"LITERATURE REVIEW RESOURCES5years, received class credit for the study.The study examinedsupervisor’s leadership behavior, organizational identification,employees’ willingness to participate in unethical pro-organizationalbehavior. The researchers used various measurements and measures, theLikert scales, 5-item amorality subscale, Machiavellian Personality Scalein study 1. For study 2 they used the Ashton and Lee’s 3-item fairnesssubscale, Honesty-Humility Scale, and Likert scales. They also usedbootstrap analyses, utilized SPSS application, and confirmatory factoranalyses to address construct distinctiveness and common method bias.The researchers used statistical tables to enhance the report for clarity.The findings of Study 1 showed the relationship between organizationalidentification and UPB strong for employees who had a high dispositiontowards unethical behavior but almost negligible for those low in theirdisposition for unethical behavior. In Study 2 the slope was not strong andinsignificant for those participants who had a high disposition towardsunethical behavior but who were willing to follow transformationalleadership for the benefit of the company. Transformational leadershipwas positively related to followers’ willingness to get into unethicalbehavior for the company for both studies.Followers engage in UPBbecause of their affiliation with the organization. Although there werelimitations to the study due to common method bias there were somestrong advice for transformational leaders, and those in human resourcedepartment in organizations who are hiring followers. Firstly, theresearchers stated that followers are in a moral dilemma when they areforced to choose between behaviors that will benefit the organization/leader but may be unethical from the standpoint of stakeholders.Therefore, it is incumbent on organizations in their training anddevelopment of leaders to define their values. Leaders should be self- aware and lead with character and integrity as personal values areimportant to everyone. Transformational leaders should also lead byexample because followers tend to emulate them and project theirattitudes, as they identify with the company. Leaders should alsocommunicate to followers what the company values are and what isexpected of them.4.Bibliographic Information Y Latham, J. (2013).A framework for leading the transformation toperformance excellence Part 11:CEO perspectives onleadership, behaviors, individual leader characteristics, and organizational culture.Quality Management Journal, 20 LITERATURE REVIEW RESOURCES6 (3), pp. 19-40.Linkhttps://lopes.idm.oclc.org/login?url=http://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=bth&AN=95103101&site=eds-live&scope=siteAnnotationThis study was a qualitative multiple case study that used the groundedtheory method to interview the most senior CEO’s of 14 Baldridgerecipient organizations. The researcher wanted to create an in-depth studyof significant ideas that leads to transformation and performanceexcellence of top leaders in senior management positions. This was a two-part research article in which this second part discusses the researchfinding of part 1 in depth. To investigate the concept of how to transformand organization to performance excellence the researcher investigated 35concepts which was organized into five categories: 1) force andfacilitators of change; 2) leadership approaches; 3) leadership behaviors;4)individual leader characteristics; and 5) organizational culturecharacteristics. The five categories were grouped into two the first groupconsists of forces and facilitators of change linked with leadershipapproaches or system. The second group in this study consists ofleadership behaviors, individual leader characteristics, and organizationalculture. The researcher then discusses the various concepts and offerssome illustrations to clarify his explanations. Under leadership behaviorsthe researcher discusses nine behaviors which occurs in these theoreticalconcepts: transformational, transactional, servant, and spiritual leadership. The first concept was role model, for this they looked at the way CEO’sspent their time away from work and if their behaviors were consistentwith the overall vision of the company. Then they looked at respect andfound out that if senior managers treated employees with respect thatdecreased bad attitude, and employees, were more committed to thevision of the company. Next was collaboration, in which the researchersstated that this relied on two ways, open communication betweenfollowers and leaders; in communicating they cite that if employees knewabout the vision, and spoke about it then it would gain support.Next theylooked at persistent, accountable, systems thinking and personalinvolvement and learning and found that these had to be included in thetransformation for excellence, and leaders had to work with theemployees towards excellent performance. The researcher then looked at LITERATURE REVIEW RESOURCES7individual leader characteristics and noted that leaders did not place muchvalue in their own personal achievements rather they placed it on whatthey had