizational Change: How Companies Experience It and Leaders
Guide It, compiled by Rosabeth Moss Kanter, Barry A. Stein, and Todd D. Jick. 1992.
New York : Free Press ; Toronto : Maxwell Macmillan Canada ; New York : Maxwell
Macmillan International. Book, 535 pages

In a large volume of many voices, Kanter and her associates from Harvard Business School have
compiled an intelligent and in-depth compendium of thought on change.  The book offers the
authors’ analysis and synthesis – a model of organizational change that integrates economic,
political, sociological, psychological and historical insights.  It combines with this portraits of
organizations as they experience change issues.

Teams at the Top: Unleashing the Potential of both Teams and Individual Leaders, by Jon
R. Katzenbach. 1998.  Boston : Harvard Business School Press. Book, 238 pages.

This book does not suggest that companies run by teams at the top are more effective.  Rather,
the author states that an integrated balance of real team, individual, and single-leader working
group performance is both possible and desirable at the top, and argues that senior leadership
groups have the opportunity to obtain a better balance between real team and single-leader
capabilities.  Sections include: Why “non-teams” prevail at the top; How “major events” spawn
teams ; Making key tradeoffs consciously ; For “teams that run things” at any level; Discipline,
alignment, and balance.

The Management of Struggle: Elements of Dispute Resolution through Negotiation,
Mediation and Arbitration, by John W. (Sam) Keltner. 1994.  Cresskill, N.J.: Hampton
Press, Inc. Book, 252 pages.

This very practical how-to primer offers concrete techniques and strategies in the management of
conflict.  The author has been actively engaged in conflict resolution through mediation and
arbitration since 1958, and his book is “designed to provide information and opportunities for all
persons who want to know more about the process of managing struggle and particularly those
who are willing to engage in the experiences necessary to learn how to do it.”
6

Thought Leaders, edited by Joel Kurtzman. 1998.  San Francisco: Jossey-Bass Publishers.
Book, 159 pages

A joint project between Booz Allen & Hamilton and Jossey-Bass Publishers, this book is a
collection of interviews with top executives, authors, and academicians who pioneered shifts in
management thinking in the last decade.  “Some of these shifts reflect radically different
orientations, such as management theorist Charles Handy’s musings on corporate federalism or
author-professor Gary Hamel’s views on bottom-up strategy.  Others are wholly pragmatic in
nature, such as the views on teams and teamwork expressed by Jean-René Fourtou, chairman of
Rhône-Poulenc S.A. of France.” Also includes interviews with John T. Chambers, CEO of Cisco
Systems, Norbert Walter, Chief Economist of Deutsche Bank, and Minoru Makihara, President
of Mitsubishi Corporation, among others.

Business without Bosses: How Self-Managing Teams are Building High-Performance
Companies, by Charles Manz, Henry P. Sims, Jr.  1993.  New York : Wiley. Book, 238
pages.

The authors have spent a dozen years studying the effectiveness of teams.  This book presents
real-life stories of the  successes and failures of self-managing teams from several industries.
Sections include : On the road to teams :Overcoming the middle-management brick wall ; The
early implementation phase : Getting teams started in the office ; The illusion of selfmanagement
: Using teams
to disempower;
Teams
and total quality management
: An
international
application
; The strategy team
: Teams
at the top.

Leadership:
Magic, Myth, or Method?, by
J.W. McLean and William
Weitzel.
1991.  New

York.
Amacom. Book, 240 pages.

The
central purpose of this book, according
to the author, is to challenge
the reader to participate
personally
by becoming
a leader.  The sections unfold
as follows:
Twelve leadership
myths, the
convenient
excuses for playing it safe as a follower
; Six approaches to leadership, a glimpse
of
some
pacesetting studies
; Six fundamental
leadership
principles, basic
tenets upon which
leadership
is based and leaders may
rely ; Six related
leadership
skills, some of
the things
leaders

need
to be able to do ; Six approaches to the application
of leadership skills,
spanning the chasm

between merely
understanding and actually applying
leadership skills ; Evaluating leadership
priorities,
how the enlightened leader does it.  Contains
graphs and lists
for simple
reading.

Leading
Change: Overcoming the Ideology of
Comfort and
the Tyranny of Custom, by
James
O’Toole. 1995.  San Francisco : Jossey-Bass
(Jossey Management Series). Book, 282
pages.

