Leading and Managing People: Summary
of Master course at Leiden University
Written by Isabel Rutten (2024)
Content
Lecture 1 – Chapter 1 and 17................................................................................................ 2
Chapter 1: What is Organizational Behavior? .................................................................... 2
Chapter 17: Human Resources Policies and Practices ...................................................... 5
Lecture 2 – Chapter 2 and 5 + Lee et al. (2019) .................................................................... 7
Chapter 2: Diversity in Organizations ................................................................................ 7
Chapter 5: Personality and Values .................................................................................... 8
Lee et al. (2019) .............................................................................................................. 10
Lecture 3 – Chapter 3 ......................................................................................................... 11
Chapter 3: Attitudes and Job Satisfaction ........................................................................ 11
Lecture 4 – Chapters 7 and 8 + Shin and Grant (2019) ....................................................... 13
Chapter 7: Motivation Concepts....................................................................................... 13
Chapter 8: Motivation: From Concepts to Applications .................................................... 15
Shin and Grant (2019) ..................................................................................................... 16
Lecture 5 – Chapter 4 ......................................................................................................... 17
Chapter 4: Emotions and Moods ..................................................................................... 17
Lecture 6 – Chapter 6 + Dijksterhuis (2004) ........................................................................ 20
Chapter 6: Perception and Individual Decision Making .................................................... 20
Dijksterhuis (2004)........................................................................................................... 21
Lecture 7 – Chapters 9 and 10 ............................................................................................ 22
Chapter 9: Foundations of Group Behavior ..................................................................... 22
Chapter 10: Understanding Work Teams......................................................................... 24
Lecture 8 – Chapter 15 ....................................................................................................... 27
Chapter 15: Foundations of Organizational Culture ......................................................... 27
Lecture 9 – Chapters 12 and 13 .......................................................................................... 30
Chapter 12: Leadership ................................................................................................... 30
Chapter 13: Power and Politics........................................................................................ 32
Lecture 10 – Chapters 11 and 16 ........................................................................................ 34
Chapter 11: Communication ............................................................................................ 34
Chapter 16: Organizational Culture ................................................................................. 36
1
Leading and Managing People (Leiden University, 2024). Written by Isabel Rutten.
,Note: The additions from the lecture slides are italicized.
Lecture 1 – Chapter 1 and 17
Chapter 1: What is Organizational Behavior?
Goals direct behaviors of individuals and groups within an organization, and OB helps to
understand how goals are set, communicated, integrated, reinforced, and achieved.
Manager: an individual who achieves goals through other people; someone who ensure that
other people contribute towards the organizational goal
Organization: a consciously coordinated social unit, composed of two or more people, that
functions on a relatively continuous basis to achieve a common goal or set of goals
Work of managers can be categorized into 4 different activities:
- Planning: a process that includes defining goals, establishing strategy, and
developing plans to coordinate activities
- Organizing: determining what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom, and where decisions are to be made
- Leading: a function that includes motivating employees, directing others, selecting
the most effective communication channels, and resolving conflicts
- Controlling: monitoring activities to ensure that they are being accomplished as
planned and correcting any significant deviations
Mintzberg’s Managerial Roles:
- Interpersonal: Figurehead, Leader, Liaison
- Informational: Monitor, Disseminator, Spokesperson:
- Decisional: Entrepreneur, Disturbance handler, Resource allocator, Negotiator
Management skills:
- Technical skills: the ability to apply specialized knowledge or expertise
- Human skills: the ability to work with, understand, and motivate other people, both
individually and in groups
- Conceptual skills: the mental ability to analyze and diagnose complex situations
Organizational behavior (OB): a field of study that investigates the impact that individuals,
groups, and structure have on behavior within organizations for the purpose of applying such
knowledge toward improving an organization’s effectiveness; endeavors to understand,
explain, predict; to change (improve) human behavior as it occurs in the organizational
context
Systematic study: looking at relationships, attempting to attribute causes and effects, and
drawing conclusions based on scientific evidence
Evidence-based management (EBM): basing managerial decisions on the best available
scientific evidence
Intuition: an instinctive feeling not necessarily supported by research
2
Leading and Managing People (Leiden University, 2024). Written by Isabel Rutten.
,Disciplines that contribute to OB:
• Psychology: the science that seeks to measure, explain, and sometimes change the
behavior of humans and other animals
• Social psychology: an area of psychology that blends concepts from psychology
and sociology to focus on the influence of people on one another
• Sociology: the study of people in relation to their social environment or culture
• Anthropology: the study of societies to learn about human beings and their activities
Challenges/opportunities include:
• Workforce diversity: the concept that organizations are becoming more
heterogenous in terms of gender, age, race, ethnicity, sexual orientation, and other
characteristics
• Positive organizational scholarship: an area of OB research that studies how
organizations develop human strengths, foster vitality and resilience, and unlock
potential
• Ethical dilemmas and ethical choices: situations in which individuals are required
to define right and wrong conduct
3
Leading and Managing People (Leiden University, 2024). Written by Isabel Rutten.
