September 30, 2009Learning AgreementOverview of KAM 5DepthApplicationLearning AgreementKnowledge Area Module 3:Principles of Organizational and Social SystemsbyMaxine Roberts [email protected] ID # 123456789Program: PhD in Applied Management and Decision SciencesSpecialization: GeneralKAM Assessor: Joe Knight [email protected] Mentor: Rosalind Green [email protected] UniversitySeptember 30, 20090Learning AgreementOverview of KAM 5The objective of Knowledge Area Module 5 is to acquire knowledge of leadership theories and recent paradigm shifts to learn how these are applied in making information technology (IT) outsourcing or in-sourcing decisions. This will be demonstrated within the Breadth component as an overview of the historical evolution of leadership styles, specifically charismatic, situational, and transactional/transformational. Within the Depth component, an annotated bibliography critiquing current literature on the application of situational leadership or transactional/transformational leadership theories will accompany an essay comparing these styles. The Application will discuss the relationship between transactional/transformational leadership style and the current trends in IT environments. Recommendations will be made on how this style can be best applied during uncertain times within the IT sector.AMDS 8512: Classical and Emerging Paradigms of LeadershipBreadthBreadth Objectives1. Describe the core leadership styles forming the historical foundation of leadershipstudy.2. Analyze the approaches of theorists on the subject of power of influence such as Bass and Avolio, Burns, Fielder, Hater and Bass, Hershey and Blanchard, and Weber.3. Evaluate and correlate leadership styles to IT leader challenges faced in the past 5years.Breadth References1Bass, B. M. (1985). Leadership, good, better, best. Organizational Dynamics, 13(8), 26–40. doi:10.1037/0002-9432.76.4.482Bass, B. M. (1990). Bass & Stogdill’s handbook of leadership: Theory, research, and managerialapplications (3rd ed.). New York, NY: Free Press.Bass, B. M., & Avolio, B. J. (1993). Transformational leadership: A response to critiques. In M. Chemers & R. Ayman (Eds.), Leadership theory and research (pp. 49-80). San Diego, CA: Academic Press, Inc.Bass, B. M., & Avolio, B. J. (Eds.). (1994). Transformational leadership development: Manual for the multifactorial leadership questionnaire. Palo Alto, CA: Consulting Psychologists Press.Burns, J. M. (1978). Leadership. New York, NY: Harper & Row.Conger, J. A. (1988). Theoretical foundations of charismatic leadership. In J. A. Conger & R. N. Kanungo (Eds.), Charismatic leadership: The elusive factor in organizational effectiveness. San Francisco, CA: Jossey-Bass.Egan, R. F., Sarros, J. C., & Santora, J. C. (1995). Putting transactional and transformational leadership into practice. The Journal of Leadership Studies, 2(3), 100-123.Fiedler, F. E. (1976). Situational control and a dynamic theory of leadership. In K. Grint (Ed.), Leadership: Classical, contemporary, and critical approaches (pp. 126-148). New York, NY: Oxford University Press Inc. Hater, J., & Bass, B. M. (1988). Superiors’ evaluations and subordinates’ perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73(2), 225-242.2Hersey, P., Blanchard, K., & Johnson, D. E. (1996). Management of organizational behavior: Utilizing human resources (7th ed.). Englewood Cliffs, NJ: Prentice Hall.McGregor, D. (1960). The human side of enterprise. New York, NY: McGraw-Hill Book Company, Inc.Trice, H. M., & Beyer, J. M. (1986). Charisma and its routinization in two social movement organizations. Research in Organizational Behavior, 8(3), 113-164.Tucker, R. G. (1970). The theory of charismatic leadership. In D. A. Rustow (Ed.), Philosophers and kings: Studies in leadership. New York, NY: Braziller.Weber, M. (1947). The theory of social and economic organizations. (T. Parsons, Trans.). New York, NY: Free Press.Breadth DemonstrationAs a demonstration of obtaining the comprehension of the selected paradigms, a 25- to 30-page paper will be prepared. Analysis of the design and results of research related to situational, transactional, and transformational theories will also be performed.AMDS 8522: Current Research on Leadership DevelopmentDepthDepth Objectives1. Critically analyze recent research literature in which transactional/transformational or situational leadership styles have been exercised.2. Synthesize the literature into a comparative analysis of situational leadership and transactional/transformational leadership styles.3. Evaluate how these styles can be applied within technical environments.Depth References3Ardichvill, A., & Gasparishvill, A. (2001). Leadership profiles of managers in post-communist countries: A comparative study. Leadership & Organization Development Journal, 22(2), 62-69. doi:10.1108/01437730110382613Bowman, R., Jr. (2000). Examining six different leadership styles in relation to constrained change at Winona State University. Education, 120(4), 455-461.Casimir, G. (2001). Combinative aspects of leadership style: The ordering and temporal spacing of leadership behaviors. Leadership Quarterly, 12(3), 245-278. doi: 10.1016/S1048-9843(03)00046-8Egri, C., & Herman, S. (2000). Leadership in the North American environmental sector: Values, leadership styles, and contexts of environmental leaders and their organizations. Academy of Management Journal, 43(3), 571-601.Fisher, J. R., Jr. (1999). What will it take to transform your organization in the 21st century? Journal for Quality & Participation, 22(6), 7-14.Finlay, J. S., & Marott, G. (2002). Transforming BITS: A case study of Sprint’s business information and technology solutions group. Organizational Development Journal, 20(4),51-61.Frosch, R. A., Heilmeier, G. H., Hillier, J., Kantrow, A. M., Manners, Jr., G. E., Robb, W. L., et al. (2000). Succeeding in technological innovation. Research Technology Management, 43(3), 24-38.Jung, D. (2001). Transformational and transactional leadership and their effects on creativity in groups. Creativity Research Journal, 13(2), 185-195.Maduakolam, I., & Bailey, J. (1999). A study of superintendents’ change leadership styles using the situational leadership model. American Secondary Education, 27(4), 22-36.4Madzar, S. (2001). Subordinates’ information inquiry: Exploring the effect of perceived