Summary Articles + Lectures Leadership And Management (6012S0051Y) Premaster Business Administration , UVA

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