Bekelman, J. E., Li, Y., & Gross, C. P. (2003). Scope and impact of financial conflicts of interest in biomedical research: a systematic review. Jama, 289(4), 454-465.
The authors of the journal attempted to study qualitatively the extent, management, and impacts of financial conflicts of interest that occur during team leadership. The sources and databases used during the study included article references, letters, books, expert knowledge, and citation databases. The research included all-English language studies of financial relationships, academic institutions, and scientific investigators from which data was extracted.
Data synthesis from the research showed that a significant association between pro-industry conclusions and sponsor industries. Publication restrictions and data sharing were associated with industry sponsorship and the management of these conflicts varied. The study concludes that financial conflicts are common and they influence biomedical research differently. The study targets industries, academic institutions, and scientific investigators. The strengths of the journal are that it involves reputable authors but it is vulnerable to shortcomings from content duplication from the original author.
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
The authors of the article tried to analyze the relationship between trust in supervisors and teams, team performance, transformational leadership, and job satisfaction through different analyses. The research's target audience was 360 employees from 39 different teams. The authors concluded that transformational leadership was positively linked to team's job satisfaction. Individuals 'perception of supervisors' abilities was influenced by trust between both teams. However, team trust did not influence the transformational leadership of supervisors or team performance. The article is highly dependable due to the prowess of the authors but is subject to alteration during reviews.
Brown, M. E., &Trevino, L. K. (2006). Ethical leadership: A review and future directions. The leadership quarterly, 17(6), 595-616.
The authors compare the emerging construct of ethical leadership and compare it with similar concepts that have like concerns on leadership moral dimensions, and offer propositions as well as outcomes of ethical leadership. The researchers also identify issues and questions about ethical leadership to be addressed in the future and discuss the implications of these issues on research. They conclude that ethical leadership is highly unexplored, and this gives researchers new opportunities to discover effective solutions. The article is a product of experienced 21st-century authors, making it of great relevance today. However, it is subject to content loss during the review process.
Carasco-Saul, M., Kim, W., & Kim, T. (2015). Leadership and employee engagement: Proposing research agendas through a review of the literature. Human Resource Development Review, 14(1), 38-63.
The researchers investigated the relationship between leadership and employee engagement. Understanding this relationship is vital for human resource development, for them to inform leaders on cultivating positive results in their teams. The research involved methods such as empirical reviews and conceptual studies that evaluated the relationship between employee engagement and leadership. The target audience of the study was employees and their leaders. The authors analyzed integrated frameworks that enhanced leaders-employee relationships and proposed similar future research agendas. The journal is reliable since it provides powerful insights to human resource managers on how to cultivate best leadership-employee engagement for positive results.
Donaldson, S. I., &Ko, I. (2010). Positive organizational psychology, behavior, and scholarship: A review of the emerging literature and evidence base. The Journal of Positive Psychology, 5(3), 177-191.
The researchers conducted an evaluation of organizational psychology to come up with a detailed picture. The study wanted to discover the trends, growth rates, and provide empirical evidence understanding. The research concludes that scholarly literature is growing plus emerging empirical evidence on positive organizations. The authors discuss strengths, limitations, and impacts of having a practical knowledge base in improving organizational effectiveness and quality in work. The journal explains education levels positive organizations should have. It is reliable due to its authors' reputation and experience. However, it is limited to original content loss during the review.
Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.
The authors carried out the review with a primary goal of clarifying the state of knowledge on leadership. The study targeted content analysis of 91 publications that focused on
authentic leadership. The researchers evaluated the type of publications, research strategies, contributors, analytical procedures, methods of collecting data, and authentic leadership networks. They concluded the study by proposing future agendas of research. The journal is reliable since it is a product of qualified authors but it is prone to distortion.
Harms, P. D., Crede, M., Tynan, M., Leon, M., &Jeung, W. (2017). Leadership and stress: A meta-analytic review. The leadership quarterly, 28(1), 178-194.
The authors presented a meta-analytic review of stress as an important determinant of leadership functioning. Stress and leadership are linked and the researchers reviewed leadership constructs such as transformational leadership, leader-member exchange, and abusive supervision. They concluded that leader stress influences their behavior and relationships and are determinants of stress and burnout in subordinates. They suggested new avenues for research and discussed how the results can inform practice concerning leader development. The journal is reliable since it reflects high levels of competence and its authors are well reputable. However, it is a peer-reviewed article hence it is subject to data loss.
Jean-Marie, G., Normore, A. H., & Brooks, J. S. (2009). Leadership for social justice: Preparing 21st-century school leaders for new social order. Journal of Research on Leadership Education, 4(1), 1-31.
The authors' main aim was to explore themes in contemporary educational research on leadership in terms of social justices and its importance in practice and research both nationally moreover, internationally. They examined several consideration in literature review concerning whether leadership preparation programs should be committed and capable of preparing leaders to act with courage and think globally about social injustices. The journal is relevant and helpful to the proposed research study being a journal of research and leadership education. The researchers are well experienced and reputable. However, the journal suffers a possibility of content distortion during review processes.
Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of business ethics, 113(3), 377-393.
The research aimed to identify empirical studies that explored servant leadership theory, and engage a sample population to evaluate and synthesize outcomes and impacts of servant leadership. The study provides informed answers on the basis of servant-leader relationship and how it works. The authors incorporated several methods during the study such as literature review analysis to synthesize research in a transparent way. The research targeted 39 sample studies that revealed servant-leadership definition has no consensus. Also, they concluded that servant-leadership theory is viable in helping organizations improve their followers' well being. The study also revealed that systemic literature review is an important tool in mapping and viewing holistically new research topics. The article is applicable since it contains viable information that is still relevant today.
Piccolo, R. F., Greenbaum, R., Hartog, D. N. D., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31(23), 259-278.
Piccolo and other authors elaborated on a model of work design intended to examine the relationship between ethical leadership, job independence, the importance of tasks and job performance. They suggested that leaders with strong ethics are more likely to demonstrate ethical normative behavior that impacts on original job characteristics elements of job performance and task significance. This, in turn, affects employee motivation and enhances task performance and organizational behaviors. They conducted the study by targeting co-workers in diverse organizations and they concluded that task significance mediates working relationships between leaders and subordinates'. The journal is relevant since it adds values to organizational behavior but is subject to information distortion and data use.
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