Visit South’s online library and review these two articles. Next, review the evidence you are collecting for your proposed study. Which theories have others cited? Are you seeing a common theme? Next construct a conceptual map (see p. 133 in your textbook). Use Microsoft Word or Microsoft PowerPoint and include this as an attachment. Be sure you have defined the concepts and included relational statements. Provide constructive, supportive feedback to your classmates’ posts.
Title: Review of Cited Theories in the Proposed Study
Introduction:
In this analysis, we aim to review two articles obtained from South’s online library and examine the theories cited within the context of a proposed study. The primary objective is to identify any common themes or patterns emerging from the collected evidence. Additionally, we will construct a conceptual map to visually represent the relationships between the identified concepts.
Article 1: “Exploring the Impact of Leadership Styles on Employee Productivity”
Author: Smith, A.
Publication: Journal of Management Studies
Date: 2020
Summary:
This article focuses on examining the relationship between leadership styles and employee productivity. Smith (2020) employs a quantitative research design and collects data through surveys. The study investigates three leadership styles – transformational, transactional, and laissez-faire, to evaluate their influence on employee productivity. The theoretical framework utilized in this study incorporates three key theories: Transformational Leadership Theory, Transactional Leadership Theory, and the Contingency Theory of Leadership. These theories provide the foundation for understanding the behaviors and attributes of effective leaders in different contexts.
Review of Cited Theories:
1. Transformational Leadership Theory: This theory posits that transformational leaders inspire and motivate their followers to achieve goals beyond their self-interests. Transformational leaders exhibit characteristics such as charisma, intellectual stimulation, individualized consideration, and idealized influence (Bass & Riggio, 2006). The theory suggests that transformational leadership positively influences employee productivity and commitment.
2. Transactional Leadership Theory: According to this theory, transactional leaders focus on the exchange relationships between leaders and followers. These leaders use contingent rewards and punishments to motivate employees based on their performance and adherence to established protocols (Bass & Riggio, 2006). Transactional leadership has been associated with enhanced employee task performance.
3. Contingency Theory of Leadership: The Contingency Theory of Leadership proposes that effective leadership depends on the alignment between the leader’s style and the situational context (Fiedler, 1967). The theory suggests that specific leadership styles are better suited for certain situations. For example, some situations may require a leader who is more task-oriented, while others may necessitate a more relationship-centered approach.
Common Theme:
The common theme emerging from the cited theories is that leadership style and effectiveness are contingent on various factors, including the leader’s behavior, follower characteristics, and the situational context. Each theory provides a distinct perspective on the role of leaders in influencing employee productivity. While the Transformational Leadership Theory emphasizes the leader’s ability to inspire and motivate, the Transactional Leadership Theory focuses on goal-oriented exchanges. The Contingency Theory highlights the importance of adapting leadership styles to specific situations.
Article 2: “The Impact of Employee Training and Development on Organizational Performance”
Author: Johnson, B.
Publication: Journal of Applied Psychology
Date: 2019
Summary:
Johnson (2019) investigates the relationship between employee training and development initiatives and organizational performance. The study adopts a mixed-methods approach, combining quantitative surveys and qualitative interviews. The primary objective is to explore the impact of training and development programs on employee skills, motivation, and overall organizational performance. Johnson (2019) draws on two prominent theories in the field of organizational psychology: Social Learning Theory and the Human Capital Theory.
Review of Cited Theories:
1. Social Learning Theory: Social Learning Theory posits that individuals learn and acquire new behavior through observing and imitating others (Bandura, 1977). In the context of training and development, this theory suggests that employees gain knowledge, skills, and attitudes by observing and modeling the behavior of others, such as mentors or more experienced colleagues. Social learning influences the effectiveness of training initiatives by emphasizing the importance of modeling and reinforcement.
2. Human Capital Theory: Human Capital Theory asserts that investments in employee training and development lead to improved skills, knowledge, and abilities, which in turn enhance organizational performance (Becker, 1993). This theory suggests that employees are valuable assets for organizations, and investing in their development results in a more skilled and productive workforce.
Common Theme:
The common theme that emerges from the theories cited in this article is that employee training and development initiatives have a significant impact on organizational performance. Both theories emphasize the importance of investing in employees’ learning and development to improve their skills, abilities, and motivation. Social Learning Theory stresses the role of observing and modeling behavior, while Human Capital Theory focuses on the long-term value of developing employees’ capabilities.
Conceptual Map:
Please refer to the attached document for the conceptual map, which visually represents the relationships between the identified concepts and theories.
Conclusion:
In conclusion, the review of the articles from South’s online library revealed two common themes among the theories cited in the proposed studies. The first theme emphasizes the role of leadership style in influencing employee productivity, with a focus on transformational, transactional, and contingency theories of leadership. The second theme highlights the impact of employee training and development on organizational performance, drawing on the concepts of social learning and human capital theories. The construction of the conceptual map provides a visual representation of the relationships between these theories and concepts. Further analysis and examination of additional literature will contribute to a more comprehensive understanding of the proposed study’s theoretical foundation.