Summary Leadership and Management – Articles + Lecture video’s
Premaster Business Administration 2020-2021
Shannon Karhof – Grade 8.5
Table of contents
Week 1 – Leadership..............................................................................................................................2
Lecture................................................................................................................................................2
Article 1.1 – Day, D. V., & Antonakis, J. (2012). Leadership: Past, present, future..............................6
Article 1.2 - Judge, T. A., Piccolo (2004). The forgotten ones? The validity of consideration and
initiating structure in leadership research..........................................................................................7
Article 1.3 – van Knippenberg, D. (2020). Meaning-based leadership................................................7
Article 1.4 - Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership.....................8
Week 2 – Motivation............................................................................................................................10
Lecture..............................................................................................................................................10
Article 2.1 – Latham & Pinder (2005). Work motivation theory and research at the dawn of the
twenty-first century..........................................................................................................................14
Article 2.2 – Stam, D., van Knippenberg, D. (2018). Motivation in words: Promotion-and
prevention-oriented leader communication in times of crisis..........................................................15
Article 2.3 – Sheeran, P., Webb, T. L., & Gollwitzer, P. M. (2005). The interplay between goal
intentions and implementation intentions.......................................................................................16
Week 3 – Creativity and motivation.....................................................................................................17
Lecture..............................................................................................................................................17
Article 3.1 – Anderson, Potocnik, & Zhou (2014). Innovation and creativity in organizations: A state-
of-the-science review, prospective commentary, and guiding framework.......................................20
Article 3.2 - Volmer, J., Spurk, D., & Niessen, C. (2012). Leader-member exchange (LMX), job
autonomy, and creative work involvement......................................................................................21
Article 3.3 – Janssen, O. (2000). Job demands, perceptions of effort-reward fairness and innovative
work behavior...................................................................................................................................22
Week 4 – Stress and Occupational Health............................................................................................23
Lecture..............................................................................................................................................23
Article 4.1 O'Brien, K. E., & Beehr, T. A. (2019). So far, so good: Up to now, the challenge-hindrance
framework describes a practical and accurate distinction................................................................25
Article 4.2 – De Hoogh, A. H., & Den Hartog, D. N. (2009). Neuroticism and locus of control as
moderators of the relationships of charismatic and autocratic leadership with burnout................26
Article 4.3 – Kinnunen et al. (2016). The role of work-nonwork boundary management in work
stress recovery..................................................................................................................................27
Week 5 – Decision making & work in the digital age............................................................................29
Lecture..............................................................................................................................................29
, Article 5.1 - Hammond, J. S., Keeney (1998). The hidden traps in decision making..........................33
Article 5.2- How Technology Is Changing Work and Organizations – Cascio & Montealegre (2016) 36
Article 5.3 Interactive Effects of Team Virtuality and Work Design on Team Functioning................38
Week 6 – Proactive behavior................................................................................................................39
Lecture + Q&A..................................................................................................................................39
Article 6.1 –Making things happen: A model of proactive motivation..............................................40
Article 6.2 –When does transformational leadership enhance employee proactive behavior? The
role of autonomy and role breadth self-efficacy..............................................................................43
Article 6.3 - Getting credit for proactive behavior: Supervisor reactions depend on what you value
and how you feel..............................................................................................................................44
Week 1 – Leadership
Lecture
Difference leadership and management
Leadership Purpose driven
Management Goal driven
Recall 5 trends of leadership theory in the right order
1. Trait theories of leadership up to late ‘40’s
2. Behavioral theories of leadership Late ‘40’s - ‘60s
3. Contingency approach Late ‘60s - ‘80s
4. Transformational leadership After 1990
5. Meaning-based leadership 2015
Trait theories of leadership up to late ‘40’s
2 Key takeaways
Personality/social/physical traits differentiate leaders from non-leaders
Traits can predicts leader emergence rather than effectiveness
2 most important personality traits
Extraversion Considered most important
Conscientiousness and openness to experience
Why physical traits important
Evolutionary explanation: E.g. taller people are more likely considered leaders and overweight people aren’t.
