Writing a Purpose Statement, Annotated Bibliography Example

Horton, Sylvia, Farnham, David. (2007). “Turning Leadership into Performance Management.” Public Governance and Leadership, Deutscher Universitäts-Verlag, Wiesbaden, pp. 429-455.

Horton and Farnham (2007) focus on examining and reviewing the nature of performance management and leadership. The authors then consider how leadership individually can contribute to enhance performance in the context of public governance, conditions of change, and the delivery of public services. Through conducting a case study, the authors illustrate how performance management and leadership influences in the relation with the British civil service. Within the past few decades, organizational leadership has been defined broadly as the capability to motivate employees to acquire the skills to attain shared objectives and goals, as they interact within the OECD countries of the public sector. The authors realize that leadership has long been a fundamental factor of management practice within the private sector. Public services have transitioned focus to the modernization of the requirement for leadership in both public managers and politicians that build managerial culture. The introduction of performance management has placed emphasis on the importance of managerial skills and competencies that are required in organizational operations. Throughout their case study the authors discuss the leadership approaches such as looking at the leadership styles; as well as looking at managing and improving performance that are beneficial to the organization. In examining the British Senior Civil Service case study, the authors chooses to assess the leadership style within the organization, as well as how the performance management system plays out with the move towards a new systems of governance, and how the leaderships determine employee motivation, and organizational success.

Kovjanic, S., Schuh, S. C., Jonas, K., Quaquebeke, N. V., & Dick, R. (2012). How do transformational leaders foster positive employee outcomes? A self?determination?based analysis of employees’ needs as mediating links. Journal of Organizational Behavior, 33(8), 1031-1052.   

In examining the summary of their research, Kovjanic, Schuh, Jonas, Quaquebeke, and Dick (2012) examine how the transformational leadership theory is a central aspect that follows or employees need to follow. Their research seeks to extend and integrate theorizing self-determination and the transformational leadership; in particular, they make the proposal that the employees’ satisfaction is based on the needs of relatedness, competence, and autonomy. The authors propose that these attributes mediates the relationship within the employee outcomes of commitment to the leader, self-efficacy, and job satisfaction and the transformational leadership. They employed their proposal based on two studies that involve the employees using the organizations in Switzerland and Germany. Their results of their study reveal that the patterns that are persistent in each study shows the needs for the competence fulfilment that is mediated solely with the link between occupational self-efficacy. Their results also showed that the pattern between job satisfaction and transformational leadership showed that the need for autonomy fulfilment was a significant mediator that was needed in the relationship. The study integrates theorizing on self-determination and transformational leadership by incorporating that the need fulfillment is the central mechanisms that fosters the transformational leadership.

Manzoor, Q. A. (2012). Impact of employees motivation on organizational effectiveness. Business management and strategy, 3(1), 1-12.

Manzoor sets out to identify the factors that impact employee motivation by closely examining the relationship between employee motivation and organizational effectiveness. This is done through designing a model based on literature that links the factors of employee motivation with organizational effectiveness and employee motivation. Manzoor utilizes three hypotheses that were built based on the model and the literature in which was both tested using previous literature and studies. In Manzoor’s study, the author found that various studies and literature found that the factors of recognition and empowerment have positive impact on motivating employees. More so, the recognition and empowerment of employees in an organization is increase, the more that motivation to do their work will improve. Their study found that the more motivation that employees had the higher the accomplishment of employees were motivated to complete their tasks, in which meant higher success and organizational performance. Manzoor study focuses on the observance and practice of the two central determinants of employee recognition and empowerment for improving employee motivation, which leads to effectiveness in the organization. Manzoor implies that organizations should create organizational structures, policies, and rules that provide space to employees to appreciate them and work well on fulfilling their tasks and achievements that will lead to organizational success.

Swati Mittal , Rajib Lochan Dhar , (2015) “Transformational leadership and employee creativity: Mediating role of creative self-efficacy and moderating role of knowledge sharing”, Management Decision, Vol. 53 Iss: 5, pp.894 – 910

Swati and Rajib (2015) purpose in conducting their research is to examine the different styles of leaderships, transformational leadership has gained more focus from academics and organizational researchers. Although work-associated outcomes and transformational leadership has been, examine in past literature, only a few number of research has highlighted the role in which the style of transformational leadership has helped in fostering employee creativity, which is mediated through creative self-efficacy, particularly in the Indian organizations. For their study, they choose to observe the effect of the leadership style of employee creativity in IT companies in small and medium sized business settings, where they propose creative self-efficacy (CSE) as a knowledge sharing and mediator as a moderator through which leaders are able to influence employees creativity. Their approach in their study was to look at 348 manager-employee dyads of IT companies in small and medium sized settings that operate in India. They incorporated the results from questions based on creativity, knowledge sharing, employee CSE, and the leader’s transformational leadership style. The findings saw that the study derived from the hierarchical regression analyzed revealed the CSE mediates the relationship between employee creativity and transformational leadership. This is essential in the study that looks to see the impacts of transformational leaders utilized in small business settings that foster productivity, and overall organizational success.