Assignment Prompt & Instructions
– 2 years ago
**files (4)**
– ## FeedbackfromMatrixAssignment.docx
– ## OverviewDirections.docx
– ## grouptheoryapproachWK4.docx
– ## matrixassignmentweek1.docx
**## FeedbackfromMatrixAssignment.docx**
Feedback
You're about half way there on this one because you need two or three key theories each week/ module. For example, what about the leadership grid? How is that related to traits theory? The idea is to summarize new theories each week and then to compare the new stuff to the older stuff to build a genealogy of concepts. How are all the theories related?
For the next round, also please combine the documents so that you're submitting one document that continues to grow with the each week. All the old and new stuff should be in a single document.
**## OverviewDirections.docx**
**Overview**
Since we will be surveying and studying a great amount of foundational research that will serve you well in other courses related to leadership, this assignment is intended to help you develop your own method for organizing and retrieving important and relevant models and theories. You will create a comprehensive theory matrix for organizing pertinent information on each model/theory. After completing each module, you will submit your theory matrix over the notes and readings. Organizing the notes will include at a minimum:
·
**Foundations: What is the vital info of this theory?**
·
**Scholars: Who are the major researchers?**
·
**Research: Reference list of some of the articles and publications related to this model/theory**
·
**Notes: Reflections or thoughts as desired**
Please refer to Module 1 for a downloadable version of the matrix. Please continue to add to one document so that each module the document grows. Submit the entire document to show the progression of theories you've collected.
**## grouptheoryapproachWK4.docx**
**Group Theory**
Thaddeus Cain
Arizona State University
Orgl 510
Dr. Williams
January 27, 2024
**Table of Context**
| | |
| — | — |
| **Theory** | **Page Numbers** |
| Great Man | 3 |
| Trait (Big 5) | 4-6 |
| Group Theory | |
| Behavioral Approach | |
| Leader Emergence | |
| Bases of Power | |
| Leadership and Influence | |
| Situational Theory | |
| Path-Goal Theory | |
**PLEASE ADD THESE THEORIES IN THIS ORDER. YOU ALREADY DID GROUP THEORY, BUT PLACE GREAT MAN IN FIRST AND THEN GROUP THEORY, BEHAVIORAL THEORY AND SITUATIONAL APPROACH/PATH-GOAL THEORY IN THIS ORDER**
**Great Man Theory Week 1**
**Group Theory Week 2**
**Behavioral Approach Week 3**
**Situational Approach/Path-goal theory Week 4**
| | |
| — | — |
| Scholars | Northouse, P. G. (2024). |
| Vital Information <br>_Foundations, Arguments, Assumptions_ | Groups show consistent evolution through member interactions that both shape and respond to their members' behavior. A shared interactive approach defines leadership since leaders support teams in reaching their unified goals. The fundamental principle suggests that group success depends on combined leadership efforts rather than individual mandate. People must work together to resolve conflicts and communicate effectively. Leaders help groups transition between stages while keeping members aligned and generating cooperative dynamics to achieve maximum performance outcomes.Through group theory leaders emerge organically from within teams making them reliant upon collective effort. Leadership happens organically because members form relationships with each other rather than external parties creating it. According to Tuckman's model groups move through five developmental phases which include forming, storming, norming, performing and adjourning. Each part of the process features different hurdles and marks of achievement. Leaders serve as crucial elements for managing group transitions during which they guarantee lasting cohesion between members. Forsyth enhances the leadership framework by analyzing power structures and cultural influences together with groupthink processes. |
| Research: <br>_Reference list of some of the articles and publications related to this model/theory_ | Forsyth, 2018; <br>Tuckman, 1965; <br>Lewin, 1948; <br>Northouse, 2022 |
| Applications<br>_Examples_ | Workplace team-building activities use this model as do project management teams with elevated challenges and athletes who seek team unity. The application of Tuckman’s model happens frequently in corporate team settings to boost their performance results (Tuckman, 1965). Leadership knowledge about group behavior enables them to lead conflict resolution efforts, strengthen communication channels and create innovative solutions. Group theory provides classrooms with a framework for organizing collaborative projects to achieve equitable student engagement. |
| Context<br>_Relates to other theories_ | Group theory demonstrates compatibility with Situational Leadership and Leader-Member Exchange (LMX) leadership theories that focus on leader adjustments according to group requirements. The concept of Situational Leadership focuses on leader adjustment through group maturity levels and challenges while LMX examines the connection quality between leaders and their individual group members. The theories extend group theory by creating models which demonstrate how relationship building and adaptability increase leadership success among diverse teams. |
| Notes:<br>_Reflections etc._ | Group theory demonstrates how leadership stems from collective dynamics which interact throughout the process. Group theory differs from trait-based theories by studying leadership as a collective process according to Northouse (2022). Research suggests that Tuckman’s (1965) model simplifies the complex dynamics of group development although it provides a systematic framework. Forsyth (2018) investigates how cultural differences along with interpersonal tensions and power dynamics influence leadership dynamics in actual organizational settings. Leaders need to maintain equilibrium between these variables in order to direct groups toward shared targets (Lewin, 1948). |
4
**## matrixassignmentweek1.docx**
1
**Matrix Assignment**
Thaddeus Cain
OGL-510
Dr. Sean Williams
January 19, 2024
Comprehensive Theory Matrix
| | | | | |
| — | — | — | — | — |
| Theory/Model | Foundations | Foundations | Research | Notes |
| Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
| Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
| Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
| Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
| Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |
References
Ezeasoibe, K. A. (2025).
