Topic: Evolution of Leadership and Management

Evolution of Leadership and Management

Student name

Course and title

Instructor name

Date

University affiliation

Davis G, Yoo M, &Baker W. (2003).The small world of the American corporate elite. Strategic    Organization 1(3): 301–326.

Davis and Baker are Professors of Organization Behavior and Sociology at University of Michigan, andYooa PhD holder

 

from Michigan University in the same field. They examine the degree structure of elite corporate network in the US in the

 

1980s and 1990s. According to them the aggregate connectivity is steady and an inherentpossession of the network interlock,

 

resilient to primary changes in commercialauthority. Taking advantage of the theoretical and methodological tools to analyze

 

managerial structures they meet mandates of the research topic. The content in the text is broad enough and well researched

 

on with factual examples hence relevant to present business custodians.

Herman, R. E. (2000). Employment Relations Today; A leadership Evolution.73-83, John   Wiley & Sons, Inc.

Herman is a strategic Business futurist and Certified Management Consultant. He argues leadership is drastically

 

changing from group to individualism and from dictatorial to democratic. Folks never understood the difference between

 

Leadership and management liabilities hence they tailed managers since they were invented to, and tailed leaders as they

 

desired to. It’s comprehensive enough in scope and very useful in areas answering the changing leadership styles globally.

 

The source is conceptual and more of a supposition, the author talks of the future but he’s not sure future realities. The

 

source calls for more research and fits perfectly in studies based on complex leadership.

Hunt, J.G, Osborn R.N, &Boal, K.B.(2009). The architecture of managerial leadership:      Stimulation and channeling of

 

organizational emergence. The Leadership Quarterly, 503- 516.

James and Kimberly are lecturers at Rawls College of Business, Texas Tech University in US, and Richard N is a

 

lecturer at Wayne State University, Detroit, US. They expound on the indirect influence of senior managers at the strategic

 

apex and middle management of an organization and examine why and how leaders can stimulate emergence. The article is

 

conceptual and indicates no practical evidence. Authors diverge from the main argument and examine the co-evolutionary

 

restraints betweenstructuralatmosphere,leadership at numerous stages and its feasibility. The document is relevant to

 

addressing the complex managerial apex used in present world and rich in scope but more research is needed.

Johnson, J.A.(2007). Evolution of Management, Administrative, and Leadership Theories. Managing Health Education and

 

Promotion Programs, 11-25.

Johnson, PhD, MPA, MS Professor Central Michigan University Mt. Pleasant, Michigan According to the author,

 

leadership has transformed from ancient to present world which perhaps emerged from our character of existence and it helps

 

in specialization, work division, and authority path etc. Management concepts fall into; contingency, systematic, systems and

 

scientific approaches which combine to fill gaps left by ancestor’s methodologies. The author mentions the limitations of the

 

approaches but gives no resolutions and disapprovingly fails to explain the complexities in managerial accountabilities hence

 

fails on its research objective. The source is broad in content, resourceful to upcoming leaders and managers and fits well

 

in any kind of research elevated at management evolution.

Jordan, T.(2010).The evolution of leadership.Canadian Business, 83 (18).

Jordan is a staff writer and editor with Canadian Business. He has also worked at The Walrus and Maclean’s, and has

 

written for publications including The Globe and Mail and Toronto Life. Jordan argues, in traditional leadership hierarchy,

 

leaders powered presumably by wisdom, intellect, and courage and popped out the right decision. He concludes that people in

 

formal leadership should both manage and lead. The research is on leadership evolution but the author shows no evolution

 

process and the manuscript is conceptual hence need of more study. The text is limited in scope, e.g. the author gives no

 

examples of the impacts generated by author authors’ writings hence irrelevant in modern world.

Langlois N.R. (2003).  The Vanishing hand; The Changing dynamics of Industrial Capitalism.         Industrial and Corporate

 

change,12 (2), 351-385.

In his article, the author attempts to expound on Chandler’s workby explaining the economy in a manner consistent

 

with Chandler. He provides an enlarged conceptual account on evolution. In this account he portrays Chandlerian firms as

 

temporary episodes with a large Smithian process of labor division. The text is purely based on other people’s findings and

 

indicates none of his own research findings. The text addresses no modern needs in leadership needs hence irrelevant. His

 

work is incomprehensible and opens an avenue for research on the topic.

 

Maclaren, P.G. (2011.,James Burnham,the Managerial Revolution, and the development of        management theory in post-war

 

America. Management& Organizational history,      6(4),411–423.

The author is an Assistantprofessor of leadership at Wilfrid Laurier University in Ontario, Canada. She explores the

 

social and political context when Burnman’s theory of social revolution from capitalists to managerial society was formed,

 

discusses the relationship amongst Burnman’s manuscript and the management theory development in America in early years, with

 

an aim of increasing the comprehensiveness of management discipline. She clearly meets the objectives of her study by clearly

 

give the distinction between managerial society, capitalist and socialists and transitions of every stage and acknowledges

 

its difference in various places. Though broad in scope more research is needed for factual analysis.

