BMAL 700

LEADERSHIP PROJECT: LEADERSHIP TRAIT ASSIGNMENT INSTRUCTIONS

There is endless debate about which leadership technique works better/best. Clearly, the answer
is the one that works best given the people, environment, constraints, etc. However, there is a
multitude of bad leadership examples, some of which you have read about in Merida this session.
In this 900 word assignment, you need to document one (1) negative leadership trait for each of
three (3) kings from Merida (through page 131). Each trait and related king should be unique.
Since scholarly writing is without bias, you need to document your choices through two (2)
scholarly sources for each trait/king (six (6) total sources) to explain why a given trait is
negative. Limit your literature search to the last five (5) years and select only sources that are
full text – PDF.
As part of this project, prepare an annotated bibliography. The bibliography will be structured as
follows: APA formatted reference (minimum 250 words per reference) followed by summary of
key points, evaluation of the quality of the publication, evaluation of the quality of the author(s),
where this fits into the assignment, and the library database in which you found the article. A
traditional APA reference page and the annotated bibliography will be turned in with the
associated paper.

Merida, T. (2015). Exalting Jesus in 1 & 2 Kings. B&H Publishing Group.

https://mbsdirect.vitalsource.com/books/9780805496710
Exalting Jesus 1 and 2 discuss the inconsistent ruling of Kings, including the most exemplary
ones who erred and faltered in their adherence to God's law. Consequently, the nation
experienced adverse consequences, evil multiplied, and ultimately, the consequences of one's
actions were seen. The repercussions of a self-centered and manipulative ruler are illustrated in
this book, along with the perils of idolatrous devotion. The author elucidates certain cultural
contextual factors while emphasizing the conscientious and dutiful stewardship of God exhibited
by His selected servants. Moreover, Merida frequently highlights the faithfulness of God in
fulfilling His final pledge to bring forth a superior monarch in the future. Furthermore, the book
elucidates the various leadership styles and characteristics of kings and the remarkable
accomplishments attributed to divine intervention.
Tony Merida released the book in 2015 as a series of Christ-Centered Exposition
Commentaries. Merida's work relies heavily on the contributions of previous scholars, whose
analyses are incorporated into a more modern discourse by the author. Tony Merida serves as the
esteemed founder and pastor of Imago Dei Church, located in Raleigh, North Carolina. Tony is a
general editor and contributor to the Christ-Centered Exposition Commentary series (B&H
Publishing Group), where he collaborates with Danny Akin and David Platt. Additionally, he is
the co-author of Orphanology and the author of Faithful Preaching. Given that the paper pertains
to negative leadership attributes, the book is highly suitable for this task, as it effectively
illustrates the distinct leadership styles and qualities exhibited by several biblical Kings. Exalting
Jesus in 1 and 2 Kings was acquired at the university bookstore.
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Friedman, H. H., & Pham, N. C. (2023). Self-centered vs. humanity-centered: The most critical
continuum for choosing today's leadership. The Journal of Values Based Leadership, 16(2), 134.
https://doi.org/10.22543/1948-0733.1455
This Article depicts a leadership continuum from severe self-interest and narcissism to human-
centered leadership. This Article illustrates that humanity-centered leadership is better than self-
centered leadership, which can harm an organization. People want to work with soulful
companies and buy and pay more from world-changing companies. Pursuing shareholder value
maximization is as antiquated as Taylor's scientific management theory. Individuals who possess
charismatic qualities, self-confidence, an absence of self-doubt, and a distinct vision for
establishing a formidable organization leave a lasting impression on corporate boards engaged in
the final conflict. Unfortunately, such attributes are of a narcissistic leader who only cares about
themselves, surround themselves with loyal but inept people, and will lie to get what they want.
They push out talented workers and may irreparably destroy organizations. Instead of caring
about others, they want money, power, and adoration. They care nothing about their workers.
They are arrogant and self-centered.
Data was collected for research by the writers. The Lutheran University Association, Inc.,
dba Valparaiso University, released this essay in summer–fall 2023: vol. 16, issue 2 of the
Journal of Values-Based Leadership. Brooklyn College business management professor Hershey
H. Friedman wrote this. His research and teaching interests include business statistics, marketing,
humor studies, Jewish business ethics, Biblical leadership, and online education. He has
published around 300 times. Dr. Ngoc Cindy Pham taught in Italy and Japan. Dr. Pham has
received numerous prestigious accolades and currently serves on the Advisory Board of the
Roberta S. Matthews Center for Teaching and Learning. The credibility of these authors can be
reasonably inferred from their extensive experience. A copy of this Article is accessible through
the Jerry Falwell Library-hosted Gale Business Insights database. It is excellent for this paper
because it shows how a self-centered leader affects a company.
Hawass, H. H. (2019). The riddle of self-centered leadership in Arab organizations: A
measurement scale. Management Research News, 42(4), 430-459. https://doi.org/10.1108/MRR-
04-2018-0168 General discussion
This article examines the management strategies implemented inside various Arab organizations.
The article discusses the concept of self-centered leadership (SCL) and its prevalence in
management practices within numerous Arab organizations. The data indicates that most
employees under scrutiny perceive their Egyptian superiors as exhibiting authoritarian tendencies
and lacking trustworthiness. Moreover, it is observed that numerous Arab leaders tend to distort
organizational regulations and employ pseudo-consultative methods to legitimize their own
decisions. As demonstrated by the research, the leadership style of organizational managers is
profoundly impacted by society's cultural norms and values. This article demonstrates that a self-
centered leader can positively affect an organization and its employees in the Middle East due to
the local culture, in contrast to the common belief that self-centered leadership is detrimental to
both an organization and its employees.
This journal, authored by Hisham Hamid Hawass, is accessible via the ProQuest database
at the Jerry Falwell Library. The document underwent a process of reception, revision, and
acceptance in the year 2018. Furthermore, it is a publication in the Management Research
Review: MRN; Patrington, Vol. 42, Iss. 4, (2019). Hawass, the author, is associated with the
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Department of Business Administration, specifically under the Faculty of Commerce at Damietta

