¶ … Management Style Whereas there is no single universally appropriate management style, the authoritative style is arguably the best management style. An authoritative manager assertively and enthusiastically communicates the mission and vision of the group or organisation, clearly provides direction, and unambiguously articulates expectations. This ensures perfect, quick, and systematic execution of tasks. Though considered an authority, an authoritative leader allows their followers to use their own approaches in accomplishing the set goals and assigned tasks.

Annotated Bibliography

Zhang, J., Ahammad, M., Tarba, S., Cooper, C., Glaister, K., & Wang, J. (2015). The effect of leadership style on talent retention during merger and acquisition integration: evidence from China. The International Journal of Human Resource Management, 26(7), 1021-1050.

With evidence from mergers and acquisitions (M&As) in Chinese firms, the article argues that authoritative leadership, together with task-focused and relationship-focused leadership, positively affects talent retention as well as post-M&A integration. M&A's are crucial corporate-level strategies, and if not properly handled may not generate the desired outcomes. The authors of the article are affiliated with reputable institutions of higher learning in the UK, notably Nottingham Trent University, University of Sheffield, Lancaster University, University of Warwick, and University of Nottingham. This shows the credibility of the article. The article is important as it illustrates the significance of authoritative management in generating positive employee and organisational outcomes. It shows the appropriateness of the authoritative style of management, making it an ideal source of information for the research paper.

Gonos, J., & Gallo, P. (2013). Model for leadership style evaluation. Management: Journal of Contemporary Management, 18(2), 157-168.

This article compares the prevalence of four styles of management in firms: exploitative-authoritative, benevolent-authoritative, consultative, and participative. The survey indicates that authoritative management (exploitative-authoritative and benevolent-authoritative combined) was the most common style of management amongst the included firms. Though the study may not be representative of all firms, it shows the popularity of the authoritative management style. The authors of the article are management professors in Slovakian universities, meaning they have extensive knowledge of the subject. The relevance of the article stems from the fact it compares the authoritative style with other management styles. It provides important insights about why the authoritative management style may be the best compared to other styles. This makes the article ideal for the research paper.

Cenkci, A., & Ozcelik, G. (2015). Leadership styles and subordinate work engagement: the moderating impact of leader gender. Global Business & Management Research, 7(4), 8-20.

This article considers the implications of authoritative leadership versus benevolent leadership on employee outcomes. With evidence from 350 employees working in Turkish firms, the article shows that compared to authoritative leadership, benevolent leadership is more positively associated with work engagement and dedication. In other words, as subordinates are insignificantly involved in decision-making, the authoritative style of management may not empower employees or generate feelings of attachment to the organisation. One of the authors is a leadership and management

This shows that both authors are adequately knowledgeable in the subject matter. The article is relevant to the research paper as it demonstrates the negative implications authoritative management may have on an organisation, especially in terms of employee outcomes. It would be important to consider both sides of the debate.
Sternberg, R. (2013). Leadership styles for academic administrators: what works when? Change, 24-27.

This article, a perspective paper, provides a description of four leadership styles, and their appropriateness within the context of educational of administration: authoritarian, administratively-based authoritative, faculty-based authoritative, and laissez-faire. The general argument is that there is no single style that may fit all situations or produce optimal outcomes for all stakeholders. This means that the authoritative style may not be appropriate in some situations in spite of its advantages. The author of the article is the president of the University of Wyoming, and has served as a professor of psychology and education for more than three decades. This evidently demonstrates the author's extensive mastery of the subject. The article is relevant for the research as it provides a comprehensive description of various management and leadership styles, including the authoritative style.

Yu, P., Fang, S., & Wang, Y. (2016). Improving IT professionals job skills development: the use of management styles and individual cultural value orientation. Asia Pacific Management Review, 21, 63-73.

With reference to 280 professionals working in the information technology (IT) industry in Taiwan, this article demonstrates how the effectiveness of participative and authoritative management styles may vary with contextual factors such as organisational culture. The article specifically shows that authoritative tends to be more effective in a low innovation culture, while participative management tends to be more effective in a high innovation culture. In essence, the article demonstrates that authoritative management may at times hinder a culture of innovation and creativity in an organisation. The authors of the article are affiliated to the Department of Business Administration, National Cheng Kung University, Taiwan. This enhances the credibility of the article. The article is relevant for the topic as it extends the debate on the appropriateness of the authoritative style of management.

Chapman, A., Johnson, D., & Kilner, K. (2014). Leadership styles used by senior medical…