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Summary All Lectures + articles (week 1/6) Theories of Leadership and management
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All articles and lectures of the course theories of leadership and management of the year from week 1/6.
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Leadership and managementWeek 1: 3 September: Mechanisms of Leadership
Today’s session:
• Welcome and introduction
• Information about the course
• First topic: mechanisms in leadership studies.
Leadership and management: it’s all about people: require understanding people and
searching what motivates them.
Leadership and management: growth and profit are a product of how people work together”
Ricardo Semier.
Theories of leadership and management: course goals:
• Understand and explain important theories relates to leadership and management
• Use these theories to analyse problems and challenges organizations face in terms of
managing individuals, teams and organizations
• Critically reflect on these theories
• Apply these theories to practical issues
and problems.
• → Look for connections between the
theories and how they synthesize.
There are three levels with in theories of
leadership:
1. Individuals
2. Groups
3. Organizations
4. → Connections between these
different levels.
Transformational leadership: take into account
how to lift up those who they are leading.
Theoretical insights that provide us with
insides about leadership. So what’s in the
black box? “
Leader-focused research often directly links
leader behaviours to organizational outcomes (often related to followers), implicitly assuming
a relationship of some sort between leader’s and followers’ behaviours. However, such an
approach often fails to answer how, and why certain behaviors work.” (Lee & Wei, 2008)
Input → black box → output
,What’s the mechanism that lies between the input and the output? What’s going on in
people’s heads within the black box? (There leadership theories excised). What are the
mechanisms that lead to behavioural changes?
Today’s goal: to explore the common theoretical mechanisms that have been identified in
leadership research?
You have a leadership, than a mechanism comes, the follower also reacts and then you have
an outcome.
1) Social learning theory: is you see other people do stuff you will copy it.
a. It is also known as observational learning.
b. Emphases learning though observing others. What are the consequences of this
c. We learn that not only how to perform a behaviour but we learn what the
consequences of that behaviours are likely to be.
d. Formed by Albert Bandura. He believed that direct reinforcement could not
account for all forms of learning
e. His theory added a social element. He argued that people could learn new
information and behaviours by watching other people. This is known as
observational learning or learning from observing a role model.
i. There are necessary conditions for social learning to occur:
1. Attention
2. Retention
3. Reproduction
4. Motivations (reinforcement) (positive or negative) . 3 forms of reinforcements:
a. Direct reinforcement: when an individual watches a
model perform, initiates that behavior and is rewarded
or punished for the behavior.
b. Vicarious reinforcement : the observer anticipates
receiving a reward/punishment for behaving in a given
way because someone else has been rewarded/punished
for that behavior.
c. Self reinforcement: Striving to meet personal standards
without depending on the reaction of others.
f. Types of observational/social learning:
i. Inhibition: learning what not to do by observing a model refraining
form a particular behavior
ii. Dis-inhibition: learning to exhibit a behavior that is usually
disapproved of by observing a model exhibiting that behavior and not
being punished.
g. Video: most likely to imitate a certain person of the same sex.
, h. Its part of our cultural transmission. This is a mechanism for cultural
transmission: we observe other people doing things, so we integrate it in our
own behavior.
Article: Brown et al; ethical leadership; a social learning perspective for construct
development and testing.
Abstract: Leaders should be a key source of ethical guidance for employees. Yet, little
empirical research focuses on an ethical dimension of leadership. We propose social learning
theory as a theoretical basis for understanding ethical leadership and over a constitutive
definition of the ethical leadership construct. In seven interlocking studies, we investigate the
viability and importance of this construct. Ethical leadership is related to consideration
behavior, honesty, trust in the leader, interactional fairness, socialized charismatic leadership
(as measured by the idealized influence dimension of transformational leadership), and
abusive supervision, but is not subsumed by any of these. Finally, ethical leadership predicts
outcomes such as perceived effectiveness of leaders, followers’ job satisfaction and
dedication, and their willingness to report problems to management.
