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Full summary Leadership 6314M0176Y
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LeadershipWeek 1: Leadership & Gender
A) Gender-Based Discrimination
B) Gender & Leader behavior
Readings:
1.) Ayman, R., & Korabik, K. (2010). Leadership: Why gender and culture
matter. American Psychologist, 65(3), 135-170.
2.) Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female
leaders. Psychological Review, 117, 125-145.
3.) Eagly, A. H., Nater, C., Miller, D. I., Kaufmann, M., & Sczesny, S. (2019). Gender
stereotypes have changed: A cross-temporal meta-analysis of U.S. public opinion polls
from 1946 to 2018. American Psychologist, 75(3), 301-315.
4.) Randel, A. E., Galvin, B. M., Shore, L. M., Holcombe Ehrhart, K., Chung, B. G., Dean, M.
A., & Kedharnath, U. (2018). Inclusive leadership: Realizing positive outcomes through
belongingness and being valued for uniqueness. Human Resource Management Review,
28(2), 190-203.
Week 2: Charismatic & Transformational Leadership
A) Charisma
B) Charisma(tic) VS transformational leadership
Readings:
1.) For a general introduction into leadership: Den Hartog, D. N., & Koopman, P. L.
(2001). Leadership in Organizations Download Leadership in Organizations. In N.
Anderson,D. S. Ones, H. K. Sinangil, & C. Viswesvaran (Eds.), Handbook of industrial,
work and organizational psychology (pp. 166-187). London: Sage.
2.) Antonakis, J., Fenley, M., & Liechti, S. (2011). Can charisma be taught? Tests of
two interventions. Academy of Management Learning & Education, 10, 374-396.
3.) Banks, G. C., Engemann, K. N., Williams, C. E., Gooty, J., McCauly, K. D., &
Medaugh, M. R. (2017). A meta-analytic review and future research agenda of
charismatic leadership. Leadership Quarterly, 28, 508-529.
4.) Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional
leadership: A meta-analytic test of their validity. Journal of Applied Psychology,
89 (5), 755-768.
Week 3: Leadership & Traits
A) Leadership & the Big five traits
B) Leader narcissism
C) Leadership, (Emotional) Intelligence and Hight
Readings:
1.) Judge, T. A., Bono, J. E., Ilies, R. & Gerhardt, M. W. (2002). Personality and leadership:
A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765-780.
2.) Braun, S. (2017). Leader narcissism and outcomes in organizations: A review at
multiple levels of analysis and implications for future research. Frontiers in Psychology, 8,
773.
3) Judge, T. A., & Cable, D. M. (2004). The effect of physical height on workplace success
and income: Preliminary test of a theoretical model. Journal of Applied Psychology, 89(3),
428-441.
Week 4: Leadership & Societal Culture
A) What is societal culture?
B) Why is societal culture important?
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, C) 5 Key dimensions to understand cultural differences (G. Hofstede)
D) Leadership styles accros cultures
E) Project GLOBE
Readings:
1.) Den Hartog, D. N., & De Hoogh, A. H. B. (2024). Cross-cultural leadership: What we
know, what we need to know, and where we need to go. Annual Review of Organizational
Psychology and Organizational Behavior, 11, 535-566.
2.) Dorfman, P. W., Howell, J. P., Hibino, S., Lee, J. K., Tate, U., & Bautista, A. (1997).
Leadership in Western and Asian countries: Commonalities and differences in effective
leadership processes across cultures. Leadership Quarterly, 8 (3), 233-274.
3.) Hofstede, G. (1993). Cultural constraints in management theories. Academy of
Management Executive, 7 (1), 81-94.
Week 5: (Im)Moral Leadership
A) Moral leadership: Ethical, authentic, servant, and responsible
leaders
B) Immoral Leadership: Abusive & Exploitative
Readings:
1.) Almeida, J. G., Hartog, D. N. D., De Hoogh, A. H., 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, 215-
244.
