As a related exercise, submit an annotated bibliography of the 10 resources you referred to this week. For each entry, be sure to address the following as a minimum:

• Include the full APA citation.

• Discuss the scope of the resource.

• Discuss the purpose and philosophical approach.

• Discuss the underlying assumptions.

• If referring to a research-reporting article, present the methodology.

• Relate the resource to the body of resources you have consulted in this course.

Discuss any evident limitations and opportunities for further inquiry.

Topic for the week is Sources of Power, Influence, and Empowerment as Well as Leadership Traits and Skills

Required resources

• Ayman, R., & Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157-170.?Retrieved from the PsycARTICLES database.

This article examines culture and gender as variables that can impact leadership styles.

• Dixon, M. L., & Hart, L. K. (2010). The impact of Path-Goal leadership styles on work group effectiveness and turnover intention. Journal of Managerial Issues, 22(1), 52-69.?Retrieved from the Business Source Complete database.

The authors of this article explore how the three Path-Goal leadership styles affect turnover rates as well as group effectiveness.

• Eagly, A. H., & Chin, J. L. (2010). Diversity and leadership in a changing world. American Psychologist, 65(3), 216-224.
• Retrieved from the PsycARTICLES database.

This article looks at diversity in leadership styles and how it is impacted by gender, race, culture, and other personal orientations.

• Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know about leadership: Effectiveness and personality. American Psychologist, 49(6), 493-504.?Retrieved from the PsycARTICLES database.

The authors of this article offer a definition of what leadership is, and then try to answer typical questions that often arise when decisions are made regarding leadership.

• Kahn, W. A., & Kram, K. E. (1994). Authority at work: Internal models and their organizational consequences. Academy of Management Review, 19(1), 17-50.?Retrieved from the ProQuest Central database.

This article looks at how people exert authority throughout the course of the workday.

• Kozlowski, S. W. J., & Doherty, M. J. (1989). Integration of climate and leadership: Examination of a neglected issue. Journal of Applied Psychology, 74(4), 546-553.?Retrieved from the Business Source Complete database.

This article explores the idea of combining climate theory and linkage theory to observe of leadership.

• Maner, J. K., & Mead, N. L. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. Journal of Personality and Social Psychology, 99(3), 482-497.?Retrieved from the PsycARTICLES database.

This article examines the results of five experiments established to identify factors in both person and social contexts to determine if leaders use their authority to promote group or personal goals and interests.

• Podsakoff, P., & Schriesheim, C. (1985). Field studies of French and Raven's bases of power: Critique, reanalysis, and suggestions for future research. Psychological Bulletin, 97(3), 387-411.

Retrieved from the PsycARTICLES database.

The authors of this article reassess the research originally completed by French and Raven.

• Robinson, S. K., & Kerr, R. (2009). The symbolic violence of leadership: A critical hermeneutic study of leadership and succession in a British organization in the post-Soviet context. Human Relations, 62(6), 875-903.?Retrieved from the SAGE Premier 2010 database.

This article looks at certain conditions within a British organization which permitted charismatic leadership skills to be established.

• Strang, S. E., & Kuhnert, K.W. (2009). Personality and leadership developmental levels as predictors of leader performance. Leadership Quarterly, 20(3), 421-433.?Retrieved from the ScienceDirect database.

This article looks at the constructive-developmental theory as a basis for understanding leadership.

• Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.?Retrieved from the Business

Source Complete database.

This article examines empowering leadership and how it affects psychological empowerment.