Behavioral theories of leadership Late ‘40’s - ‘60s
2 Key takeaways
- Behavior is the mediator to get leadership effectiveness
- Behavior can be changed
Recall 2 famous Behavior theories
Ohio state University research
Michigan University research
Ohio state university research
Key takeaway
Consists of two dimensions of leaders behavior
,1. Initiating structure emphasis on meeting goals/tasks/deadlines is laid by the leader
2. Consideration how friendly/supportive a leader is
Which 3 theories built upon these two dimensions
Three contingency theories: Path-goal, Contingency model and Situational leadership
Michigan University research
2 Key takeaways.
Consists of 2 dimensions, which are similar to Ohio State and it has 4 categories of leader behavior
Focus mainly on effective group performance
1. Job-centered dimension (similar to initiating structure dimension)
Goal emphasis all behaviors that motivate employees to accomplish tasks
Work facilitation behaviors that facilitate the work, clarifying roles allocating resources
2. Employee-centered dimension (similar to the consideration dimension)
Leader support behaviors that show concern for subordinates
Interaction facilitation behaviors that help smooth things such as conflicts
Differences between Ohio and Michigan two studies
Ohio state consists of 2 independent continuums, University of Michigan on only one.
Contingency approach Late ‘60s - ‘80s
Key takeaway
Leadership effectiveness depends on situational factors and conditions it’s contingent.
Recall 3 Contingency Theories
Situational leadership theory
Path-goal Theory
Contingency Model
Situational leadership theory
2 Key takeaways
Effective leadership depends on selecting the right style based on the followers’ readiness level:
o Willingness
o Ability
There are four leadership styles, they are based on:
1. Telling high on initiating structure, low on consideration
2. Selling high on initiating structure, high on consideration
3. Participating low on initiating structure, high on consideration
4. Delegating low on initiating structure, low on consideration
Path-goal Theory
4 Key takeaways
Effective leadership is achieved through
o Ensuring valued rewards (goals)
o Helping followers to attain these goals
Dependent on 2 moderators
1. Environmental factors Outside of employee control clear task structure/policies/rules/
2. Subordinate factors Internal to the employee level of experience/perceived ability
It takes 3 steps to get people motivated
Effort performance Goal/reward
4 types of leaders
1. Directive: Focus on the work to be done initiating structure
2. Supportive: Focus on the well-being of the worker consideration
, 3. Participative: Consult with employees in decision-making consideration
4. Achievement-oriented High expectations/high performance initiating
structure
Theory is based on
Expectancy theory
2 Strengths/2 weaknesses
o + It highlights the importance of contingency factors/situational moderators
o + Train leaders in behaviors but ALSO in assessing the situation
o - Limited scope.
o - Too complicated to apply due to mismatch between researchers + practitioners.
Contingency Model (Fiedler)
2 Key takeaways
Group performance depends on the match between the leaders’ style and the situation
o Craft the situation or choose the right leader for a specific situation
The more control a leader has, the more favorable the situation. Leadership effectiveness depends on:
1. Leader-member relationships
2. Task structure
3. Position power
Measure used + purpose
LPC (least preferred co-worker scale) to measure whether a person is task/relationship
- Low LPC Task oriented
- High LPC Relation oriented
Strength / critique
+ Considerable evidence supports the model
- Contingency variables are complex and hard to determine
Transformational leadership After 1990
Recall 2 Transformational leadership Theories
Charismatic leadership theory
Transformational leadership theory
Charismatic leadership theory
2 Key takeaways
It is a four step process
1. Leader articulates an attractive vision
2. Leader communicates high performance expectations / confidence in a follower’s ability
3. Leader sets an example
4. Leader engages in emotion-inducing / unconventional behavior to be more persuasive.
It has a dark side as well e.g. Hitler.
