Appendix 1: Literature Review
Article Theme Keywords Leadership
Framework 1. Conger, J. A. &
Benjamin, B. (1999).
Building Leaders How Successful Companies Develop The Next Generation
Potential leaders are evaluated under three key dimensions, with a total of nine core leadership behaviors and characteristics, to determine if they’re suitable leaders.
Knowledge, Charisma, Flexibility, Social skills, Traits
Charismatic leadership, Individual consideration, Intellectual
stimulation, Courage, Dependability, Flexibility, Integrity, Judgment, Respect for others
2. Goffee, R. & Jones, G. (2004). What makes a leader?
Leaders in top
management have few traits in common, which is to be explained.
Social skills, Traits Reveal your
weaknesses, ability to read situations, concern for
employees, use their differences
3. Goleman, D. (2004).
What makes a leader?
There are five skills that enable the best leaders to maximize their own and their follower’s
performance.
Social skills, Cognitive skills, Emotional intelligence, Traits
Self-awareness, self-regulation, motivation, empathy,
social skill
4. Mumford et al.
(2000). Leadership skills for a changing world: Solving complex social problems
Describes a capability model for
understanding leader performance in
organizational settings, considering both skill and knowledge requirements.
Social skills, Cognitive skills, Knowledge, Experience, Environment
Motivation, Problem-solving skills, Social judgment & social skills, Knowledge, Career experiences, Environmental influences
5. Pendleton, D. &
Furnham, A. (2017) Ledelse: Alt du behøver at vide
Chapter three in this book introduces three
Social skills, Creative thinking, Strategic skills, Emotional intelligence,
Four skills: Create an opinion, relations work, visionwork, ingenuity
(chapter 3) domains in the
organization where the leader have an
influence and four skills that is essential for leadership
Communication, Three domains: The strategic domain (Works like the head), the operationelle domain (arms and legs), and the
interpersonal domain (heart). Essense in leadership is where these domains overlaps.
6. Pendleton, D. &
Furnham, A. (2017) Ledelse: Alt du behøver at vide (chapter 4)
Chapter four focus on five prerequisites that leaders must have to effectively lead their subordinates.
Charisma,
Traits, Social skills, Focus, Strategic skill, Cognitive skills
The five prerequisites are: Inspiration, focus, release employee potential, contingency, learning.
7. Waters, T. &
Cameron, G. (2007).
The Balanced Leadership Framework:
Connecting vision with action (pp. 1-9)
A meta-analysis to determine the relationship between student achievement and school-level leadership.
Knowledge, Communication, Social skills Flexibility, Contingency
Culture, Order, Discipline, Resources, Involvement, Focus, Knowledge, Visibility, Contingent rewards, Communication, Outreach, Input, Affirmation,
Relationship, Change agent, Optimize, Ideals,
Monitor/evaluate, Flexibility, Situational awareness, Intellectual stimulation
8. Mumford et al.
(2017). Cognitive skills and leadership performance: The nine critical skills
Examine the nature of the knowledge or expertise that individuals need, in order to perform leadership tasks.
Cognitive skills, Knowledge, Strategic skills
Problem definition, Cause/goal analysis, Constraint analysis, Planning, Forecasting, Creative thinking, Idea evaluation, Wisdom, Sensemaking/vision.
9. Storey, John.
(2004). Leadership in Organizations
Understanding the importance of credibility, soul, reflexivity, emotions,
Emotional intelligence, Social skills,
Experience, Cognitive skills
Understanding
importance of personal transformation, learning and making sense of experience, demonstrate insight, flexibility.
openness to experience and value.
10. Northouse, Peter G. (2010). Leadership:
Theory and Practice (5th ed., chapter 2)
Provides an overview of the trait approach to leadership and some of the major character traits related to leadership
Social skills,
Emotional intelligence, Traits
Intelligence, Self-confidence, Determination, Integrity, Sociability
11. Northouse, Peter G. (2010). Leadership:
Theory and Practice (5th ed., chapter 3)
Provides an overview of the skills approach to leadership, and introduces the skills-based capability model to leadership by Mumford et al. Unlike traits, skills can be developed and improved.
Social skills, Knowledge, Cognitive skills, Environment
Problem-solving skills, Social judgment skills, Knowledge, Cognitive abilities, Motivation, Personality, Career experiences, Environmental influences
12. Northouse, Peter G. (2010). Leadership:
Theory and Practice (5th ed., chapter 4)
Provides an overview of the style approach to leadership, which emphasizes the behaviour of the leader, instead of characteristics or capabilities.
