What are the contributions and limitations of your analysis in terms of theory and practice?
MSc HRM

LEADERSHIP AND MANAGEMENT
Coursework Essay

Kindly read all instructions!!!

ASSESSMENT

The essays should be typed in 12 points and double-spaced with 1-inch margins (font: Times New Roman or Arial). Figures and Tables are to be used sparingly and numbered sequentially, and more extensive data is to be attached as appendices at the end.
Quality of presentation and format:
A clear , logical structure of the assignment
A competent level of English
Full Harvard- style referencing
Assignment Brief
Essay:
You are required to write a 2,500 word essay (excluding references) on one of the topics below. You are expected to use relevant theory to support your answer and critically evaluate the academic debate on the topic. You could also use relevant data and/ or case examples to illustrate your argument but merely describing cases in detail is not a good approach. Since the topics are set in a general way, you could specify them further and justify your particular approach. Some references are suggested for your start but you need to make an effort to search for more literature to support your analysis and argument.

Word Allowance:
2,500 words (excluding notes, references and appendices)

Topics:

1.“Effective leadership is contingent upon cultural and institutional environment of a professional context or an institutional field.” Discuss and evaluate the methods by which organisations can develop effective leaders with reference to a particular profession such as law, accountancy, medicine, architecture, design or art.
Gardner, H. (1995). Leading Minds: An Anatomy of Leadership, New York: Basic Books
Gardner, H. (1993). Creating Minds: An Anatomy of Creativity, New York: Basic Books.
Hatch, M., Kostera, M. & Koźmiński, A.K. (2005). The Three Facets of Leadership: Manager, Artist, Priest, Oxford: Blackwell Publishing.
Hunt, J.G., Stelluto, G.E., Hooijberg, R. (2004). “Toward new-wave organization creativity: Beyond romance and analogy in the relationship between orchestra-conductor leadership and musician creativity”, The Leadership Quarterly, 15, pp.145-162.
Kramer, M.W. & Crespy, D.A. (2011). “Communicating collaborative leadership”, The Leadership Quarterly, 22: 1024-1037.
Scott, W.R. (2008). “Lords of the Dance: Professionals as Institutional Agents”, Organization Studies, 29(2): 219-238.

2.Critically evaluate the social and political conditions for developing female leadership in a particular country.
Alvesson, M. and Billing, Y. D. (1992). Gender and organization: Towards a differentiated understanding. Organization Studies, 13(1): 73-103.
Astin, R. and Leland, K. (1992) Leadership: Why Gender and Culture Matter. American Psychologist, 65, 157-170.
Bowen, C., Swim, J. K., & Jacobs, R. R. (2000). Evaluating gender biases on actual job performance of real people: A meta-analysis. Journal of Applied Social Psychology, 30(10): 2194-2215.
Burke, R. J. and Davidson, M. J. (eds.) (2012). Women in Management Worldwide: Progress and Prospects. London: Gower Publishing.
Cooke, F. L. (2001). Equal opportunities? The role of legislation and public policies in women’s employment in China, Women in Management Review, 16 (7): 334–348.
Cooke, F. L. (2003). Equal opportunities? Women’s managerial careers in government organizations in China, International Journal of Human Resource Management, 14(2): 31–333.
Cotter, D. A., Hermsen, J. M., Ovadia, S. and Vanneman, R. (2001). The Glass Ceiling Effect. Social Forces, 80(2): 655-681.
Eagly, A. H., and Carli, L. L. (2003). The female leadership advantage: An evaluation of the evidence. Leadership Quarterly, 14(6): 807–834.
Kanter, R. M. (1977) Men and Women of the Corporation. New York: Basic Books.
Koenig, A. M. (et al.) (2011). Are Leader Stereotypes Masculine? A Meta-Analysis of Three Research Paradigms, Psychological Bulletin, 137(4): 616-642.
Marshall, M. W. (1991). Leadership Development through Experience. Academic of Management Executive, 18(3):127-130
Ryan, M.K. and Haslam, S.A. (2005). The Glass Cliff: Evidence that Women Are Over-Represented in Precarious Leadership Positions, British Journal of Management, 16(2): 81-90.
Ryan, M.K., Haslam, S. A. and Hersby, M. D. (2011). Think Crisis–Think Female: The Glass Cliff and Contextual Variation in the Think Manager–Think Male Stereotype, Journal of Applied Psychology, 96(3): 470-484.
Schein, V. E. (2007). A Global Look at Psychological Barriers to Women’s Progress in Management. Journal of Social Issues, 57(4): 675-688.
Singh, V and Vinnicombe, S. (2003). The 2003 Female FTSE Index. Women Pass a Milestone: 101 Directorships on the FTSE 100 Boards. Cranfield School of Management, Cranfield University.

3.What are the core features of an ethical leadership approach? Discuss and evaluate in relation to E. P. Thompson’s theory of moral economy.
Brown, M.E. & Treviño, L.K. (2006). “Ethical leadership: A review and future directions”, The Leadership Quarterly, 17, pp.595-616.
Carroll, A.B. (2000). “Ethical challenges for business in the new millennium: Corporate social responsibility and models of management morality, Business Ethics Quarterly, Vol.10, Is.1, pp.33-42.
Christian J., Resick, C.J., Hanges, P.J., Dickson, M.W. & Mitchelson J.K. (2006). “A Cross-Cultural Examination of the Endorsement of Ethical Leadership”, Journal of Business Ethics, 63, pp.345-359.
Maak, T. (2007). “Responsible leadership, stakeholder engagement, and the emergence of social capital”, Journal of Business Ethics, 74, pp.329-343.
Thompson, E. P. (1971). “The Moral Economy of the English Crowd in the 18th
Century”. Past & Present, 50, pp.76-136.
Williamson, T. (2008). “The good society and the good soul: Plato’s Republic on leadership”, The Leadership Quarterly, 19: 397-408.

4.Critically evaluate the ways in which leaders can manage creativity and innovation in the context of the digital economy with a case illustration.
Amabile, T. (1998). “How to kill creativity”, Harvard Business Review, pp.77-87.
Barsh, J., Capozzi, M. M. and Davidson, J. (2008). “Leadership and innovation”, McKinsey Quarterly, No. 1, 37-47.
Deuze, M. (2006). “Participation, remediation, bricolage: Considering principal components of a digital culture”, The Information Society, 22, pp.63-75.
Mumford, M.D., Scott, G.M., Gaddis, B. & Strange, J.M. (2002). “Leading creative people: Orchestrating expertise and relationships”, The Leadership Quarterly 13, pp.705-750.

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