Leadership & Management
Article Summary
2019
Maaike Terwindt
Pre-Master’s Business Administration
University of Amsterdam
6012S0051Y
,Table of Contents
1 Leadership 3
Article 1: Leadership: Past, present, future 3
Article 2: The forgotten ones? The validity of consideration and initiating structure in leadership research 4
Article 3: The role of the situation in leadership 6
2 Motivation 8
Article 1: Work motivation theory and research at the dawn of the twenty first century 8
Article 2: Motivation in words: Promotion-and prevention-oriented leader communication 9
Article 3: The interplay between goal intentions and implementation intentions 12
3 Creativity & Innovation 14
Article 1: Innovation and creativity in organizations 14
Article 2: Leader member exchange (LMX), job autonomy, and creative work involvement 17
Article 3: Job demands, perceptions of effort-reward fairness and innovative work behavior 18
4 Stress & Occupational Health 20
Article 1: So far, so good: Up to now, the challenge–hindrance framework 20
Article 2: Neuroticism and locus of control as moderators 22
Article 3: The Role of Work-Nonwork Boundary Management in Work Stress Recovery 24
5 Decision Making & Work in the Digital Age 26
Article 1: How technology is changing work and organizations 26
Article 2: The hidden traps in decision making 29
Article 3: Interactive Effects of Team Virtuality and Work Design on Team Functioning 31
6 Proactive Behavior 34
Article 1: Making things happen: A model of proactive motivation 34
Article 2: When does transformational leadership enhance employee proactive behavior? 38
Article 3: Getting credit for proactive behavior 40
Maaike Terwindt - 2019 2
, 1 Leadership
Article 1: Leadership: Past, present, future
Authors Day, D. V., & Antonakis, J. (2012)
Institution University of Western Australia, University of Lausanne
Journal The Nature of Leadership, Second Edition
Research Type Meta-analysis
Introduction Leadership can be defined in terms of (a) an influencing process—and its resultant
outcomes—that occurs between a leader and followers and (b) how this influencing
process is explained by the leader’s dispositional characteristics and behaviors, follower
perceptions and attributions of the leader, and the context in which the influencing
process occurs.
Schools Trait School: Suggested that certain dispositional characteristics (i.e., stable personality
attributes or traits) differentiated leaders from non-leaders. Thus, leaders were born.
Behavioral School: When there was no consistent evidence of a universally preferred
leadership style across tasks or situations, it was proposed that success of the leader’s
behavioral style must be contingent on the situation.
Contingency School: It all depends: Fiedler’s model states leader–member relations, task
structure, and position power determine the effectiveness of the leadership exercised.
Relational School: Relationships between leaders and followers. LMX theory: Describes the
nature of the relations between leaders and their followers.
Skeptics-of-Leadership School: The validity of questionnaire ratings of leadership was
criticized as likely biased by the implicit leadership theories of those providing the ratings.
Information-Processing School: The understanding of how and why a leader is legitimized
through the process of matching his or her personal characteristics with the prototypical
expectations that followers have of a leader (cognition).
New Leadership School: Reignition of leadership research. Transformational leadership: In
Idealizing and inspiring leader behaviors induced followers to transcend their interests for
that of the greater good. Transformational and charismatic leadership > “Neo-charismatic”
Biological and Why certain variables might provide an evolutionary advantage to an organism. It
Evolutionary investigates the behavioral genetics of leadership emergence to leadership role occupancy,
in men and women, hormones on correlates of leadership, neuroscientific perspectives of
leadership, evolutionary points of view, as well as integrative biological perspectives.
Emerging Contextual School: Contextual factors are seen to give rise to or inhibit certain leadership
issues behaviors or their dispositional antecedents and understanding these is necessary for
advancing a more general understanding of leadership. Leadership does not occur in a
vacuum, and context and leadership appear to be intertwined.
Ethics: The ethics of leadership and a leader’s level of moral development are increasingly
becoming essential elements of leadership research and theory.
Diversity: The diversity of leaders and followers in terms of culture, gender, race and
ethnicity, or sexual orientation has been infrequently addressed.