Nienaber, H. (2010). Conceptualization of management and leadership.Management Decision, 48 (5): 661 – 675.

The author worked as management scientist for 24 years and a lecturer at the University ofSouth Africa (UNISA), in

 

strategic management for post graduate students. The author purposes to dissimilar between administration and governance and

 

explore the concepts of management and leadership though these arguments are identical. He concludes that most tasks fall

 

within management boundaries, whereas leadership responsibilities overlap with management. He elucidates the nature of

 

leadership but delivers no comprehensive exegesis on how the activities are entwined. Also, his research is rather

 

theoretical and most of his references are outdated which gives no recent developments in leadership. The source is limited

 

in scope and irrelevant to modern circumstances.

Nodoushani, O. (1996). The promises of managerial revolution theory.Journal of Management   History,2 (4), 3 – 20.

Nodoushani is a professor of management at University of New Haven, School of Business, Connecticut, USA. He affirms

 

that the US corporate governance is highly based on agency theory ignoring the contributions of managerial revolution theory,

 

which points out a historical shift in structure of modern capitalism. The author fails to deliver on the strengths and

 

limitations of the managerial revolution theory and its relevance to managerial transformation hence fails in accomplishing

 

the research objectives. Generally the text is limited in content, irrelevant in addressing enhanced problems in management

 

and gives an avenue for more studies.

Robertson, L.P. (2003). The Future Of Management: Does Business History Have Anything To      Tell Us? Australian Economic

History Review, 43(1),1-21.

Robertson is a professor at the University of Wollongong. He insists that several managers will remain adamant in the

way they execute their accountabilities despite technological change. Secondly, he asserts that managerial and organizational

capabilities developed to control firms are adaptable and will continue to exercise despite transformations in the context

 

that initially inspired them. He’s too general on issues and gives no precise information. The text is delusional and

 

irrelevant in complex apex leadership. The issue inspires more research and reflection whose agenda is to provoke big claims,

 

the content is narrow.

Robison, H, (2010).The evolution of reputation management.Communication world, March-       April 2010. www.iabc.com/cw

Heather is general manager at Reputation Institute in Johannesburg, South Africa. He asserts that in corporate firms

 

success is solely on reputation of the management. He defines reputation as the trust critics have on a firm and it can be

 

built on; innovation, services and governance and reputation risk is the risk of reputation failure, which results in people

 

losing their emotional connection with the company. He concludes leaving questions to be researched on. The objectives are

 

clearly dealt with and in depth. Though, the manuscript is theoretical the author manages to deliver on the topic of research

 

and the text is applicable to present corporate firms.

Walder, A.G. (2009). From Control to Ownership: China’s Managerial Revolution. Management and Organizational review,

 

7(1), 19-38.

The author isa Ph.D. holder in Sociology from the University of Michigan and a Professor at Stanford University.

 

Walder affirms that China’s corporate sector has fundamentally departed the socialist past into individual control and

 

ownership. The changes will potentially create new corporate elite with greater compensation, individual wealth, and

 

independence from government agencies. He gives no current examples of the implications though mentions them and suggests no

 

resolution for the unexplored implications hence obligate not the research topic mandates. The source is thin in in scope.

 

Leadership change can impact both negative and positively though open to more research.

Waters, R.C. (2009).Evolution of Leadership Development at General Electric. Engineering          Management Journal,21 (1),

 

42-46.

Waters is a degree holder in doctor of business administration, MBA and a BS in engineering from University of South

 

California and UCLA respectively. He asserts that the success of the GE is strongly based on its educational place and

 

training programs to support the strategy. Internal training helped in evaluation of personnel, doctoring managerial values

 

and selecting people fit for different managerial positions. The scope is broad, and very relevant in showing how leadership

 

evolution pays off. He comprehensively writes on the GE adversities hence meets research objectives and leave an avenue for

 

more research on GE.

Whittington, R. (2007). Introduction: Comparative perspectives on the managerial revolution.     Business History, 49 (4),

 

399-403.

Whittington is a Professor of Strategic Management at Sa?¨d Business School. Richard introduces managerial revolution

 

and the seven selected contributions. He reasons for the significance of managerial revolution for business historians and

 

the value of business history in appreciating managerial revolution and the capitalism changes currently. The source

 

documents no facts on the seven contributions hence too general which affect its effectiveness on business custodians not to

 

mention its references are outdated. The scope is narrow i.e., it argues on implications but give no specific examples. The

 

issue inspires more research and reflection whose agenda is to provoke big claims.

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