Ethical leadership in prior research: they have identified 3 constructs in organizational
behavior that have the potential to overlap with ethical leadership :
1. Ethical leadership and transformational charismatic leadership : transformational
leaders inspire followers by aligning their own and their followers’ value system
towards important moral principles. But transformational and ethical leadership are
not necessarily aligned.
2. Ethical leadership and leader honesty: honesty is only one of the many characteristics
that differentiated ethical and unethical leader. It might contribute to ethical
leadership, but they are not the same construct.
3. Ethical leadership and considerate or fair treatment: ethical leadership goes beyond
fair treatment. It overlaps with ethical leadership, but not completely.
4. → In sum, we find that ethical leadership is related to these other leader styles and
characteristics, but that none of these (transformational/charismatic leadership, leader
honesty, and leader considerate/fair treatment) is broad enough to encompass all that
an ethical leader is seen to do.
So now need to find a theoretical basis for understanding ethical leadership and it’s outcomes
on the basis of social learning framework: A social learning perspective on ethical
leadership proposes that leaders influence the ethical conduct of followers via modeling. The
term modeling covers a broad range of psychological matching processes, including
observational learning, imitation, and identification. This process seems particularly
important when the behavioral target is ethical conduct in organizations. Employees can
learn what behavior is expected, rewarded, and punished via role modeling. Leaders are an
important and likely source of such modeling first by virtue of their assigned role, their status
and success in the organization, and their power to affect the behavior and outcomes of
others. To summarize, we conceptualize ethical leadership in terms of social learning. Ethical
leaders are models of ethical conduct who become the targets of identification and emulation
for followers. For leaders to be perceived as ethical leaders and to influence ethics-related
outcomes, they must be perceived as attractive, credible, and legitimate. They do this by
engaging in behavior that is seen as normatively appropriate (e.g., openness and honesty) and
motivated by altruism (e.g., treating employees fairly and considerately). Ethical leaders
must also gain followers’ attention to the ethics message by engaging in explicit ethics-
related communication and by using reinforcement to support the ethics message.
, Ethical leader definition: the demonstration of normatively appropriate conduct through
personal actions and interpersonal relationships, and the promotion of such conduct to
followers through two-way communication, reinforcement, and decision-making. Ethical
leadership emerges out of a combination of characteristics and behaviors that include
demonstrating integrity and high ethical standards, considerate and fair treatment of
employees, and holding employees accountable for ethical conduct.
→ Ethical leadership is positively related to consideration behavior, interactional fairness,
leader honesty, and the idealized influence dimension of transformational leadership .
Limitations: Developing or predicting ethical leadership and ethical leadership over time; do
individuals come to their organizations as ethical leaders or do organizations develop them?
If they come as ethical leaders, can we predict ethical leadership based upon personality or
other individual characteristics. Ethical leader hips at multiple levels of management: we do
not know whether or how distance from the leader would influence employees’ rating of
ethical leadership.
Ethical leadership (brown article): the leader sets the tone. They collected data from three
matched sub-samples within work groups in single organizations. In sample A, they rated the
leader in terms of ethical leadership. In sample B, they do it for idealized influence-behaviour,
in sample c> --- → they are more likely to behave in an ethical way themselves. Some
variables are more important then others in ethical behaviour. If the leaders seem ethical, the
people are willing to participate better ethically. What a leader does shapes people.
Collected data from three matched sub-samples within work groups in a single organization.
1. In sample A, a randomly selected set of members within work groups rated their
immediate supervisor in terms of ethical leadership and leader honesty.
2. In sample B, a second randomly selected set of members from the same work groups
rated their immediate supervisor in terms of the idealized influence-behavioral (II-B)
dimension of the MLQ.
3. In sample C, a third randomly selected set of members provided information on their
supervisor’s interactional fairness and the work group outcomes predicted to be
associated with ethical leadership:
• satisfaction with the leader,
• leader effectiveness,
• extra effort (job dedication),
• employees’ willingness to report problems to management.
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