Social skills, Knowledge, Flexibility, Contingency
Task behaviour, Relationship behaviour
13. Northouse, Peter G. (2010). Leadership:
Theory and Practice (5th ed., chapter 5)
Provides an overview of the situational approach to leadership, which states that different situations demand different leaders in order to
Social skills, Knowledge, Motivation, Flexibility, Contingency, Environment
Directive (task) behaviour, supportive (relationship)
behaviour
achieve effective leadership.
14. Northouse, Peter G. (2010). Leadership:
Theory and Practice (5th ed., chapter 6)
Provides an overview of contingency theory in leadership, which states that a leader’s effectiveness depends on how well the leader’s style fits the context.
Contingency, Knowledge
Leader-member relations, Task structure, Position power, Least preferred coworker
15. Northouse, Peter G. (2010). Leadership:
Theory and Practice (5th ed., chapter 9)
Describes the transformational approach to leadership, which can be used in many situations, from specific attempts to influence someone one-to-one or to change an entire organization or culture.
Communication, Charisma, Traits
Dominant, Desire to influence, Self-confident, Strong moral values, Role model, Competence, Articulated goals, Communication, Confidence, Motives
16. Northouse, Peter G. (2010). Leadership:
Theory and Practice (5th ed., chapter 11)
Describes team leadership and the team leadership model, which can be used to help leaders diagnose team problems and take appropriate action. It can also help leaders take specific actions to improve team effectiveness.
Social skills, Environment, Communication, Knowledge
Task-related: Goal focusing, structuring, facilitating, training, maintaining standards.
Relational-related:
Coaching, collaborating, managing conflict, building commitment, satisfying needs, modeling principles.
Environmental:
Networking, advocating,
negotiating, buffering, assessing, sharing information
17. Northouse, Peter G. (2010). Leadership:
Theory and Practice (5th ed., chapter 14)
Describes the impact that cultures has on leadership due to globalization. Leaders now need to be competent in cross-cultural awareness and practice.
Flexibility, Social skills, Environment, Communication, Knowledge
Understanding business, political and cultural environments worldwide.
Learn the perspectives, tastes, trends and technologies of other cultures. Work with people from multiple cultures. Adapt to living and
communicating in other cultures. Relate to people from other cultures from a position of equality.
18. Mumford et al.
(2007). The leadership skills strataplex:
Leadership skill requirements across organizational levels
Examining the four general leadership categories and its variations in different layers and segments.
The skill requirement emerge at different organizational levels and that jobs at higher levels of the
organization require higher levels of all leadership skills.
Cognitive skills, Social skills, Business skills,
Strategic skills, Knowledge, Communication
For general categories:
Cognitive skills:
Collecting, processing, dissemination and communication.
Interpersonal skills:
social judgement, perceptiveness, understanding others, coordination and negotiation.
Business skills: Create context, resources, individual and management skills.
Strategic skills:
Planning, visioning, perception.
19. Hunt, J.G. (1967).
Fiedler’s leadership contingency model: An empirical test in three organizations.
Classifying leaders into task-oriented and relationship-oriented styles. There are 21 aspects that the leader will rate a person on, which will determine what style the leader is
Knowledge, Social skills, Contingency
Scaling 1-8 of pleasant/unpleasant and
friendly/unfriendly.
Least preferred co-worker.
20. Behrendt, et. al.
(2017). An integrative
This article looks at leadership behavior
Knowledge, Social skills
Task-oriented behaviors:
Enhancing understanding,
model of leadership behavior.
that is informed by established
psychological theories.
The article propose three task-oriented behavior and three relation oriented behavior
Strengthening motivation, Facilitating implementation Relationship-oriented behaviors: Fostering coordination, Promoting cooperation,
Activating resources
21. Reinout E. de Vries, et. al. (2010).
Leadership =
Communication? The Relations of Leaders’
Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes
How communication have an influence on leaderships. Using supportive and dominant style of communication and seven main
communication style dimensions.
Communication,
Knowledge Supportive
communication:
Higher satisfaction.
Dominant style: Less satisfaction.
Seven communication styles: Expressiveness, Preciseness, Niceness, Supportiveness, Verbal Aggressiveness, (Expressed) Emotional Tension (or, reversed, Assuredness), and Argumentativeness.
22. Germain, M. L.
(2012). Traits and Skills theories as the Nexus Between Leadership and Expertise: Reality or Fallacy?
Leadership is
something people are born with. They posses specific traits. Other theories however, says that leaders can be made. Traits vs. Skills
Traits, Cognitive skills,
Knowledge
Traits: drive, the desire to lead, Honesty and integrity,
Self-confidence, Cognitive ability, and knowledge of the business.
Skill perspective:
Intelligence, problem-solving skills, social judgement skills.