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Summary Theories of Leadership and Management: Everything you need to know in just a couple of pages. $5.83
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Summary Theories of Leadership and Management: Everything you need to know in just a couple of pages.

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  • Course
  • Theories Of Leadership & Management (6314M0229Y)
  • Institution
  • Universiteit Van Amsterdam (UvA)

All you need to know. To the point. Everything included. Perfect for quickly looking up questions or answers.

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Document information

  • February 22, 2021
  • 7
  • 2020/2021
  • Summary

Subjects

  • leadership
  • management

Written for

  • Universiteit van Amsterdam (UvA)
  • Master Business Administration Leadership & Management
  • Theories Of Leadership & Management (6314M0229Y)
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Week 1

Social learning theory: we learn by observing and imitating other people’s behavior (inhibition and
disinhibition). Conditions are attention (notice it), retention (remember), reproduction, motivation.

A leaders’ ethical behavior leads to followers’ ethical behavior (>effort, willingness to report
problems, satisfaction). Social learning is the mediating mechanism. Mechanisms: trait, behavior,
cognition.
Ethical leadership is the demonstration of normatively appropriate behavior through personal
actions and interpersonal relationships, and the promotion of such behavior to followers through
two-way communication, reinforcement, and decision-making.

Social Identity: a person’s sense of who they are, based on their group membership(s).
Social identity salience (strong group identity) is the moderator for the effect of leaders’
prototypicality on followers’ endorsement of leaders.

Leadership effectiveness rests on how prototypical he is (representative of group identity). Social
categorization, social comparison, depersonalization (perceive others by being in- or outgroup
members).

Social exchange theory: the motivational basis behind employee behaviors and the formation of
positive employee attitudes, and why individuals express loyalty to the organization. Builds on
reciprocity (behaviors of employees vs. support etc. from the firm).

Perceived organizational support: the degree to which employees believe that their organization
values their contributions, cares about their well-being, and fulfills socio-emotional needs. Increases
organizational commitment.

LMX: leadership as a process that is focused on the interactions between leader and member.
Supervisor’s support, fairness and trust. Phases are stranger, acquaintance and partner. Increases in-
role and extra-role behavior (citizenship). With in-group members superiors develop leadership
exchange (without authority) (are granted special privileges, responsibilities and opportunities) and
with out-group leaders develop only supervision relationships (influence based primarily upon
authority) (typically do the minimum level of work required of them and in exchange they receive
limited access to resources and have limited input into decision making).

Self-efficacy: individuals’ belief in their capacity to execute behaviors. Performance outcomes, verbal
persuasion, psychological feedback (body), vicarious experiences (someone else).

Locus: source from which leadership arises. Leader, follower, dyad (relationship), collective (work
teams) and context (environment).
Mechanism: process through which the leader exercises influence. Traits, behaviors, cognition
(rational scripts, thoughts) and affect (emotions, feelings).

Transformational leadership: trust and respect for leader and motivated: individualized
consideration, intellectual stimulation, inspirational motivation, idealized influence. Motivates
followers to do more than they originally expected to do and broadens and changes the interests of
their followers. Stimulate to look further than their self-interest for the good of the group.

Ethical leadership: forsakes personal success so that they can drive and inspire others to achieve a
shared vision, dream and goal. Honesty, trust and fairness. Leads to satisfaction, extra effort and
willingness to report problems.

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