This
book addresses three issues : the
causes of resistance to change,
how leaders can effectively
and
morally
overcome
that resistance, and the author’s
thesis that the
dominant
philosophy of
leadership,
based on contingency theory, is neither
an effective nor a moral
guide for people who
wish
to lead change.  The
author takes
into account
much
of the current thinking on leadership

7

and change in this first-person account by the vice president of the Aspen Institute and director
of the Corporate Leaders Forum.

Managing with Power: Politics and Influence in Organizations, by Jeffrey Pfeffer.
1992.  Boston, MA: Harvard Business School Press. Book 391 pages.

Pfeffer, a Stanford professor, identifies how power is used and misused to achieve personal and
organizational goals. The book, using provocative examples from business, politics, science, and
even religious cults, is presented in four sections.  Section One explores power in organizations
(including chapters entitled: Decisions and Implementation; When is power used? and
Diagnosing power and dependence).  Section Two discusses sources of power (Where does
power come from? Resources, allies, and the new golden rule; Location in the communication
network; Individual attributes as sources of power).  Section Three presents strategies and tactics
for employing power effectively (with chapters entitled Framing; Interpersonal influence; timing;
changing the structure to consolidate power; and symbolic action: language, ceremonies and
settings.)

Conflict Resolution Theory and Practice: Integration and Application, edited by Dennis
J.D. Sandole and Hugo van der Merwe, foreword by Herbert C. Kelman. 1993.
Manchester, UK ; New York : Manchester University Press ; New York: St. Martin’s
Press. Book, 298 pages.

This book is a good overall primer on the field of conflict resolution.  It opens with a discussion
of generic theory and practice in conflict resolution, examining paradigms, theories and
metaphors in the field and their implications from political to cognitive theory.  It then goes on to
discuss conflict resolution in a number of areas of conflict, including:  class conflict; conflict of
public organizations and policies; states, boundaries, and environmental security; and
international conference diplomacy.  It closes with a discussion of feedback and the relation of
theory to the practice of conflict resolution in South Africa.

The Leadership Wheel: Five Steps for Achieving Individual and Organizational Greatness
by C. Clint Sidle, Palgrave Macmillan, 2005, 232 pages.

According to author and consultant Ken Blanchard, “Clint Sidle’s model offers an
inspiring and genuinely new approach to servant leadership. This book challenges people
to rethink their roles and the purpose of business. Another reviewer says, The Leadership
Wheel reveals an inspiring and original picture of what it takes to be an emotionally
intelligent, resonant leader. The author has managed to combine fresh and important
insights with practical advice for developing leaders, teams, and successful
organizations.”

New Mission For Business Schools: The Development Of Actor-Network Leaders. Sidle, C.
& Warzynski, C. Journal for Business Education, November-December. 2003.

The lesson of actor-network theory is that in order to effect desired change, leaders must
understand their place in the network and deploy strategies which forge new relationships and
8

strengthen existing connections between individuals, groups, and other entities – both human and
non-human. The Roy H. Park Leadership Fellows Program in the Johnson School at Cornell
University is used as a case study to demonstrate leadership as both an effect and cause of
network change. The article concludes with a new mission for leaders and business schools.

Leadership: Understanding the Dynamics of Power and Influence in Organizations, edited
by Robert P. Vecchio. 1997.  Notre Dame, Ind.: University of Notre Dame Press. Book, 577
pages.

This volume examines in a fresh way a number of perennial questions on leadership and power
in organizations.  It opens with a consideration of the origins of leadership concepts, from the
most primitive to contemporary definitions of leadership.  The book then examines the
differences between management and leadership, and goes on to conclude with an assessment of
the difficulty of defining and measuring leadership and a discussion of  the study of leaders as
symbols.  The volume contains over thirty articles, including some of the top names in
leadership studies.

Leadership Development at Cornell University by Chet Warzynski and Brian
Chabot in Ruben, B. Pursuing Excellence in Higher Education: Eight Fundamental
Challenges. San Francisco: Jossey-Bass, 2003, pp. 315-323.

