Theories Of Leadership And Management (6314M0229Y)
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Ultimate exam Summary Theories Of Leadership And Management (6314M0229Y)
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Theories Of Leadership And Management (6314M0229Y)
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Universiteit Van Amsterdam (UvA)
Ultimate exam summary, just 10 pages to learn for an exam from theories of leadership and management. Very brief and simple summary to use before the exam.
Theories Of Leadership And Management (6314M0229Y)
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Topic 1
Social learning theory
- people learn info or behaviour by observing others through inhibition or dishibition
- conditions: attention, retention, reproduction, motivation
- ethical leadership uses social learning theory as a mediator
- ethical leader demonstrates integrity, high ethical standards, considerate and fair
treatment, accountability for ethical conduct, and transformational leadership traits
- transformational leader: inspirational motivation, idealized influence, individualized
consideration, intellectual stimulation
Social identity theory
- who we are based on group membership
- sense of belonging to social world
- social categorization: ingroup, outgroup
- social identification: embracing group values and differentiating between groups
- social comparison: to boost self-esteem, seeing own group as being better
- social identity: knowledge of belonging to a group, through actions aand beliefs
- leaders prototipicality → social identity salience → followers endorsement of leader
Reciprocity
- the reciprocity principle: duty to reciprocate kindness
- principles of persuasion: reciprocity, commitment, social proof, liking, authority,
scarcity
- perceived org support: the degree to which employee beliefs its contributions are
valued and wellbeing important, socio-economic needs are fulfillef in an org
- supervisor support, fairness, org rewards → perceived org support → commitment
Social exchange theory
- social exchange shaped by reciprocal exchange of rewards (every interaction is a
form of exchange)
- core assumptions:activities are means to obtain goals, all activities involve cost,
actors seek to economise activities
- Social rewards: personal attraction, social acceptance, social approval, instrumental
services, respect/prestige, compliance/power
- social costs: investremnt, direct cost, opportunity cost
- Power
- reciprocal social exchange creates trust and social bonds
- if subordinates agree leader is using power generously, power is legitimated
- legitimate power necessary for stable organisation
- unilateral services create power and status difference
- unfair use of power leads to social disapproval
- if subordinates agree leader is using power unfairly, opposition movement
develops
Leader Member exchange theory (LMX)
- leadership as process focused on interactions between leaders and subordinates
- traditionally leadership done at group level, LMX looks at individual interactive
relationships
- ingroup: special relationship where privileges are given for going above and beyond
routine duties
- outgroup: minimum amount of work, hence minimal access to resources, decisions
- relationship phases: stranger, acquaintance, partnership
, - supervisor trust and reciprocal behaviour → LMX → more in-,extra-role behaviour
Self-efficacy
- personal judgement of how well can one execute course of action required to deal
with prospective situations
- Is effected by: performance outcomes (experience), vicarious experiences (others),
verbal persuasion (encouragement), physiological feedback (physical sensation)
- People avoid tasks where self-efficacy is low and seek out tasks where self-efficacy
is high.
- When self-efficacy is too far above ability, people set themselves up for failures.
- When self-efficacy is too far below ability, people don’t learn and develop.
- Optimal level is a little above ability – encourages striving with opportunities for
success
Learned Helplesness/Optimism
Psychological safety
- safety: comfort admitting mistakes → learning from failure → everyone openly shares
ideas → better innovation and decision making
- danger: fear of admitting mistakes → blaming others → less likely to share different
views → common knowledge effect
Topic 2
Motivation
- psychological process that directs, energizes and maintain action towards goal
- work centrality: to work
- work engagement: to work hard
- anticipation of positive future state is energizing
- Universal motives: need fulfillment (maslow), intrinsic motivation, justice motives
- Trait based motives: achievement, power, personality, motivation orientation
- Context based motives: social, task and job
- Process based: goal choice, goal striving
Goal setting theory
- conscious goals affect action
- SMART difficult goals to enhance focus and effort
- moderators: commitment, feedback, task complexity (proximal, learning, creative)
Proactive motivation theory
- setting proactive goal and achieving it
- proactivity is self starting, change oriented and future focused
- generation of proactive goal: envisioning, planning, changing self or situation
Self Determination theory
- needs need to be satisfied to achieve intrinsic motivation
- needs: autonomy, competence, relatedness
- intrinsic vs extrinsic motivation
Procrastination
- failure to act on intended important tasks in timely manner
- avoidance of implementation of intention
Topic 3
Human capital theory
- knowledge skills (general or company specific) and abilities and others (KSAOs) of
people within company
- individuals and orgs derive economic benefits from KSAOs
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