_Examining Leadership Impact on School Climate_.
[Link](https://scholar.uwindsor.ca/major-papers/328/).
GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
[https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)
Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
_AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
_3_(1), 51-61.
[http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)
Makumbe, W. (2025).
_Leadership and Organizational Commitment in Telecoms_.
[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)
Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).
Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)
**## matrixassignmentweek1.docx**
1
**Matrix Assignment**
Thaddeus Cain
OGL-510
Dr. Sean Williams
January 19, 2024
Comprehensive Theory Matrix
| | | | | |
| — | — | — | — | — |
| Theory/Model | Foundations | Foundations | Research | Notes |
| Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
| Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
| Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
| Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
| Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |
References
Ezeasoibe, K. A. (2025).
_Examining Leadership Impact on School Climate_.
[Link](https://scholar.uwindsor.ca/major-papers/328/).
GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
[https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)
Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
_AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
_3_(1), 51-61.
[http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)
Makumbe, W. (2025).
_Leadership and Organizational Commitment in Telecoms_.
[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)
Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).
Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)
**## FeedbackfromMatrixAssignment.docx**
Feedback
You're about half way there on this one because you need two or three key theories each week/ module. For example, what about the leadership grid? How is that related to traits theory? The idea is to summarize new theories each week and then to compare the new stuff to the older stuff to build a genealogy of concepts. How are all the theories related?
For the next round, also please combine the documents so that you're submitting one document that continues to grow with the each week. All the old and new stuff should be in a single document.
**## OverviewDirections.docx**
**Overview**
Since we will be surveying and studying a great amount of foundational research that will serve you well in other courses related to leadership, this assignment is intended to help you develop your own method for organizing and retrieving important and relevant models and theories. You will create a comprehensive theory matrix for organizing pertinent information on each model/theory. After completing each module, you will submit your theory matrix over the notes and readings. Organizing the notes will include at a minimum:
·
**Foundations: What is the vital info of this theory?**
·
**Scholars: Who are the major researchers?**
·
**Research: Reference list of some of the articles and publications related to this model/theory**
·
**Notes: Reflections or thoughts as desired**
Please refer to Module 1 for a downloadable version of the matrix. Please continue to add to one document so that each module the document grows. Submit the entire document to show the progression of theories you've collected.