, Model: an abstraction of reality, a simplified representation of some real-world phenomenon
• Dependent (𝑌): the outcome we want to predict/change
• Independent (𝑋): the variable that we (expect) to predict the outcome
• Mediator (𝑀): a variable that (partly) explains the relationship between 𝑋 and 𝑌
• Moderator/contingency variables (𝑊): a variable
impacting the relationship between 𝑋 and 𝑌. Also:
Contingency variables: situational factors or variables
that moderate the relationship between two or more
variables
Inputs: variables that lead to processes
Processes: action that individuals, groups, and organizations engage in as a result of inputs
and that lead to certain outcomes
Outcomes: key factors that are affected by other variables
• Stress: a psychological process that occurs in response to environmental pressures
• Task performance: the combination of effectiveness and efficiency at doing core job
tasks
• Organizational citizenship behavior (OCB): discretionary behavior that contributes
to the psychological and social environment of the workplace
• Withdrawal behavior: the set of actions employees take to separate themselves
from the organization
• Group cohesion: the extent to which members of a group support and validate one
another while at work
• Group functioning: the quantity and quality of a group’s work output
• Productivity: the combination of the effectiveness and efficiency of an organization
• Effectiveness: the degree to which an organization meets the
needs of its clientele or customers
• Efficiency: the degree to which an organization can achieve its
ends at a low cost
• Organizational survival: the degree to which an organization
is able to exist and grow over the long term
OB variables occur across levels/contexts.
Level Behavior of… Inputs Processes Outcomes
Micro Individuals Diversity, values, Emotion, moods, Attitudes, stress,
personality motivation performance
Meso People working Group structure, Communication, Group cohesion,
together in group roles, team leadership, power group functioning
teams/groups responsibilities and politics
Macro Entire organizations Structure, culture Human resource Productivity,
and its impact on management, survival
lower levels change practices
4
Leading and Managing People (Leiden University, 2024). Written by Isabel Rutten.
of Master course at Leiden University
Written by Isabel Rutten (2024)
Content
Lecture 1 – Chapter 1 and 17................................................................................................ 2
Chapter 1: What is Organizational Behavior? .................................................................... 2
Chapter 17: Human Resources Policies and Practices ...................................................... 5
Lecture 2 – Chapter 2 and 5 + Lee et al. (2019) .................................................................... 7
Chapter 2: Diversity in Organizations ................................................................................ 7
Chapter 5: Personality and Values .................................................................................... 8
Lee et al. (2019) .............................................................................................................. 10
Lecture 3 – Chapter 3 ......................................................................................................... 11
Chapter 3: Attitudes and Job Satisfaction ........................................................................ 11
Lecture 4 – Chapters 7 and 8 + Shin and Grant (2019) ....................................................... 13
Chapter 7: Motivation Concepts....................................................................................... 13
Chapter 8: Motivation: From Concepts to Applications .................................................... 15
Shin and Grant (2019) ..................................................................................................... 16
Lecture 5 – Chapter 4 ......................................................................................................... 17
Chapter 4: Emotions and Moods ..................................................................................... 17
Lecture 6 – Chapter 6 + Dijksterhuis (2004) ........................................................................ 20
Chapter 6: Perception and Individual Decision Making .................................................... 20
Dijksterhuis (2004)........................................................................................................... 21
Lecture 7 – Chapters 9 and 10 ............................................................................................ 22
Chapter 9: Foundations of Group Behavior ..................................................................... 22
Chapter 10: Understanding Work Teams......................................................................... 24
Lecture 8 – Chapter 15 ....................................................................................................... 27
Chapter 15: Foundations of Organizational Culture ......................................................... 27
Lecture 9 – Chapters 12 and 13 .......................................................................................... 30
Chapter 12: Leadership ................................................................................................... 30
Chapter 13: Power and Politics........................................................................................ 32
Lecture 10 – Chapters 11 and 16 ........................................................................................ 34
Chapter 11: Communication ............................................................................................ 34
Chapter 16: Organizational Culture ................................................................................. 36
1
Leading and Managing People (Leiden University, 2024). Written by Isabel Rutten.
,Note: The additions from the lecture slides are italicized.
Lecture 1 – Chapter 1 and 17
Chapter 1: What is Organizational Behavior?