University. Their association with the academic institution establishes the individual's credibility.
Despite its suboptimal suitability for this assignment, this journal illustrates that self-centered
traits are inherent in unethical leadership by defining self-centered leadership.
Almeida, J. G., Hartog, D. N. D., De Hoogh, Annebel H. B., Franco, V. R., & Porto, J. B. (2022).
Harmful leader behaviors: Toward an increased understanding of how different forms of
unethical leader behavior can harm subordinates. Journal of Business Ethics, 180(1), 215-244.
https://doi.org/10.1007/s10551-021-04864-7
This study examines unethical leadership, focusing on high-intensity and interpersonal forms of
harmful leader behavior (HLB), like abusive supervision. It highlights the relative lack of
attention given to other forms of detrimental leader behavior, such as exerting undue pressure on
subordinates or displaying self-centered tendencies. Despite their potential for harm and a higher
likelihood of occurrence, these behaviors have not received commensurate scholarly scrutiny.
Four detrimental behaviors—intimidation, lack of care, self-centeredness, and excessive pressure
—illustrate an unethical leader's impact. Negatively correlated with ethical leader behaviors,
HLBs are positively associated with other forms of unethical leadership and laissez-faire
conduct. Within the domain of unethical leadership, there is a positive correlation between the
four elements of detrimental leader behavior, abusive supervision, and destructive leadership
conduct. According to the study's findings, HLB is negatively associated with constructive forms
of leadership (e.g., transformational, and ethical) and positively associated with unethical ones
(e.g., abusive supervision).
The researchers employed survey methodologies to validate their theoretical framework.
The manuscript was received in the year 2020 and then underwent the process of acceptance and
publication in the year 2021. The article is published in the Journal of Business Ethics (JBE) in
Volume 180, Issue 1, which is based in Dordrecht. The information can be accessed via the
ProQuest database in the Jerry Falwell Library. Annabel H. B. De Hoogh is currently associated
with the Amsterdam Business School at the University of Amsterdam, namely in Leadership and
Management. Juliana Guedes Almeida is currently associated with the Department of
Psychology at São Francisco University, located at Rua Waldemar César da Silveira. Vithor
Rosa Franco is affiliated with the Department of Social and Organizational Psychology at the
University of Brasilia. However, the affiliation for Juliana Barreiros Porto is not provided. The
credibility of these authors is established through their scholarly contributions and institutional
affiliations. This Journal is deemed appropriate as it effectively illustrates the ramifications of
unethical leadership.
Larres, P., & Kelly, M. (2023). A Framework for Authentic Ethical Decision Making in the Face
of Grand Challenges: A Lonerganian Gradation: JBE. Journal of Business Ethics, 182(2), 521-
533. https://doi.org/10.1007/s10551-021-04974-2
This paper contributes to the existing business ethics literature by embracing a Lonerganian
decision-making framework, which emphasizes the dynamic structure of our cognitional and
moral being. The current approach emphasizes obligations, rules, and criteria for judgment,
while a Lonerganian perspective prioritizes thinking for us as indispensable for meaningful
understanding, insights, judgment, and ethical action. The paper suggests that codes and
universal standards can become static when not grounded in the conscious operations of human
subjects. The COVID-19 pandemic could transform how we see the world, think, and behave,
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necessitating more attentiveness, questioning, evidence-based decision-making, and action. The