Maaike Terwindt - 2019 3
Article Summary
2019
Maaike Terwindt
Pre-Master’s Business Administration
University of Amsterdam
6012S0051Y
,Table of Contents
1 Leadership 3
Article 1: Leadership: Past, present, future 3
Article 2: The forgotten ones? The validity of consideration and initiating structure in leadership research 4
Article 3: The role of the situation in leadership 6
2 Motivation 8
Article 1: Work motivation theory and research at the dawn of the twenty first century 8
Article 2: Motivation in words: Promotion-and prevention-oriented leader communication 9
Article 3: The interplay between goal intentions and implementation intentions 12
3 Creativity & Innovation 14
Article 1: Innovation and creativity in organizations 14
Article 2: Leader member exchange (LMX), job autonomy, and creative work involvement 17
Article 3: Job demands, perceptions of effort-reward fairness and innovative work behavior 18
4 Stress & Occupational Health 20
Article 1: So far, so good: Up to now, the challenge–hindrance framework 20
Article 2: Neuroticism and locus of control as moderators 22
Article 3: The Role of Work-Nonwork Boundary Management in Work Stress Recovery 24
5 Decision Making & Work in the Digital Age 26
Article 1: How technology is changing work and organizations 26
Article 2: The hidden traps in decision making 29
Article 3: Interactive Effects of Team Virtuality and Work Design on Team Functioning 31
6 Proactive Behavior 34
Article 1: Making things happen: A model of proactive motivation 34
Article 2: When does transformational leadership enhance employee proactive behavior? 38
Article 3: Getting credit for proactive behavior 40
Maaike Terwindt - 2019 2
, 1 Leadership
Article 1: Leadership: Past, present, future
Authors Day, D. V., & Antonakis, J. (2012)
Institution University of Western Australia, University of Lausanne
Journal The Nature of Leadership, Second Edition
Research Type Meta-analysis
Introduction Leadership can be defined in terms of (a) an influencing process—and its resultant
outcomes—that occurs between a leader and followers and (b) how this influencing
process is explained by the leader’s dispositional characteristics and behaviors, follower
perceptions and attributions of the leader, and the context in which the influencing
process occurs.
Schools Trait School: Suggested that certain dispositional characteristics (i.e., stable personality
attributes or traits) differentiated leaders from non-leaders. Thus, leaders were born.
Behavioral School: When there was no consistent evidence of a universally preferred
leadership style across tasks or situations, it was proposed that success of the leader’s
behavioral style must be contingent on the situation.
Contingency School: It all depends: Fiedler’s model states leader–member relations, task
structure, and position power determine the effectiveness of the leadership exercised.
Relational School: Relationships between leaders and followers. LMX theory: Describes the
nature of the relations between leaders and their followers.
Skeptics-of-Leadership School: The validity of questionnaire ratings of leadership was
criticized as likely biased by the implicit leadership theories of those providing the ratings.
Information-Processing School: The understanding of how and why a leader is legitimized
through the process of matching his or her personal characteristics with the prototypical
expectations that followers have of a leader (cognition).
New Leadership School: Reignition of leadership research. Transformational leadership: In
Idealizing and inspiring leader behaviors induced followers to transcend their interests for
that of the greater good. Transformational and charismatic leadership > “Neo-charismatic”
Biological and Why certain variables might provide an evolutionary advantage to an organism. It
Evolutionary investigates the behavioral genetics of leadership emergence to leadership role occupancy,
in men and women, hormones on correlates of leadership, neuroscientific perspectives of
leadership, evolutionary points of view, as well as integrative biological perspectives.
Emerging Contextual School: Contextual factors are seen to give rise to or inhibit certain leadership
issues behaviors or their dispositional antecedents and understanding these is necessary for
advancing a more general understanding of leadership. Leadership does not occur in a
vacuum, and context and leadership appear to be intertwined.
Ethics: The ethics of leadership and a leader’s level of moral development are increasingly
becoming essential elements of leadership research and theory.
Diversity: The diversity of leaders and followers in terms of culture, gender, race and
ethnicity, or sexual orientation has been infrequently addressed.
Maaike Terwindt - 2019 3