Goals direct behaviors of individuals and groups within an organization, and OB helps to
understand how goals are set, communicated, integrated, reinforced, and achieved.
Manager: an individual who achieves goals through other people; someone who ensure that
other people contribute towards the organizational goal
Organization: a consciously coordinated social unit, composed of two or more people, that
functions on a relatively continuous basis to achieve a common goal or set of goals
Work of managers can be categorized into 4 different activities:
- Planning: a process that includes defining goals, establishing strategy, and
developing plans to coordinate activities
- Organizing: determining what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom, and where decisions are to be made
- Leading: a function that includes motivating employees, directing others, selecting
the most effective communication channels, and resolving conflicts
- Controlling: monitoring activities to ensure that they are being accomplished as
planned and correcting any significant deviations
Mintzberg’s Managerial Roles:
- Interpersonal: Figurehead, Leader, Liaison
- Informational: Monitor, Disseminator, Spokesperson:
- Decisional: Entrepreneur, Disturbance handler, Resource allocator, Negotiator
Management skills:
- Technical skills: the ability to apply specialized knowledge or expertise
- Human skills: the ability to work with, understand, and motivate other people, both
individually and in groups
- Conceptual skills: the mental ability to analyze and diagnose complex situations
Organizational behavior (OB): a field of study that investigates the impact that individuals,
groups, and structure have on behavior within organizations for the purpose of applying such
knowledge toward improving an organization’s effectiveness; endeavors to understand,
explain, predict; to change (improve) human behavior as it occurs in the organizational
context
Systematic study: looking at relationships, attempting to attribute causes and effects, and
drawing conclusions based on scientific evidence
Evidence-based management (EBM): basing managerial decisions on the best available
scientific evidence
Intuition: an instinctive feeling not necessarily supported by research
2
Leading and Managing People (Leiden University, 2024). Written by Isabel Rutten.
,Disciplines that contribute to OB:
• Psychology: the science that seeks to measure, explain, and sometimes change the
behavior of humans and other animals
• Social psychology: an area of psychology that blends concepts from psychology
and sociology to focus on the influence of people on one another
• Sociology: the study of people in relation to their social environment or culture
• Anthropology: the study of societies to learn about human beings and their activities
Challenges/opportunities include:
• Workforce diversity: the concept that organizations are becoming more
heterogenous in terms of gender, age, race, ethnicity, sexual orientation, and other
characteristics
• Positive organizational scholarship: an area of OB research that studies how
organizations develop human strengths, foster vitality and resilience, and unlock
potential
• Ethical dilemmas and ethical choices: situations in which individuals are required
to define right and wrong conduct
3
Leading and Managing People (Leiden University, 2024). Written by Isabel Rutten.
, Model: an abstraction of reality, a simplified representation of some real-world phenomenon
• Dependent (𝑌): the outcome we want to predict/change
• Independent (𝑋): the variable that we (expect) to predict the outcome
• Mediator (𝑀): a variable that (partly) explains the relationship between 𝑋 and 𝑌
• Moderator/contingency variables (𝑊): a variable
impacting the relationship between 𝑋 and 𝑌. Also:
Contingency variables: situational factors or variables
that moderate the relationship between two or more
variables
Inputs: variables that lead to processes
Processes: action that individuals, groups, and organizations engage in as a result of inputs
and that lead to certain outcomes
Outcomes: key factors that are affected by other variables
• Stress: a psychological process that occurs in response to environmental pressures
• Task performance: the combination of effectiveness and efficiency at doing core job
tasks
• Organizational citizenship behavior (OCB): discretionary behavior that contributes
to the psychological and social environment of the workplace
• Withdrawal behavior: the set of actions employees take to separate themselves
from the organization
• Group cohesion: the extent to which members of a group support and validate one
another while at work
• Group functioning: the quantity and quality of a group’s work output
• Productivity: the combination of the effectiveness and efficiency of an organization
• Effectiveness: the degree to which an organization meets the
needs of its clientele or customers
• Efficiency: the degree to which an organization can achieve its
ends at a low cost
• Organizational survival: the degree to which an organization
is able to exist and grow over the long term
OB variables occur across levels/contexts.
Level Behavior of… Inputs Processes Outcomes
Micro Individuals Diversity, values, Emotion, moods, Attitudes, stress,
personality motivation performance
Meso People working Group structure, Communication, Group cohesion,
together in group roles, team leadership, power group functioning
teams/groups responsibilities and politics
Macro Entire organizations Structure, culture Human resource Productivity,
and its impact on management, survival
lower levels change practices
4
Leading and Managing People (Leiden University, 2024). Written by Isabel Rutten.