**## grouptheoryapproachWK4.docx**
**Group Theory**
Thaddeus Cain
Arizona State University
Orgl 510
Dr. Williams
January 27, 2024
**Table of Context**
| | |
| — | — |
| **Theory** | **Page Numbers** |
| Great Man | 3 |
| Trait (Big 5) | 4-6 |
| Group Theory | |
| Behavioral Approach | |
| Leader Emergence | |
| Bases of Power | |
| Leadership and Influence | |
| Situational Theory | |
| Path-Goal Theory | |
**PLEASE ADD THESE THEORIES IN THIS ORDER. YOU ALREADY DID GROUP THEORY, BUT PLACE GREAT MAN IN FIRST AND THEN GROUP THEORY, BEHAVIORAL THEORY AND SITUATIONAL APPROACH/PATH-GOAL THEORY IN THIS ORDER**
**Great Man Theory Week 1**
**Group Theory Week 2**
**Behavioral Approach Week 3**
**Situational Approach/Path-goal theory Week 4**
| | |
| — | — |
| Scholars | Northouse, P. G. (2024). |
| Vital Information <br>_Foundations, Arguments, Assumptions_ | Groups show consistent evolution through member interactions that both shape and respond to their members' behavior. A shared interactive approach defines leadership since leaders support teams in reaching their unified goals. The fundamental principle suggests that group success depends on combined leadership efforts rather than individual mandate. People must work together to resolve conflicts and communicate effectively. Leaders help groups transition between stages while keeping members aligned and generating cooperative dynamics to achieve maximum performance outcomes.Through group theory leaders emerge organically from within teams making them reliant upon collective effort. Leadership happens organically because members form relationships with each other rather than external parties creating it. According to Tuckman's model groups move through five developmental phases which include forming, storming, norming, performing and adjourning. Each part of the process features different hurdles and marks of achievement. Leaders serve as crucial elements for managing group transitions during which they guarantee lasting cohesion between members. Forsyth enhances the leadership framework by analyzing power structures and cultural influences together with groupthink processes. |
| Research: <br>_Reference list of some of the articles and publications related to this model/theory_ | Forsyth, 2018; <br>Tuckman, 1965; <br>Lewin, 1948; <br>Northouse, 2022 |
| Applications<br>_Examples_ | Workplace team-building activities use this model as do project management teams with elevated challenges and athletes who seek team unity. The application of Tuckman’s model happens frequently in corporate team settings to boost their performance results (Tuckman, 1965). Leadership knowledge about group behavior enables them to lead conflict resolution efforts, strengthen communication channels and create innovative solutions. Group theory provides classrooms with a framework for organizing collaborative projects to achieve equitable student engagement. |
| Context<br>_Relates to other theories_ | Group theory demonstrates compatibility with Situational Leadership and Leader-Member Exchange (LMX) leadership theories that focus on leader adjustments according to group requirements. The concept of Situational Leadership focuses on leader adjustment through group maturity levels and challenges while LMX examines the connection quality between leaders and their individual group members. The theories extend group theory by creating models which demonstrate how relationship building and adaptability increase leadership success among diverse teams. |
| Notes:<br>_Reflections etc._ | Group theory demonstrates how leadership stems from collective dynamics which interact throughout the process. Group theory differs from trait-based theories by studying leadership as a collective process according to Northouse (2022). Research suggests that Tuckman’s (1965) model simplifies the complex dynamics of group development although it provides a systematic framework. Forsyth (2018) investigates how cultural differences along with interpersonal tensions and power dynamics influence leadership dynamics in actual organizational settings. Leaders need to maintain equilibrium between these variables in order to direct groups toward shared targets (Lewin, 1948). |
4
**## matrixassignmentweek1.docx**
1
**Matrix Assignment**
Thaddeus Cain
OGL-510
Dr. Sean Williams
January 19, 2024
Comprehensive Theory Matrix
| | | | | |
| — | — | — | — | — |
| Theory/Model | Foundations | Foundations | Research | Notes |
| Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
| Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
| Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
| Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
| Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |
References
Ezeasoibe, K. A. (2025).
_Examining Leadership Impact on School Climate_.
[Link](https://scholar.uwindsor.ca/major-papers/328/).
GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
[https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)
Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
_AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
_3_(1), 51-61.
[http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)
Makumbe, W. (2025).
_Leadership and Organizational Commitment in Telecoms_.
[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)
Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).
Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)
**## FeedbackfromMatrixAssignment.docx**
Feedback
You're about half way there on this one because you need two or three key theories each week/ module. For example, what about the leadership grid? How is that related to traits theory? The idea is to summarize new theories each week and then to compare the new stuff to the older stuff to build a genealogy of concepts. How are all the theories related?
For the next round, also please combine the documents so that you're submitting one document that continues to grow with the each week. All the old and new stuff should be in a single document.
**## OverviewDirections.docx**
**Overview**
Since we will be surveying and studying a great amount of foundational research that will serve you well in other courses related to leadership, this assignment is intended to help you develop your own method for organizing and retrieving important and relevant models and theories. You will create a comprehensive theory matrix for organizing pertinent information on each model/theory. After completing each module, you will submit your theory matrix over the notes and readings. Organizing the notes will include at a minimum:
·
**Foundations: What is the vital info of this theory?**
·
**Scholars: Who are the major researchers?**
·
**Research: Reference list of some of the articles and publications related to this model/theory**
·
**Notes: Reflections or thoughts as desired**
Please refer to Module 1 for a downloadable version of the matrix. Please continue to add to one document so that each module the document grows. Submit the entire document to show the progression of theories you've collected.
