Lecture & Article summary Leadership and Management - PreMaster BA UVA 2023
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Course
Leadership and Management (6012S051Y)
Institution
Universiteit Van Amsterdam (UvA)
In this summary of the course leadership and management (PreMaster Business administration) you will find all the articles you need to learn for the exam and the main points of the lectures.
Inhoud
Week 1 – Leadership..............................................................................................................................2
Lecture...............................................................................................................................................2
...........................................................................................................................................................................4
Article 1.1 Leadership: Past, present, future......................................................................................5
Article 1.2 The forgotten ones? The validity of consideration and initiating structure in leadership
research.............................................................................................................................................6
Article 1.3 The role of the situation in leadership..............................................................................7
Week 2 – Motivation..............................................................................................................................9
Lecture...............................................................................................................................................9
Article 2.1 Work motivation theory and research at the dawn of the 21stcentury..........................12
Article 2.2 Motivation in words: Promotion-and prevention-oriented leader..................................13
communication in times of crisis......................................................................................................13
Week 3 – Motivation............................................................................................................................15
Lecture.............................................................................................................................................15
Article 3.1 Innovation and creativity in organizations: A state-of-the-science review, prospective
commentary, and guiding framework..............................................................................................17
Article 3.2 Job demands, perceptions of effort‐reward fairness and innovative work behaviour. ...18
Article 3.3 Reframing the decision-makers’ dilemma: Towards a social context model of creative
idea recognition...............................................................................................................................19
Week 4 – Stress and Occupational Health............................................................................................20
Lecture.............................................................................................................................................20
Article 4.1 So far, so good: Up to now, the challenge-hindrance framework describes a practical
and accurate distinction.....................................................................................................................1
Article 4.2 The role of work-nonwork boundary management in work stress recovery....................2
Article 4.3 Neuroticism and locus of control as moderators of the relationships of charismatic and
autocratic leadership with burnout....................................................................................................4
Week 5 – Decision making & work in the digital age..............................................................................5
Lecture...............................................................................................................................................5
Article 5.1 How Technology Is Changing Work and Organizations.....................................................8
Article 5.2 The hidden traps in decision making...............................................................................10
Article 5.3 How to take employees on the digital transformation journey: An experimental study
on complementary leadership behaviors in managing organizational change................................13
Week 6 – Proactive behavior................................................................................................................16
Lecture.............................................................................................................................................16
Article 6.1 Making things happen: A model of proactive motivation...............................................18
Article 6.2 When does transformational leadership enhance employee proactive behavior? The
role of autonomy and role breadth self-efficacy..............................................................................20
Article 6.3 - Getting credit for proactive behavior: Supervisor reactions depend on what you value
and how you feel..............................................................................................................................21
Recall 5 trends of leadership theory in the right order
1. Traits up to late ‘40’s
2. Styles & Behavioural Late ‘40’s - ‘60s
3. Contingency Late ‘60s - ‘80s
4. Vision, inspiration > 1990
5. Ethical, servant >2000
6. Meaning, values >2015
1.Trait theories – Up to late 40s
Who is the leader?
o In sum, Traits and other personal characteristics may determine in part whether or not a
person is more likely to become a leader than others.
Key takeaways
• Leaders are born (selection is important)
• Personality/social/physical traits differentiate leaders from non-leaders
• Traits can predicts leader emergence rather than effectiveness
2 most important personality traits
• Extraversion → Considered best predictor
• Conscientiousness and openness to experience have strong relationship to leadership
2.Styles and behaviour theories – Late 40s to 60s
What does a leader do?
o In sum, Behavioral theories of leadership (e.g., Ohio & Michigan) both identified 2 leadership
styles: task vs. people-oriented.
Key takeaways
• There are universally effective leadership behaviours.
• Behavior is the mediator to get leadership effectiveness
• Behavior can be changed
• Helps design leadership talent management systems
Recall 2 famous leader Behavior theories
• Ohio state University research
Initiating structure→ emphasises the work goals and accomplishing tasks (task-related behaviours)
Consideration→ how friendly and supportive (and concern) is a leader towards followers.