2) Den Hartog, D. N. (2015). Ethical leadership. Annual Review of Organizational
Psychology and Organizational Behavior, 2, 409-434.
3.) Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to
leadership: An integrative review of ethical, authentic, and servant leadership. Academy
of Management Annals, 13(1), 148-187.
Week 6: Leadership & Change
A) What is organizational change?
B) Methods to engage in change
C) Change Recipients
D) Change Readiness
E) Leadership Style to Manage Effective Change
Readings:
1.) Herold, D. M., Fedor, D. B., Caldwell, S., Liu, Y. (2008). The effects of transformational
and change leadership on employees' commitment to a change: A multilevel
study. Journal of Applied Psychology, 93, 346-357.
2.) Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business
Review, March-April, 59-67.
3.) Rafferty, A. E., Jimmieson, N. L., & Armenakis, A. A. (2013). Change readiness: A multi-
level approach. Journal of Management, 39(1), 110-135.
4.) Kim, T. G., Hornung, S., & Rousseau, D. M. (2011). Change-supportive employee
behavior: Antecedents and the moderating role of time. Journal of Management, 37(6),
1664-1693.
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, Week 1: Leadership & Gender
Does leadership matter?
The CEO effect – CEO is the most central variable in determining firm
performance. Leadership is very important for performance, as well as
the environment.
Leadership behavior is very important.
A) Gender-Based Discrimination
Gender Discrimination – the unequal treatment of individuals based on
gender.
Leadership roles have been mainly performed by men. Why?
- Gender Stereotypes
- Implicit leader theories
- Role expectations
A.1 Gender Stereotypes
Gender stereotypes are oversimplified and generalized assumptions
about how people should behave, look, or feel based on their gender.
Stereotypes are prescriptive: how you “should” behave.
The relationship between gender role stereotypes and requisite
management characteristics.
- In-built differences
- Different interests & characteristics of females vs. males:
Female Qualities: Welfare of Others, Communal: e.g.
affectionate, cooperative, helpful, sensitive, sympathetic,
share emotions, gentle, equal treatment.
Male Qualities: Agentic and Confident: e.g. assertive, result
oriented, controlling, negotiating, aggressive, dominant,
forceful.
These stereotypes shape expectations of who "fits" leadership roles, often
favoring men as “male qualities”, seen as leadership qualities. The
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, stereotype is to think only men have agentic and confident qualities even
though woman can have “Male qualities” as well.
”Think manager, think male” problem.
A.2 Implicit Leader Theories (Leader Stereotypes)
= Biased beliefs about skills and behaviors necessary for effective leaders
– masculine characteristics (agentic). According to Shein, successful
managers should be:
- Task/Result oriented
- Competitive
- Assertive
- Decisive
All those caracteristics = Masculine caracteristics “think manager,
think male” problem. Perceptions of female ≠ successful leaders.
There is a mismatch between what we think is the right leader and what
IS actually the right leader (sensitivity is also important).
Gender stereotypes have changed over time. According to a cross-
temporal meta-analysis of U.S. public opinion polls from 1946 to 2018:
- Competence and intelligence: men and women are more and more
equal over time.
- Communion(caring) stereotype: still hold over time Women for
leadership roles start with a disadvantage.
A.3 Role Expectations
Role expectations are the perceptions of incongruity (mismatch of
stereotypes) between female gender roles and leadership roles.
So, role expectations refer to how people expect certain behaviors from
men and women, based on gender. There’s often a clash between what’s
expected from women (kind, supportive) and what’s expected from
leaders (strong, decisive). This creates a problem for women in leadership
because people may see them as "not fitting" the role.
The example of Miranda from The Devil Wears Prada shows this. Miranda
is tough and demanding, which is typical of strong leaders but unusual for
what people expect from women. Because of this, people may view her
negatively, even though similar behavior might be accepted, or even
admired, in male leaders The backlash effect.
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