done within the organization with employees they gainedpersonal satisfaction with the performance of their employees and howthey had helped to motivate and empowered them. They also stated that ifthe leader remained humble, confident, had integrity, these were an assetto the organization. When looking at the systems perspective the attitudes,and motivations of the leader were important as the leader’s behaviorinfluenced the culture of the organization, also the time those cultureswere in the organization.If the values of the organization were highlydriven then this could assist in the transformation of the organization asteamwork would be high, and employees would be driven towardsexcellence especially if they were valued by the company, and thecompany had a culture of focusing on excellent customer service.Although there were implications for this study it also had limitations inwhich the researchers did admit to the fact that the spiritual and culturalconcepts needed to be investigated more, also due to space limitationssome of the information was limited and further research was needed toinvestigate the LTPE framework concept in depth, also the conclusionscannot be generalized due to the size of the study, and future researchshould be done outside of the USA to compare results. However, based onthe study one could gain insight of what works within an organization toinspire and motivate others when leading an organization andtransforming it to a create a culture of excellence with high performance. This research although a lengthy study gives insight into the character oftransformational leaders, and the personality traits/characteristics that areneeded. It also showed where the leaders are drawn to a higher moralstandard outside of the organization, also that identification with theleader and organization are important. The same concept could apply toservant leadership because these leaders cared and valued the employeesmore than what they had personally attained. This is a good study forleadership training and development in organizations.5.Bibliographic Information Y Liden, R., Wayne, S., Liao, C., Meuser, J. (2014).Servant leadership and serving culture:Influence on individual and unitperformance.Academy of Management Journal 57 (5),pp. 1434-1452. LITERATURE REVIEW RESOURCES8Linkhttp://dx.doi,org.10.5465/amj.2013.0034AnnotationThis research sampled 961 respondents in 71 restaurants to examine thetheory that servant leaders’ behavior guides followers to emulate theirbehavior when they prioritize the needs of others above their own. Theaverage age of the respondents was 30, the ethnicities included 519 wereHispanics, 75 African-American, 6 Native American, and 7 MiddleEastern of which 594 employees had high school diplomas, 119 Associatecollege degrees, with an organizational tenure of 3.63 years, and 2.99years in their current store. The research was in the form of surveys, andthe measurement used was the shortened version of the servant leadershipmeasurement scale consisting of 7 dimensions of servant leadership. The employees reported the serving culture of the store, identification ofthe store was based on 5-item identification from the organization and thestore performance was collected by the corporate headquarters.Managersevaluated employees in-role performance by rating using the Tierney andFarmer’s 4-item scale for creativity, and customer service behaviors wererated using the 4-item customer orientation scale from Rogg, Schmidt,Shull, and Schmitt, turnover intentions were based on self-reports on a 5- item scale by employees. The three hypothesis tested were ifthe storemanager servant leadership is positively related to serving culture or if theserving culture is positively related to store performance (composite ofcarry-out accuracy, delivery accuracy, customer satisfaction, facilityaudit, and sanitation audit); and if the serving culture mediates therelationship between store manager servant leadership and storeperformance, composite of carry-out accuracy, delivery accuracy,customer satisfaction, facility audit, and sanitation audit)”. The result ofthis research was that followers emulated servant leaders through storeidentification and role modeling, by creating norms and expectations forbehaviors, the employees also supported and worked with each other ingroups based on their store identification to meet the expectations of thecustomers. These positive relationship enhanced job performance andcustomer service. The limitations to this study were the way it wasdesigned, and the length of the survey, also the fact that the researchfocused on behavioral norms and not cultural domain which theresearchers stated limited the study. Implications for practice were thatmore educated employees tolerated less intolerance from managers andthe autocratic leadership style, and they worked well with managerswhose behavior and attitudes were more open, transparent, cooperative,and communicative. Followers were more prone to work well with eachother in groups or on an individual level when they identified with theirmanagers, and the company. Followers worked well whether managers "