Most effective when:
There is a crisis
The leader is at the upper level
Followers have a low self-esteem/self-worth
Transformational leadership theory
Premaster Business Administration 2020-2021
Shannon Karhof – Grade 8.5
Table of contents
Week 1 – Leadership..............................................................................................................................2
Lecture................................................................................................................................................2
Article 1.1 – Day, D. V., & Antonakis, J. (2012). Leadership: Past, present, future..............................6
Article 1.2 - Judge, T. A., Piccolo (2004). The forgotten ones? The validity of consideration and
initiating structure in leadership research..........................................................................................7
Article 1.3 – van Knippenberg, D. (2020). Meaning-based leadership................................................7
Article 1.4 - Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership.....................8
Week 2 – Motivation............................................................................................................................10
Lecture..............................................................................................................................................10
Article 2.1 – Latham & Pinder (2005). Work motivation theory and research at the dawn of the
twenty-first century..........................................................................................................................14
Article 2.2 – Stam, D., van Knippenberg, D. (2018). Motivation in words: Promotion-and
prevention-oriented leader communication in times of crisis..........................................................15
Article 2.3 – Sheeran, P., Webb, T. L., & Gollwitzer, P. M. (2005). The interplay between goal
intentions and implementation intentions.......................................................................................16
Week 3 – Creativity and motivation.....................................................................................................17
Lecture..............................................................................................................................................17
Article 3.1 – Anderson, Potocnik, & Zhou (2014). Innovation and creativity in organizations: A state-
of-the-science review, prospective commentary, and guiding framework.......................................20
Article 3.2 - Volmer, J., Spurk, D., & Niessen, C. (2012). Leader-member exchange (LMX), job
autonomy, and creative work involvement......................................................................................21
Article 3.3 – Janssen, O. (2000). Job demands, perceptions of effort-reward fairness and innovative
work behavior...................................................................................................................................22
Week 4 – Stress and Occupational Health............................................................................................23
Lecture..............................................................................................................................................23
Article 4.1 O'Brien, K. E., & Beehr, T. A. (2019). So far, so good: Up to now, the challenge-hindrance
framework describes a practical and accurate distinction................................................................25
Article 4.2 – De Hoogh, A. H., & Den Hartog, D. N. (2009). Neuroticism and locus of control as
moderators of the relationships of charismatic and autocratic leadership with burnout................26
Article 4.3 – Kinnunen et al. (2016). The role of work-nonwork boundary management in work
stress recovery..................................................................................................................................27
Week 5 – Decision making & work in the digital age............................................................................29
Lecture..............................................................................................................................................29
, Article 5.1 - Hammond, J. S., Keeney (1998). The hidden traps in decision making..........................33
Article 5.2- How Technology Is Changing Work and Organizations – Cascio & Montealegre (2016) 36
Article 5.3 Interactive Effects of Team Virtuality and Work Design on Team Functioning................38
Week 6 – Proactive behavior................................................................................................................39
Lecture + Q&A..................................................................................................................................39
Article 6.1 –Making things happen: A model of proactive motivation..............................................40
Article 6.2 –When does transformational leadership enhance employee proactive behavior? The
role of autonomy and role breadth self-efficacy..............................................................................43
Article 6.3 - Getting credit for proactive behavior: Supervisor reactions depend on what you value
and how you feel..............................................................................................................................44
Week 1 – Leadership
Lecture
Difference leadership and management
Leadership Purpose driven
Management Goal driven
Recall 5 trends of leadership theory in the right order
1. Trait theories of leadership up to late ‘40’s
2. Behavioral theories of leadership Late ‘40’s - ‘60s
3. Contingency approach Late ‘60s - ‘80s
4. Transformational leadership After 1990
5. Meaning-based leadership 2015
Trait theories of leadership up to late ‘40’s
2 Key takeaways
Personality/social/physical traits differentiate leaders from non-leaders
Traits can predicts leader emergence rather than effectiveness
2 most important personality traits
Extraversion Considered most important
Conscientiousness and openness to experience
Why physical traits important
Evolutionary explanation: E.g. taller people are more likely considered leaders and overweight people aren’t.
