Annotated Bibliography Sada Hye Jaman Walden Annotated Bibliography Bucur, I. . The effects of personality on managerial behavior. Economics, Management & Financial Markets, 7(3), 133-138, ISSN 1842-3191The author used previous research studies as their method of studying to prove that personality variables have a link to management behavior. These variables are useful in an organization because they are predictors of managerial behavior in regard to work role performance and proficiency. As a result it was evident that personality traits have an effect on managerial behavior. The author did not frame the research question clearly, but has provided enough evidence to show the correlation between leadership and the existing research contributions on management.
The author also communicated clearly, but the research method used is not the most appropriate. There was no sample size and no control for researcher bias because the author relied on the findings of other researchers. Bucur’s study focused on managerial behavior which offers insights for students specializing on leadership. Unlike what most studies students read on management behavior and job performance from other authors, Bucur goes an extra mile to identify other factors aside from resources and experience that have an effect on managerial behavior such as personality traits.
Students specializing in leadership learn of the key personality traits such as openness and perseverance that are beneficial to them as business students and future leaders. Minkes, A. L., & Foxall, G. R. (1980). Entrepreneurship, Strategy, and Organization: Individual and Organization in the behavior of the firm. Strategic Management Journal, 1(4), 295-301, DOI: 10.1002/smj. 4250010402Minkes and Foxall’s method of collecting data was the use of previous research studies to prove the effect of entrepreneurial behavior in large organizations.
Based on the information collected from these studies, it was evident that traditional studies focusing on economic theories of corporations do not have a positive impact on entrepreneurship. It was hard to identify the research question in the study, even when the authors focus on how the entrepreneurial process impacts businesses. However, Minkes and Foxall show students that there is a link between entrepreneurial behavior and the effect it has on the development of large firms. The research is replicable because the basis of the findings was originally retrieved from other studies. For students specializing in leadership or management, Minkes and Foxall’s study is useful because they learn how to avoid the drawbacks of being an entrepreneur.
The researcher gets several ideas from other researchers in the same field of study which should give students specializing in leadership the chance to come up with new and innovative ideas about the entrepreneurship process. Bhattacharyya, S. (2006). Entrepreneurship and Innovation: How Leadership Style Makes the Difference? Vikalpa: Journal for decision makers, 31(1), 107-115, AN 20500309The author used various case studies as a method of collecting data that shows how different leadership styles affect entrepreneurship creativity in organizations.
The findings in the study showed that the modern-day entrepreneurship needs to grow and survive to remain competitive. Bhattacharyya’s article is well-organized and it was easy to identify the research question which is the first thing one sees when reading the article. The author has also interlinked the management concepts and techniques and how they affect entrepreneurs. Though the author communicated clearly, it was not easy to identify the research findings. The research technique used was suitable since the author had the benefit of getting first hand information when working on various case studies.
This reduced the chances of bias. For students specializing in leadership, Bhattacharyya’s study provided them with the knowledge of what is expected of future leaders and entrepreneurs. From this study students also learn that entrepreneurs and business persons are two different concepts in management. For example, an entrepreneur has ideas and works with impossibilities while a businessperson works with ideas that are in existence. Smith, W. K., Besharov, M. L., Wessels, A.
K., & Chertok, M. (2012). A Paradoxical Leadership Model for Social Entrepreneurs: Challenges, Leadership Skills, and Pedagogical Tools for Managing Social and Commercial Demands. Academy Of Management Learning & Education, 11(3), 463-478, AN 83067019The authors’ topic was on leadership skills and the challenges affecting social enterprises. To show how leaders can effectively control the conflicting demands that always arise in organizations, the authors compiled data from previous studies. The authors also used a leadership model to show the implications of social enterprise curricula in a classroom setting and work setting. The authors used examples from work and classroom settings in their study.
They sought to demonstrate how educational tools of leadership have an impact on social entrepreneurship. However, the authors focused on only on existing theories and it indicated that the study findings were prone to bias. The authors’ study is useful for students specializing in leadership management because it informs them about the necessary managerial skills for dealing with conflicting demands in enterprises. The leadership model identified by the authors in their study also equips students with the critical decision-making skills necessary for solving complex, corporate problems in the corporate world. ReferencesBhattacharyya, S.
(2006). Entrepreneurship and Innovation: How Leadership Style Makes the Difference? Vikalpa: Journal for decision makers, 31(1), 107-115, AN 20500309Bucur, I. (2012). The effects of personality on managerial behavior. Economics, Management & Financial Markets, 7(3), 133-138, ISSN 1842-3191Minkes, A. L., & Foxall, G. R. (1980). Entrepreneurship, Strategy, and Organization: Individual and organization in the behavior of the firm. Strategic Management Journal, 1(4), 295-301. DOI: 10.1002/smj. 4250010402Smith, W. K., Besharov, M. L., Wessels, A. K., & Chertok, M. (2012).
A Paradoxical Leadership Model for Social Entrepreneurs: Challenges, Leadership Skills, and Pedagogical Tools for Managing Social and Commercial Demands. Academy Of Management Learning & Education, 11(3), 463-478, AN 83067019