THEORIES OF LEADERSHIP AND MANAGEMENT
HUMAN CAPITAL MANAGEMENT
THEORY AUTHORS ABOUT
Resource-based Barney & Value: People add to the performance of the company valuable
theory Wright Rarity: If they have specifc and good skills, this makes them rare.
Inimitable: Those skills must be difcult to imitate. Important here:
VRIO o Path dependency: Unique history, makes company unique.
o Social complexity: Create teams with complementary unique
skills.
Organizaton: All these resources must be managed and supported.
Generic skills: universally applicable results in compettve parity.
Firm-specifc skills: value to only one frm sustainable CA.
Sustainable CA also comes more from teams than from individuals, since you make
use of unique combinatons = difcult to imitate.
Sustainable CA stems from HR systems more than from single HR practces. Thus
develop systems that integrate HR practces in a way that they can complement
each other, rather than confict.
Human resources are also important in building organizatonal capability for the
future.
Human capital Crook et. al. Human capital = Knowledge, skills, abilites, and other characteristcs KSAOss
Must be valuable for the company, so can be valuable and rare VRIOs.
Human capital has a positve infuence on performance. This is stronger when the
capital needed is frm-specifc, instead of generic.
Also you can beter see that human capital has a positve infuence on performance
when you measure on operatonal performance e.g. customer service satsfacton
or innovatons, rather than on global performance.
Operatonal performance laat namelijk de performance van bepaalde actviteiten in
het bedrijf zien en niet van het bedrijf als geheel waar stakeholders een gedeelte
performance kunnen opeisens.
Social capital Social capital: The nature of the relatonships i.e. social structures and processess
among people internal and external to the frm.
Can be difcult to imitate VRIOs
Human capital Ployhart et. al. De human capital van ieder persoon KSAOss genereert human capital resources
resource dankzij combinates. Het human capital van één iemand kan makkelijk te imiteren
combinatons zijn, maar door de combinate met andere human capital/resources, zorgt het voor
een unieke combi human capital resources zijn complex en dus wel lastg te
imiteren bron van CA.
,Line of sight (LOS) Buller & LOS = an employee's understanding of the frm's strategic goals as well as the
McEvoy actons necessary to accomplish the goals.
Based on resource- LOS focuses on aligning strategy, HRM practces and performance.
based theory. The frmms driving force is the strategy, including vision, mission, goals, etc.
At the core there are three interrelated levels of analysis:
About how to Organizatonal forms a base for the other two levelss
manage human Group
capital. Individual
Alignment contributes to the creaton of human capital and social capital.
Both of these are necessary to achieve and sustain superior performance.
You start with a strategy, which is turned into goals for each level of the
organizaton. Then everyone works on those goals, which leads to human and
social capital. This will eventually lead to performance.
Striving for such an alignment sources of compettve advantage that are VRIO.
, MECHANISMS OF LEADERSHIP
THEORY AUTHORS ABOUT
Social learning theory Brown et. al. Learning through the observaton of others. Developed by Albert Bandura.
There are 4 necessary conditons for social learning:
Being infuenced by Atenton: Notce behavior someone is doing.
other peoplems Retenton: Remember the behavior. If too complex, not remember.
behavior. Reproducton: It needs to be possible to imitate.
Motvaton reinforcements: You must want to perform the behavior
that someone else is doing if rewards weigh out the cost of
learning, you are willing to learn it 3 forms of reinforcement:
o Direct reinforcement: You watch model perform, imitate it,
and get rewarded or punished for it.
o Vicarious reinforcement: The observer antcipates a reward
or punishment, because someone else has goten it as well.
o Striving to meet personal standards without depending on
the reacton of others.
Inhibiton: Learning what not to do.
Disinhibiton: Learning to exhibit vertonens something because you see
someone else exhibit that behavior and not get punished.
Social learning theory is very present in children, but while we grow up we
develop empathy and can refect on our behaviors.
Social learning is important in a leader-follower context: If you have an
ethical leader, you are more likely to copy that behavior and be ethical as
well. A leader must therefore be viewed as a credible, atractve and
legitmate role model. Social learning is the key theoretcal perspectve here.
Social identty theory Hogg Social identty leads individuals to think, feel and act on the basis of group
membership. When social identty is salient notceable, importants, people
Refers to a personms act as representatves of a group rather than just as individuals.
sense of who they are
based on their group In-group = your group & Out-group = others groups, that you donmt belong to.
membership ss These groups form prototypes that defne the group and distnguish them
from others.
Social identfcaton: You absorb all the values of your in-group and you
notce differences between your in-group and the out-group.
Social comparison: When you start to think of your group as beter than the
out-group boosts self-esteem positve distnctveness.
In some situatons you want to blend in strange situatons, others you want
to stand out familiar situatons balance this for optmal distnctveness.
Depersonalizaton: People are not viewed as unique individuals, but as
matches to the relevant ingroup or outgroup prototype.
Leaders must also identfy with their followers, to identfy with the group.
Prototypical members that match with the groups are more likely to
emerge as leaders, and more prototypical leaders will be perceived
to be more effectve leaders. Prototypical leaders donmt need to