Behavioral theories of leadership Late ‘40’s - ‘60s
2 Key takeaways
- Behavior is the mediator to get leadership effectiveness
- Behavior can be changed
Recall 2 famous Behavior theories
Ohio state University research
Michigan University research
Ohio state university research
Key takeaway
Consists of two dimensions of leaders behavior
,1. Initiating structure emphasis on meeting goals/tasks/deadlines is laid by the leader
2. Consideration how friendly/supportive a leader is
Which 3 theories built upon these two dimensions
Three contingency theories: Path-goal, Contingency model and Situational leadership
Michigan University research
2 Key takeaways.
Consists of 2 dimensions, which are similar to Ohio State and it has 4 categories of leader behavior
Focus mainly on effective group performance
1. Job-centered dimension (similar to initiating structure dimension)
Goal emphasis all behaviors that motivate employees to accomplish tasks
Work facilitation behaviors that facilitate the work, clarifying roles allocating resources
2. Employee-centered dimension (similar to the consideration dimension)
Leader support behaviors that show concern for subordinates
Interaction facilitation behaviors that help smooth things such as conflicts
Differences between Ohio and Michigan two studies
Ohio state consists of 2 independent continuums, University of Michigan on only one.
Contingency approach Late ‘60s - ‘80s
Key takeaway
Leadership effectiveness depends on situational factors and conditions it’s contingent.
Recall 3 Contingency Theories
Situational leadership theory
Path-goal Theory
Contingency Model
Situational leadership theory
2 Key takeaways
Effective leadership depends on selecting the right style based on the followers’ readiness level:
o Willingness
o Ability
There are four leadership styles, they are based on:
1. Telling high on initiating structure, low on consideration
2. Selling high on initiating structure, high on consideration
3. Participating low on initiating structure, high on consideration
4. Delegating low on initiating structure, low on consideration
Path-goal Theory
4 Key takeaways
Effective leadership is achieved through
o Ensuring valued rewards (goals)
o Helping followers to attain these goals
Dependent on 2 moderators
1. Environmental factors Outside of employee control clear task structure/policies/rules/
2. Subordinate factors Internal to the employee level of experience/perceived ability
It takes 3 steps to get people motivated
Effort performance Goal/reward
4 types of leaders
1. Directive: Focus on the work to be done initiating structure
2. Supportive: Focus on the well-being of the worker consideration
, 3. Participative: Consult with employees in decision-making consideration
4. Achievement-oriented High expectations/high performance initiating
structure
Theory is based on
Expectancy theory
2 Strengths/2 weaknesses
o + It highlights the importance of contingency factors/situational moderators
o + Train leaders in behaviors but ALSO in assessing the situation
o - Limited scope.
o - Too complicated to apply due to mismatch between researchers + practitioners.
Contingency Model (Fiedler)
2 Key takeaways
Group performance depends on the match between the leaders’ style and the situation
o Craft the situation or choose the right leader for a specific situation
The more control a leader has, the more favorable the situation. Leadership effectiveness depends on:
1. Leader-member relationships
2. Task structure
3. Position power
Measure used + purpose
LPC (least preferred co-worker scale) to measure whether a person is task/relationship
- Low LPC Task oriented
- High LPC Relation oriented
Strength / critique
+ Considerable evidence supports the model
- Contingency variables are complex and hard to determine
Transformational leadership After 1990
Recall 2 Transformational leadership Theories
Charismatic leadership theory
Transformational leadership theory
Charismatic leadership theory
2 Key takeaways
It is a four step process
1. Leader articulates an attractive vision
2. Leader communicates high performance expectations / confidence in a follower’s ability
3. Leader sets an example
4. Leader engages in emotion-inducing / unconventional behavior to be more persuasive.
It has a dark side as well e.g. Hitler.
Most effective when:
There is a crisis
The leader is at the upper level
Followers have a low self-esteem/self-worth
Transformational leadership theory