2
,• Michigan University research
Focus mainly on group performance
Job-centered dimension (similar to initiating structure dimension)
• Goal emphasis → all behaviors that motivate employees to accomplish tasks
• Work facilitation → behaviors that facilitate the work, clarifying roles allocating resources
Employee-centered dimension (similar to the consideration dimension)
• Leader support → behaviors that show concern for subordinates
• Interaction facilitation → behaviors that help smooth things such as conflicts
Differences between the two studies:
“UoM” thinks (1 dimension -> two leadership styles) VS. “Ohio” thinks (2 dimensions -> four leadership styles)
3.Contingency theory – Late 60’s to 80’s
It all depends on the situation…
o In sum, Contingency theories show us that the effectiveness of leadership behavior depends
on characteristics of the task, the leader, the follower, and the situation.
Key takeaway
Leadership effectiveness depends on situational factors and conditions → it’s contingent.
(I.e. leader, follower & situation)
2 examples of contingency research
1. The contingency model – Fiedler (1971): key factor the individual leadership style. + their behaviour/
style is not flexible (it’s fixed) → the LPC (Least Preferred Co-worker scale) -> bipolar adjectives (it says
whether you focus more on relationship (people) or tasks)
Low PLC = task oriented (than people) High PLC = relationship oriented (than tasks)
are motivated by tasks are motivated by relationship
2. Situational favourability theory – Hersey & Blanchard: theory suggests, the more control a leader has
the more favourable the situation. The LPC scale could predict leaders effectiveness reliably if 3
situational factors were considered:
1. Leader-member relationships: The degree of
confidence, trust and respect team members
have in their leader.
2. Task structure: The degree to which the job
assignments are structured
3. Position power: The degree of influence a
leader has overpower variables (such as
hiring/firing/promotions/salary)
If you have high score on all three you have more
control over the situation
Situational leadership theory - Hersey & Blanchard
Leadership style based on readiness of your employees → know your people first, so their maturity
level or readiness.
Whole team doesn’t have the same readiness→ limitation.
The theory doesn’t have a lot of empirical support.
Four levels of situational leadership - > we focus on our people (readiness)
Followers readiness: extend to which followers are willingness (motivated or confident) and competences
(able) to preform a given task.
Leadership behaviour: consideration (people) versus initiating (task) structure as two independent dimensions.
3
, R1 Telling: High on initiating structure (task oriented rather than people) and low on
consideration + are unable & insecure/unwilling → you decide
R2 Selling: High on initiating and high on consideration + are unable but confident/
willing → may consult with followers but you decide
R3 Participating: Low on initiating structure and high on consideration + able but
insecure/ unwilling → group decision together
R4 Delegating: Low on initiating structure and low on consideration + are able &
confident/ willing→ hand-off approach of laisez-faire
4.Vision and inspiration > 1990
Where do we want to go?
o In sum, Charisma seems to play a big role in determining a leader’s influence. Recently, more
attention for the purpose of an organization.
Key Takeaway
• Have a clear vision and articulation/ Take personal risks to achieve that vision
• Sensitive to followers needs/ Exhibit unconventional behaviours
• Are extraverted/ self-confident/ and achievement-oriented
4 steps to influences followers
1. Leaders articulates an attractive vision (inspirational, value centred…)
2. Communicate high performance expectations and confidence in a followers ability
3. Leader conveys a new set of values by setting an example.
4. Leaders engages in emotion-inducing and often unconventional behaviour to demonstrate convictions
about the vision
Works best when:
• Stress and uncertainty in the environment.
• The leader is at the upper level of organization
• Followers have low self-esteem/self-worth
A dark side of charisma → Hitler.
5.Ethical and servant > 2000
What about the moral side?
The idea is that the best leaders should be servants firsts.
6.Meaning and values > 2015
How do we pursue or purpose?
The most fundamental objective is to what end the organisation exits and why this is meaningful, the
purpose.
The core role of leadership in organisations is to mobilize and motivate people for the pursuit of the
organisation purpose.
4
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