Essays on Impact of Leadership Styles on Organizational Culture Annotated Bibliography

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The paper 'Impact of Leadership Styles on Organizational Culture" is a perfect example of a management annotated bibliography.   Leadership styles in an organization influence the short-term performance of a firm and ultimately the strategic goals of the organization. It follows that organizations that have been able to recruit and keep visionary and competent leaders always return better results in their operation than other firms. Leaders play a big role in the creation, maintenance, and shifting of organizational culture which is the framework of an organization's strategic goals. This paper explores the role of leaders plays as regard to the organizational culture of their workplaces by critically reviewing the work of various scholars on the subject.

It then presents an actual reflection of the role of leadership in an organization by referring to the role of leaders depicted by theory with a practical application of the role in the Royal Australian Air Force (RAAF). Critical Review A critical review of   Goleman  and  Boyatzis, 2008, Social Intelligence and the Biology of Leadership, Harvard Business Review, 76 This research in social neuroscience was aimed to provide scientific backing to the idea that empathy and self-knowledge play a vital role in effective leadership.

The study found out that the brains of leaders and the followers are closely connected and the action of the leader closely influences the performance of his followers. It follows then that the kind of feedback a leader gives his followers greatly affects their feelings of well being. An effective leadership style should be able to promote positive feelings in the people they are leading. The research reported the discovery of mirror neurons in various parts of the brain that show people are able to reproduce the emotions of other people they come into contact with everyday.

Although the results presented in this research are based on short-time studies it provides an insight into the workings of the brain in a leader-follower setting and the importance of a leader’ s emotional response to the moods of those he is leading. In conclusion, research into the field of social neuroscience still needs a longer time to mature. Further research that uses human subjects should be conducted in a job environment to find the effects of a leader’ s behavior on positive attitudes in employees.

In spite of the shortcomings noted the study has provided a background to enhance leadership styles to promote a positive organizational culture. A critical review of Getz, 2009, Liberating Leadership: How the Initiative-Freeing Radical Organizational Form Has Been Successfully Adopted, California Management Review, 51(4) Getz (2009) furthers research into the need to create a free work environment that enables innovation and initiative-taking by employees. The author presents the effect of using a leadership style that frees employees to make decisions on behalf of the company.

The author gives a narrative of how the night cleaner once went to the Airport to get a visitor when she had received a call at a time nobody else was at the office.  


Clement, R.W. (2012). Culture, leadership, and power: the keys to organizational change - includes bibliography. Business Horizons Jun-July 2011, available online at:;col1 accessed on 20th June 2012

Euwema, M.C., Wendt, H. and Van Emmerik, H. (2007).Leadership styles and group organizational citizenship behavior across cultures Journal of Organizational Behavior, 28, 1035–1057.

Flamholtz, E.G., (1986). How to Make the Transition from an Entrepreneurship to a Professionally Managed Firm. Journal of Management Development, 5 (1), 38 – 51

Getz, I. (2009). Liberating Leadership: How the Initiative-Freeing Radical Organizational Form Has Been Successfully Adopted. California Management Review, 51(4)

Goleman, D. & Boyatzis, R. (2008). Social Intelligence and the Biology of Leadership. Harvard Business Review, 76

Howell, J.M. & Hall-Merenda, K.E. (1999). The Ties That Bind: The Impact of Leader-Member Exchange, Transformational and Transactional Leadership, and Distance on Predicting Follower Performance. Journal of Applied Psychology, 84(5), 680-694

Jupp, J. & Grint, K. (2005) Air Force Leadership: Beyond Command, the Royal Air Force Leadership Centre: Lincolnshire

Kaufman. B 2012 “Overachieving leaders: when an “A” is not good enough”, which originally appeared in Business Strategy Series, 1(2)

Kavanagh, M. H. & Ashkanasy, N. M. (2006). The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger, British Journal of Management, 7.

Peterson, M.F., Smith, P.B., & Tayeb, M.H. (1993). Development and use of English Version of Japanese PM Leadership measures in electronic plants. Journal of Organizational Behavior, 14, 251-267.

Ross, J.A., Gray, P. (2006). Transformational Leadership and Teacher Commitment to Organizational Values: The mediating effects of collective teacher efficacy. School Effectiveness and School Improvement, 17 (2), 179 – 19

Sandbakken, D.G. (2006). Leadership Practices and Organizational performance. EDAMBA Journal

Tharp, B.M. (2009). Defining “Culture” and Organizational Culture”: From Anthropology to the Office, available online at: accessed on 20th June 2012

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