The Discovering Leadership Program has proven to have a lasting positive effect on its
participants and on leadership behavior throughout the university.  The goals of the DLP are to:
(1) increase self-awareness of participants about their personal leadership style, attitudes, skills,
and behavioral impact on others; (2) improve communication and relationship-building skills for
engaging and motivating others, building trust, establishing organizational culture, providing
direction, giving and receiving feedback, and resolving conflict; (3) create new experiences
around developing and leading project teams and complex organizations; (4) develop and
practice a methodology and guidelines for leading, sponsoring, and supporting change; and (5)
design and execute an individualized learning and action plan that makes a difference to the
individual and organization.

The Power To Persuade. Teaching Note. Watkins, M. D. Boston: Harvard Business School
Publishing. HBS 9-800-323, Revised July 24, 2000.

An exposition of five methodologies for analyzing and using power within social networks
within the context of a case study. A very practical and useful approach to persuasion of
individuals and groups.
SOLUTION

Introduction

Leadership and Management are both complimentary to each other and they differ with regard to just one fact and that is change. Smith and Langston (1999) define managers who can easily cope with change and complexities, whereas the leaders are change initiators and inspire the people in the organisation.

Annotated Bibliography

Anon, 2000, ‘Leadership Characteristics: Embracing leadership Characteristics that Count’, Association Management 52, No.1, American Society of Association executives.

The main emphasis of this article is the requirements for change in the patterns of leadership especially in non-profit organisation so that the organisation enters the future in successful manner. The author has framed five basic characteristics which  get the ideas of reader flowing like: (1) using foresight more than hindsight, (2) avoid generalisation and emphasis focussed approach, (3) let go off the stable attitude and be resilient, (4) practice management by moving out rather than  walking around and (5) kaizen should be valued over horshin.

Arnett, J., 2000, ‘High hopes in a grim world: Emerging adults’ view of their futures and Generation X’, Youth & Society, 31(3), 267-286.

This study mainly focuses on the views given by emerging adults who fall within the age group of 21 to 28 years and their personal future and the future of their generation that is Generation X. The results which were seen depicted that young adults were found to be very optimistic about their future and found that their lives would be much better than their parents.

Barner, R, 1996, ‘the new millennium workplace: Several changes that will challenge managers and workers’, Futurist, 30(2), 14-18.

In this article the writer has come up with seven trends which will be helpful in reshaping the work environment in any organisation over the time period of ten years. The seven trends include: (1) shift towards virtual organisations, (2) enhancing the knowledge led workers, (3) continuous and regular growth of diversity, (4) creation of dynamic workforce, (5) develop just-in-time workforce, (6) computerised coaching and mentoring and (7) consider aging of the workforce. All these changing trends require managers who are very much flexible to the ever changing work environment.

Hazy, J. K., 2007, Computer models of leadership: Foundation for a new discipline or meaningless diversion? , The Leadership Quarterly, 18(4), 391-410

This journal article synthesizes and reviews the fourteen different unique approaches which have been published till date regarding using computer simulation in research related to leadership. Various levels of analysis which includes dyads, individuals and groups including the organisation itself have been touched by this research. There is a brief overview of the four main techniques used which describes the models and eth findings are also discussed. The main potential used in this method and its contribution to the leadership paradigm in the research have been discussed.

Hargreaves, A. & Fink, D., 2004, ‘The Seven Principles of Sustainable Leadership’, Educational Leadership v61 April p8-13 www.ascd.org/portal/site/ascd/menuitem.a4dbd0f2c4f9b94cdeb3ffdb62108a0c/

It has been studied by the two authors that most of the school leadership’s practices are helpful increasing temporary and very much localised airs of change which are long lasting and bring about widespread movements. However there were some exceptions also found during the study. They found seven leadership principles which define leadership’s true meaning and sustainability also in leadership. They have suggested that sustainable leadership is long lasting, spreads and matters the most and it is socially justified and promotes diversity too.

Jago, Arthur G., 1982, ‘Leadership: Perspectives in Theory and Research.’ Management Science 28(3): 315-336.

In this journal Arthur Jago has very effectively divided leadership theories related to management into four clusters which were introduced in not so famous article almost a decade back. The matrix which he has used as the axes cover universal vs. Contingent and traits vs. Behaviours.

Perry-Smith, J.E., 2006,’ Social Yet Creative: The Role of Social Relationships in Facilitating Individual Creativity. Academy of Management Journal, 49(1), 85-101.