**## grouptheoryapproachWK4.docx**
**Group Theory**
Thaddeus Cain
Arizona State University
Orgl 510
Dr. Williams
January 27, 2024
**Table of Context**
| | |
| — | — |
| **Theory** | **Page Numbers** |
| Great Man | 3 |
| Trait (Big 5) | 4-6 |
| Group Theory | |
| Behavioral Approach | |
| Leader Emergence | |
| Bases of Power | |
| Leadership and Influence | |
| Situational Theory | |
| Path-Goal Theory | |
**PLEASE ADD THESE THEORIES IN THIS ORDER. YOU ALREADY DID GROUP THEORY, BUT PLACE GREAT MAN IN FIRST AND THEN GROUP THEORY, BEHAVIORAL THEORY AND SITUATIONAL APPROACH/PATH-GOAL THEORY IN THIS ORDER**
**Great Man Theory Week 1**
**Group Theory Week 2**
**Behavioral Approach Week 3**
**Situational Approach/Path-goal theory Week 4**
| | |
| — | — |
| Scholars | Northouse, P. G. (2024). |
| Vital Information <br>_Foundations, Arguments, Assumptions_ | Groups show consistent evolution through member interactions that both shape and respond to their members' behavior. A shared interactive approach defines leadership since leaders support teams in reaching their unified goals. The fundamental principle suggests that group success depends on combined leadership efforts rather than individual mandate. People must work together to resolve conflicts and communicate effectively. Leaders help groups transition between stages while keeping members aligned and generating cooperative dynamics to achieve maximum performance outcomes.Through group theory leaders emerge organically from within teams making them reliant upon collective effort. Leadership happens organically because members form relationships with each other rather than external parties creating it. According to Tuckman's model groups move through five developmental phases which include forming, storming, norming, performing and adjourning. Each part of the process features different hurdles and marks of achievement. Leaders serve as crucial elements for managing group transitions during which they guarantee lasting cohesion between members. Forsyth enhances the leadership framework by analyzing power structures and cultural influences together with groupthink processes. |
| Research: <br>_Reference list of some of the articles and publications related to this model/theory_ | Forsyth, 2018; <br>Tuckman, 1965; <br>Lewin, 1948; <br>Northouse, 2022 |
| Applications<br>_Examples_ | Workplace team-building activities use this model as do project management teams with elevated challenges and athletes who seek team unity. The application of Tuckman’s model happens frequently in corporate team settings to boost their performance results (Tuckman, 1965). Leadership knowledge about group behavior enables them to lead conflict resolution efforts, strengthen communication channels and create innovative solutions. Group theory provides classrooms with a framework for organizing collaborative projects to achieve equitable student engagement. |
| Context<br>_Relates to other theories_ | Group theory demonstrates compatibility with Situational Leadership and Leader-Member Exchange (LMX) leadership theories that focus on leader adjustments according to group requirements. The concept of Situational Leadership focuses on leader adjustment through group maturity levels and challenges while LMX examines the connection quality between leaders and their individual group members. The theories extend group theory by creating models which demonstrate how relationship building and adaptability increase leadership success among diverse teams. |
| Notes:<br>_Reflections etc._ | Group theory demonstrates how leadership stems from collective dynamics which interact throughout the process. Group theory differs from trait-based theories by studying leadership as a collective process according to Northouse (2022). Research suggests that Tuckman’s (1965) model simplifies the complex dynamics of group development although it provides a systematic framework. Forsyth (2018) investigates how cultural differences along with interpersonal tensions and power dynamics influence leadership dynamics in actual organizational settings. Leaders need to maintain equilibrium between these variables in order to direct groups toward shared targets (Lewin, 1948). |
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**## matrixassignmentweek1.docx**
1
**Matrix Assignment**
Thaddeus Cain
OGL-510
Dr. Sean Williams
January 19, 2024
Comprehensive Theory Matrix
| | | | | |
| — | — | — | — | — |
| Theory/Model | Foundations | Foundations | Research | Notes |
| Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
| Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
| Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
| Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
| Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |
References
Ezeasoibe, K. A. (2025).
_Examining Leadership Impact on School Climate_.
[Link](https://scholar.uwindsor.ca/major-papers/328/).
GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
[https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)
Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
_AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
_3_(1), 51-61.
[http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)
Makumbe, W. (2025).
_Leadership and Organizational Commitment in Telecoms_.
[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)
Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).
Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)