Leadership and Behavioural Decision Making (HMA83A)
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,Table of contents
Chapter one : introduction to leadership ......................................................................................................................... 4
1.1 Definitions ............................................................................................................................................................... 4
1.2 Training versus development.................................................................................................................................. 4
Summary ....................................................................................................................................................................... 5
Chapter two : traits and behavioural theories .................................................................................................................. 6
2.1 History of trait research .......................................................................................................................................... 6
2.2 Traits associated with leadership............................................................................................................................ 9
2.3 Behavioural theories of leadership ....................................................................................................................... 10
2.4 “New leadership” – full range leadership model ................................................................................................. 11
Summary ..................................................................................................................................................................... 14
Chapter three : charismatic leadership........................................................................................................................... 14
3.1. Early writings on charisma ................................................................................................................................... 14
3.2. Charisma as a ”values-based, emotionally-laden, symbolic leader signal” ......................................................... 15
3.3. Charismatic leadership tactics (clt’s).................................................................................................................... 16
3.4 Empirical evidence ................................................................................................................................................ 18
3.5 Discussion.............................................................................................................................................................. 19
Summary ................................................................................................................................................................. 19
Chapter four: context and culture .................................................................................................................................. 19
4.1 Historical approaches to context .......................................................................................................................... 19
4.2 Leadership categorisation theory ......................................................................................................................... 21
4.3 Culture................................................................................................................................................................... 22
Chapter five: Social identity and followership ................................................................................................................ 24
5.1 Social identity ........................................................................................................................................................ 24
5.2 Followership .......................................................................................................................................................... 26
Chapter six: Behavioural decision making ...................................................................................................................... 29
6.1 What is behavioural decision-making? ................................................................................................................. 29
6.2 The methodology of BDM research ...................................................................................................................... 30
6.3 Expected utility theory .......................................................................................................................................... 30
6.4 Prospect theory ..................................................................................................................................................... 31
6.5 Emotion ................................................................................................................................................................. 32
6.6 Cognitive dissonance ............................................................................................................................................ 33
6.7 Willpower .............................................................................................................................................................. 33
6.8 Incentives .............................................................................................................................................................. 34
6.9 Social norms .......................................................................................................................................................... 34
Chapter seven : BS of justice and morality ..................................................................................................................... 34
7.1 Introduction and origins of justice and morality .................................................................................................. 34
7.2 Understanding fairness in the workplace ............................................................................................................. 35
7.3 Roleplay exercise................................................................................................................................................... 36
, 7.4 Power, mindset and motivation ........................................................................................................................... 37
7.5 Organisational justice: recipient’s perceived fairness .......................................................................................... 37
7.6. Interaction diff types of justice: the fair process effect ....................................................................................... 38
Chapter eight: Dynamics of group-level DM................................................................................................................... 40
8.1 Performance: the individual and the group .......................................................................................................... 40
8.2 Collective intelligence ........................................................................................................................................... 42
8.3 How groups can make good decisions .................................................................................................................. 43
Chapter nine: Behavioural science and policy ................................................................................................................ 44
9.1 Social identities and norms for cheating............................................................................................................... 44
9.2 Attributing good and bad ...................................................................................................................................... 45
9.3 Ethics policies and codes of conduct .................................................................................................................... 45
9.4 A behavioural ethics inspired framework to reduce unethical behaviour in organisations ................................. 45
Chapter ten: How to improve the quality of organisational decision-making ............................................................... 48
10.1 Evidence-based management ............................................................................................................................. 48
10.2. The 4 sources of evidence and 6 steps of EBM .................................................................................................. 49
10.3 Developing an evidence-based identity .............................................................................................................. 51
Leadership
, Chapter one : introduction to leadership
1.1 Definitions
Leadership = the process of influencing others towards the realisation of a shared goal.
Leaders = individuals who have a differential influence on the initiation, direction and coordination of group
activities, over and above the influence associated with formal authority.
Are leaders born or made? → discussion about this is very present.
• Leadership is a dynamic influential process, not a position or a static label.
o e.g. a CEO isn’t necessarily also a leader
• Everyone exercises some form of leadership.
• Leadership can be developed.
• The effective leader behaviour/ styles are context specific.
• Women and men are equally effective as leaders.
• Many leadership practices are universal, and some are culturally specific.
• Being a leader contains certain pitfalls.
1.2 Training versus development
Leadership training versus development → dev. has more complex and holistic challenges associated with changing
the inherent behavioural tendencies of human beings.
“Compared with relatively straightforward skills acquisition through training interventions, leadership developmental
initiatives take on more complex and holistic challenges associated with changing the inherent behavioural
tendencies of human beings”
The individual development of a leader is lifelong, based on the fact everyone experiences life differently and leaders
follow different growth patterns.
The 70-20-10-rule
• 70: challenging assignments e.g. job transitions, obstacles
• 20: developmental relationships e.g. coaching, mentoring, feedback programmes
• 10: coursework and training e.g. classes, reflection, “knowledge”
Mindful engagement model
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