Doctoral Study and Scholar Practitioner
Doctoral Study and Scholar Practitioner
Its important that the writer use in text citations for this paper to support the comments
The writer will have to read each of this post and react to it by commenting, analyzing and supporting with relevant articles. The writer will have to read carefully before giving constructive comments or criticism on the post. The writer should write a one paragraph of at least 150 words. APA and in text citation must be use as each respond to the 4 article must have in text citations. The writer will have to use an article to supports his comments and criticism on each of the article. Address the content of each post below in a one paragraph each, analysis and evaluation of the topic, as well as the integration of relevant resources. The writer cannot just say “I agree or disagree” the writer must constructively support and use relevant sources to support his point why expanding on the article.
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Article 1: Doctoral Study and Scholar Practitioner Model
Well established healthy relationship between leaders and their followers is being emphasized in this article. The basis of corporate influence is seen to be closely intertwined with the prowess and the character of its leadership. According to the author the pursuance of professional training for practice rather than for academic purposes will have a significant effort in changing organizational leadership; empowering staff/ employees and improving cooperation between leadership and the ones who are described as their followers. The author’s claims are in line with that of Uhl-Bien, Riggio, Lowe and Carsten in their 2014 study. The author claims that the doctoral study will better how he/ she will associate and relate to followers/ the ones he/she leads. This claim is rational since better academic qualification enables one to understand people more; to learn how to meet their needs and on how to satisfy them. This will have a direct effect on positive outcomes in an organization. With further education, leaders will be in good position to develop better and effective strategies (Price & Vugt, 2014).
Article 2: Doctoral Study Impact on Improvement in Management & Business Practice
The author claims that the kind of leadership an organization keeps will determine environmental climate within the organization and the performance of its employees. The claim that completion of a doctoral study will help the business leaders to lay in better and more effective strategies is supported by Price and Vugt (2014). According to Zhu, Avolio and Walumbwa (2009) transformational leadership will have a positive and critical role in improving relationships among employees. Through transformational leadership the leadership and workforce will work together for the common good of individuals which will enable the organization to attain its goals. Transformational leadership will empower employees, work relationships which will see development of efficient business practices. Cooperation between leadership and employees achieved through transformational leadership will ensure that an organization achieves desired profitability. Transformational leadership is necessary for an organization to achieve global competitiveness, being economically viable and in the achievement of a social change. Yes, transformational leadership will ensure the development of effective and up to date strategies (Northouse, 2013).
Northouse, P. G. (2013). Leadership Defined. In L. Shaw, P. Quinlin, & M. Stanley (6th Ed), Leadership: Theory and Practice (pp. 185-217). Thousand Oaks, CA: SAGE Publications.
Price, M. E., & Vugt, M. V. (2014). The evolution of leader – follower reciprocity: the theory of service – for – prestige. Front Hum Neurosci, 8, 363.
Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K, (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25(1), 83-104. http://doi:10.1016/j.leagua.2013.11.007
Zhu, W., Avolio, B.J., & Walumbwa, F.O. (2009). Moderating role of follower characteristics with transformational leadership and follower work engagement. Group Organization Management. 34, 590-619. http://doi:10.1177/1059601108331242
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