paper presents a novel EDM perspective, focusing on individual decision-making agents'
engagement in self-appropriation, delivering critical moral realism to address the grand
challenges of our time. This approach is particularly relevant in the context of the COVID-19
pandemic and other global events.
The document underwent revision in the year 2020 and subsequently received acceptance
for publication in the year 2021. The publication above may be found within the Jerry Falwell
Library, specifically under the Journal of Business Ethics (JBE), Dordrecht. It is Volume 182,
Issue 2, from January 2023, and spans pages 521-533 in the ProQuest database. The credibility
of authors Larres and Kelly is assumed due to their relationship with Queen's Management
School. The article was selected based on corroborating data indicating that ethical decision-
making encompasses not only one's interests but also the well-being of others. It also describes
the ethical leadership characteristics that assist in showing the negative traits that Solomon
possesses.
Babalola, M. T., Stouten, J., Camps, J., & Euwema, M. (2019). When Do Ethical Leaders
Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on
Employee Discretionary Reactions to Ethical Leadership: JBE. Journal of Business Ethics,
154(1), 85. https://doi.org/10.1007/s10551-017-3472-z
As demonstrated by the study, the extent to which ethical leadership influences employee moral
behavior (OCB) and deviance can be mitigated by the perceived ethical conviction of the leader.
The study revealed that the effectiveness of ethical leadership was enhanced when leaders were
seen to possess robust ethical convictions. The interplay between ethical leadership and
perceived leader ethical conviction is related to perceptions of personal control and voice
opportunity, which influence OCB and deviance enactment. According to the research, it is
advisable for ethical leaders to exercise caution in adopting an absolutist perspective towards
their ethical stance.
This is the original manuscript, which was amended in 2016, accepted, and published
online in 2017. It appears in the January 2019 issue of Journal of Business Ethics, volume 154,
issue 1, ProQuest database, which is accessible at the Jerry Falwell Library. The authors'
credibility is evidenced by their institutional ties. Mayowa Babalolal is associated with the Peter
Faber Business School and the Centre for Sustainable HRM and Well-being at the Australian
Catholic University. Jeroen Stouten is affiliated with the University of Leuven in Leuven,
Belgium, while Jeroen Camps is associated with Thomas More in Antwerpen, Belgium. This
scholarly publication examines the defining traits of an ethical leader and their approach to
making decisions. It proved to be an optimal selection for this study as it exemplifies the
qualities that epitomize ethical leadership, thereby aiding in the illustration of Solomon's
negative attributes.
Wibowo, A., & Paramita, W. (2022). Resilience and Turnover Intention: The Role of Mindful
Leadership, Empathetic Leadership, and Self-Regulation. Journal of Leadership &
Organizational Studies, 29(3), 325-341. https://doi.org/10.1177/15480518211068735
This study investigates the influence of leadership on the resilience and turnover intentions of
nurses throughout the COVID-19 pandemic. Nurses encounter dynamic, unpredictable, and
intricate situations, rendering them susceptible to infection. The study revealed that
implementing mindful leadership practices is associated with a decrease in nurses' intentions to
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leave their positions. In contrast, the adoption of empathic leadership approaches is linked to an
enhancement of nurses' resilience. Nevertheless, it is essential to note that there is little evidence
to suggest that attentive leadership has a direct impact on enhancing resilience. Similarly, there is
no empirical support to indicate that compassionate leadership has a significant effect on
reducing turnover intention. Self-regulation mediates the relationship between attentive
leadership, turnover intention, and resilience. Similarly, the relationship between empathetic
leadership, turnover intention, and resilience is also mediated by self-regulation.
Amin Wibowo and Widya Paramita are both linked with the Department of Management
at the Faculty of Economics and Business, Universitas Gadjah Mada in Yogyakarta, Indonesia.
This affiliation serves to establish their reputation. The article was in the Jerry Falwell Library
within the Sage Journal database. The present article was initially published in the year 2021 and
an issued published in 2022. It corresponds to Volume 29, Issue 3 and is published in Journal of
Leadership & Organizational Studies. The rationale for selecting this article stems from its
ability to elucidate the characteristics of an empathetic leader, hence facilitating the portrayal of
Rehoboam as a leader lacking in empathy.
Jian, G. (2022). From empathic leader to empathic leadership practice: An extension to relational
leadership theory. Human Relations (New York), 75(5), 931-955.
https://doi.org/10.1177/0018726721998450
This article proposes a social constructionist approach to empathy as an alternative to entitative
leadership studies focusing on leader empathy traits. This approach deepens our understanding of
relational leadership and allows future research to enrich the constructionist view. The article
integrates empathy research from philosophy, communication, and linguistics, offering a social
constructionist view of empathy as an alternative. This development draws attention away from
the leader as the sole agent of empathy, directing inquiry toward understanding the leadership
practice of empathy construction. Empathic leadership recognizes that leaders and members can
be agents of empathy, focusing on how both create meaning in empathic processes.
Guowei Jian from the School of Communication at Cleveland State University in the
United States wrote this article in volume 75, issue 5. The article was initially made available on
the internet in 2021 and was published in the journal Human Relations. The author's credibility
can be evaluated by considering their institutional affiliation. The article mentioned above is
accessible through the Jerry Falwell Library's EBSCOhost Business Source Ultimate database.
To illustrate the significance of an empathic leader and the effect he or she has on followers, I
selected this article for my research paper. Rehoboam's lack of empathy is supported in the
article, thereby highlighting the negative implications associated with this attribute.