In this journal the author has integrated creativity with social network theories. Perry-Smith has tried to explore the direct and interactive results which the relationship strength, external ties and network positions have on any individual’s creative contributions towards organisation. The results of the study indicate that weaker ties are very much beneficial for the creativity on the other hand the stronger ties show neutral effects.

Petrick, J. & Scherer, R., 1993, ‘Competing Social Responsibility Values and the Functional roles of managers’, Journal of Managerial Psychology 8, No.3, MCB University Press.

A study was being conducted by Petrick and Scherer on the functional roles of the managers which was done to determine whether certain kinds of managers possessed the sense of social responsibility as desired or not. The Social Responsibility Survey was completed by around hundred and eleven managers from various organisations and the four F-Tests done on the managers gave diversified results which showed that there were significant differences between the managers and the accounts managers depicted least social responsibility whereas the general managers  possessed highest level of social responsibility.

Plowman, D., Baker, L. T., Beck, T., Kulkarni, M., Solansky, S., & Travis, D., 2007, ‘Radical change accidentally: The emergence and amplification of small change. Academy of Management Journal, 50(3), 515-543.

A radical change is seen in the church and the surrounding environment by offering breakfast to the homeless people and it ahs been seen that the existing theories of change do not give complete explanations regarding observations derived from the qualitative study. However this research has been successful in finding main four observations like the radical change is emergent slow and unintended. Secondly the destabilising conditions assist small changes to prove and become radical and emerge also. And thirdly the subsequent changes just amplified the initial small change in organisation. Fourth observation suggested dynamic interactions of contextual conditions and small changes are helpful in bringing about radical changes.

Radbourne, J., 1993’ Recruitment and Training of Board members For the Nineties and beyond’, Journal of Arts Management.

In this journal Radbourne particularly examined several boards of directors and the purpose was to find out the driving force behind the motivation to become board members and find the effect of their qualifications on the organisation. A research done by her on various arts organizations in Australia she found that most of the board members possessed similar kind of characteristics. She also gave few suggestions regarding improvements in the boards like putting a limit to the board service to a span of six years only and service on volunteer basis etc.

Solow, D., & Szmerekovsky, J. G., 2006, ‘the role of leadership: What management science can give back to the study of complex systems’. Emergence: Complexity and Organization, 8(4), 52-60.

Complex systems and thinking’s related to these systems have been quite influential in the approaches and research done on businesses. The businesses do get benefitted from this influence but at the same time this paper suggests what the ideas related to management can do for nay business. These theories of management should be applied to these complex systems too. Using several examples and naive mathematical models it has been suggested in this paper that the studies done on these complex systems can be benefitted by thorough examination of the roles and the impact of leadership in particular along with the impact of central organisation.

Tucci, L., 1999, ‘Goldbaum, Michael Aid Nonprofits in leadership’, St. Louis Business Journal, St. Louis.

In this journal article Tucci has explained how helpful Goldbaum and Michael are in hiring new executive director in any organisation. The main focus of this article is not to rush while hiring a new executive director. It emphasises the need to take some time while hiring the right person for the job and not to hurry. The best workable solution would be to hire consultants to get temporary or interim executives to help the non-profit organisations till the right person is not hired as leader.

Woodward’s, N.H., 1999, The Coming of managers, HR Magazine, 44(3), 74-80.

This is an article which gives insight and examines the ways in which Generation X group behaves as managers. With the help of series of studies and research it has been found that the managers from Generation X like to manage others in the same way they want themselves to be managed. The author also identified the challenges which are being faced by eth Generation X managers.

Watkins, C., 1999, Grads to Grannies, managing the generation Gap, Food Management, 34 (9), 31-35.

In this book Watkins has tried to address the issues related to workplace trends in any organisation, which are the growing youth labour work force and the increasing number f seniors in the work force. The argument given by the author is that the managers should try to capitalize on the strength of their employees in bets possible manner and should also help them at the same time to develop the weakest areas of the employees.

Conclusion

This annotated Bibliography on Leadership and Management gives a clear insight and thoughtful study on how to develop leadership skills while managing an organisation effectively. The various compilations of the journals and articles related to management and leadership have been compiled and organised in alphabetical manner too and helpful in finding sustainable leadership through best management practices in organisations.

JF33