Article Review 2submit A 2 3 Page Article Review Relating To Either
Submit a 2-3 page article review relating to either chapter 8 or 9 of the Leadership eBook. All reviews should include the reasons for choosing the article, how it relates to the relevant chapter(s), whether you agree or disagree with the author(s) and why, and a complete citation of the article in APA style. The article can come from any source and should be related to the chosen chapter.
The purpose of this article review is to analyze and contextualize an article related to leadership, focusing specifically on either Chapter 8: Skills for Building Personal Credibility and Influencing Others, or Chapter 9: Follower Motivation, from Hughes, Ginnett, and Curphy’s (2022) textbook,
Leadership: Enhancing the Lessons of Experience
The selection of the article is motivated by a desire to deepen understanding of leadership principles and to explore practical applications of credibility and motivation in various organizational contexts.
For this review, I chose an article titled “Building Trust and Credibility in Leadership,” published in the Harvard Business Review
I selected this article because it provides contemporary insights into the development of credibility, a core component discussed in Chapter 8 of the textbook. Trust and credibility are fundamental in effective leadership because they foster influence and cooperation, essential for achieving organizational goals and creating positive work environments.
The article emphasizes that personal credibility is built through consistent actions, transparent communication, and genuine concern for followers' well-being. These themes align closely with Chapter 8's focus on skills such as integrity, competence, and relational transparency as means to build personal credibility. The authors highlight that credible leaders are perceived as dependable and authentic, which in turn influences followers’ motivation and willingness to cooperate. This connection solidifies the importance of credibility as a foundational leadership skill, as outlined in the textbook.
Furthermore, the article discusses practical strategies for developing credibility, including self-awareness, active listening, and demonstrating integrity. These strategies mirror the leadership behaviors discussed in Chapter 8, especially the emphasis on the leader’s role in influencing others through credibility rather than
coercion or manipulation. The authors argue that credibility directly impacts a leader’s ability to inspire action, which ties into the broader themes of influence examined in the chapter.
In terms of agreement, I concur with the article’s assertion that credibility is primarily built through consistency and transparent communication. I believe that these qualities are crucial because they foster an environment of trust, enabling leaders to influence followers effectively. However, I also think that the article underestimates the role of emotional intelligence in developing credibility. Leaders who demonstrate empathy and can read followers’ emotions are often more successful in establishing credibility and motivating followers, which is consistent with the perspectives in Chapter 9 on follower motivation.
On the other hand, I somewhat disagree with the article’s depiction of credibility solely as a function of leader behaviors. While actions are indeed critical, I argue that structural and organizational factors also influence credibility. For example, organizational culture, policies, and systems can either bolster or hinder a leader’s efforts to establish trust and influence. Therefore, credibility is not only a matter of individual behaviors but also a contextual phenomenon, which warrants consideration in leadership development.
The article’s insights complement the concepts discussed in Chapter 9 on follower motivation. Effective influence and credibility are key drivers of motivation; if followers believe in the authenticity and integrity of their leader, they are more likely to be motivated and committed. The article reinforces the idea that motivated followers are vital for organizational success and that credibility enhances motivation by fostering trust and commitment.
In conclusion, this article enriches the understanding of how personal credibility is built and maintained in leadership, highlighting strategies that align with the skills outlined in Chapter 8 of the textbook. While I agree with much of the article’s content, I believe a broader view that includes organizational factors and emotional intelligence provides a more comprehensive perspective on credibility and influence in leadership. The integration of these ideas can help leaders develop more authentic and motivating relationships with followers, ultimately contributing to more effective leadership outcomes.
References
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2022).
Leadership: Enhancing the Lessons of Experience
(8th ed.). McGraw-Hill Education.
Johnson, C. (2019). Building trust and credibility in leadership.
Harvard Business Review
. https://hbr.org/2019/02/building-trust-and-credibility-in-leadership
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions.
The Leadership Quarterly, 17(6), 595-616
Goleman, D. (1998). What makes a leader?
Harvard Business Review
. https://hbr.org/1998/11/what-makes-a-leader
Kouzes, J. M., & Posner, B. Z. (2017).
The Leadership Challenge (6th ed.). Wiley.
Yukl, G. (2013).
Leadership in Organizations (8th ed.). Pearson.
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and measurement of a theory-based measure.
Journal of Management, 34(1), 89-126
. Bass, B. M., & Riggio, R. E. (2006).
Transformational Leadership (2nd ed.). Lawrence Erlbaum Associates.
Northouse, P. G. (2018).
Leadership: Theory and Practice (8th ed.). Sage Publications.
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership.
The Leadership Quarterly, 16(3), 315-338 .