MLA Literature Review Sample

2.1Introduction
Chapter2:LiteratureReview
WhatistheImpactofLeadershipStyleson
IssuesSurroundingGenderandEqualityin
aMaleDominatedEntity?
Thissectionofthepaperreviewstheliteraturewhichhasbeenusedbyother
peopleinconnectingtotheleadershipstyles,aswelastheirimpactongenderand
equality,especialyinamaledominatedentity.Oneorganizationincludedinthe
studyisABCAutoShop.Theresearchworkofothersandmaterialsgivebasisinthe
formationofagreatargumentintermsofansweringaspecificresearchquestion.
Bydefinition,leadershipreferstothecriticalmanagementamongemployees,
subordinatesorfolowersinamoreorganizedway,withthepurposeofatainingthe
samegoal.AsexplainedbyNorton(2012,p.7)“leadershipisasituationthatdwels
in the contextinvolving interaction between folowers and leaders,making
leadership welavailable to everyone.”Leadership can eitherbe assigned or
emergent,whereassignedleadershipisbasedsimplyonaperson’spositioninan
organization,oraspecificofice.Ontheotherhand,emergentleadershiprefersto
thetypeofleadershipinwhichpeopleassumesthatsomeoneiscapableofleading
them.The diference between these types ofleaderships is thatemergent
leadershipisachievedwiththehelpofotherpeople,sincetheindividualisinfluential
regardlessofthetitlethatthepersonhasintheorganization.
Therearecertainqualitiesthataredemonstratedbyleaders,makingthem
standoutfrom therestoftheotherworkmatesoremployeesinaworkplace.Aleader
thatisdependableisnotjustskiled,butcompetentatthesametime.Aleader
shouldalsosetanexampletofelow employeesandsubordinatesbecausetheyact
asthemirorofthecompany.Mathews(2001,p.108)explainsthatanefectiveand
eficientleadershouldbeequippedwiththreeimportantthings.One,theyneedtobe
abletounderstandpeople,havegenuineloveforthepeopletheyareleading,and
ththeyshouldalsobeabletohelptheirfolowers.

Byperformingthisstudy,itiseasytoutilizethedataforthepurposeof
comparison,andindeductingthetypeofleadershipstylethatismorerelatedtothis.
AsexplainedbyNorton(2012,p.21),themajorqualitiesinleadershipareintegrity,
inteligence,determination,sociabilityandself-confidence.Theleadershipstyles
alsoenablegenderequalityandsensitivitytobeapplicableonlyifthetypeof
leadershipuseddisplaysthem.Aleaderneedtobeagreeablewithemployees,
motivatingthem.Heorsheshouldalsohavecognitiveabilities,sociable,andopen.
Theworkplaceisrun and headed through variousstylesofleadership.Most
organizationsthataremaledominated,suchasinthecarmanufacturingfieldis
managedinawaythatwomenalwayshavetofacetheglassceiling,sotosay.This
situationmeansthatwomenusualytakealongtimebeforetheygetpromoted,or
begiventhechancetoheadanorganization.
Becauseoftheleadershipstylesrelatedtogender,“itisthewomenwhoare
usualythefocusofcommondiscussionsregardingtheimpactofgenderonan
organization’sleadership”(Eagle&Cal2009,p.784).Thereasonbehindthisis
becausemenusualyholdtheirpositions,withthevariousstylesofleadershipbeing
defined.Assuch,thereisnomoreneedtostudythem further.Forthisveryreason,it
isveryimportanttouseandevaluatetherelevantstylesonleadershipwhenit
comestodeterminingwhetheranytypeofgenderequalityisbeingpracticedin
organizationsthataremaledominated(AlenandSawyer2012,p.238).Eventhough
researchhasalreadybeencompletedfocusingontheinfluenceofwomen,onlylitle
agreementhas been achieved on how women actualy lead.Mostofthese
agreementsarebasedpurelyontheconceptoffeminism,focusingonlyonwhy
womenwerenotabletoleadratherthanfocusingonthediferentleadershipstyles
whichimpactsgenderequality(GrafandMartin2012,p.317).Theanalysisof
leadership and genderis considered a broad subject,where the socialrole
perspectiveconsidersthebehavior,togetherwithsomeexpectationsthatconstitute
theso-caledgenderroles.

Theissueinvolvinggenderrolesandleadershipwithintheworkplaceisnotjust
characterizedbyhierarchicalpositioning,butalsobythelimitationsandconstraints
ofgenderroles.Thisisbeingprovenbyresearchwhichiscariedintheorganization
understudy.Genderisalsousedinmaintainingimplicitbackgroundofrolesinthe
workplace.Leaderswhodependongendertendtobehavediferentlywithinthe
workplace(Gopher,MannaandDenson2005,p.8).Somemayevenhavedemocratic
behaviorusedinencouragingsubordinateswhileothersshow autocraticbehavior
thatendsupdiscouragingtheparticipationofemployeesandsubordinatesinthe
processofdecisionmaking(LuschiaandAmmon2012,p.154).
Thedomineeringandself-governingbehaviorsalsohavethesameatributes
suchasindirectiveandparticipativeleadership.Forexample,menareviewedas
morecontrolinganddominant,whichmeansthattheycanbemoredirectiveand
autocraticcomparedtowomen.Thisisalsoportrayedinthestudyconductedinthe
organization.
GilsandMcLawrence(2011,p.164)notedthattheautocraticform ofleadership
isatypeofleadershipwhereintheleaderistheonewhomakesthedecision.The
ideasandinformationflow form asingledirection,thatis,from themanagement,
goingtotheworkers.Theseautocraticleadersarealsoviewedasheavymindedand
narow mindedwhodonotliketosharepower(Taylor(2008,p.67).Thosewhoend
uptreatingtheiremployeeswithabitoffairnessanddecencyaretheoneswhoare
consideredasknowledgeable(BaseandRigor2011,p.209).
WorksCited
Alen,H.A.,&Sawyer,H.Managementandadministrationincriminaljustice:anapproachtoservicequality,Sage,LosAngeles.2012.
Base,H.Communicationandgenderattheworkplace.Aldershot[u.a].Simplegate,2011.
Eagle,G.A.,&Cal,A.S.Stateoftheartmarketingresearch.Chicago,Ilinois,AMA.2009.
Gils,K.,&McLawrence.Transformationalleadership.New York,New York.2011.
Graf,G.,&Martin,W.E.Areview onleadershiptheory,genderequalityandcompetencyframeworks.2012.
Gopher,P.,Manna,A.andDenson,E.,Scienceatwork:Rethinkinggenderequality.CincinnatiUniversitypress.New Brunswick,NJ.2005.
Luschia,G.&Ammon,U.Socialpsychologyatwork.WadsworthandThomson,Belmont,CA,2012.
Mathews,Y.“BusinessResearch”Practicalguideforstudents.4thedition.Streak:Macmilan,2001.
Norton,A.How toResearch.ABCPress,2012.
Taylor,K.G.Thediferenttypesofsocialresearch.OpenUniversityPress,2008.