Leadership – Exam summary
WEEK 1
Lecture 1 = Introduction to leadership // Leadership traits // skills // behaviours
• H1 – Introduction
• H2 – Trait approach
• H3 – Skills approach
• H4 – Behavioural approach
WEEK 2
Lecture 2 = Contingency theory & LMX // Transformational & Charismatic leadership
• H5 = Situational approach
• H6 = Path-goal theory
• H7 = Leader-member exchange theory
• H8 = Transformational leadership
WEEK 3
Lecture 3 = Leader emergence // Leadership development
• Article 1 = Acton et al. (2018)
• Article 2 = Day & Dragoni (2015)
WEEK 4
Lecture 4 = Leadership & Culture // Gender & Leadership
• H15 = Gender & Leadership
• H16 = Culture & Leadership
• Article 3 = Mendenhall et al. (2012)
• Article 4 = Eagly & Karak (2002)
WEEK 5
Lecture 5 = Leadership & Ethics // Strategic leadership
• H13 = Leadership ethics
• Article 5 = Lemoine et al. (2018)
• Article 65 = Samimi et al. (2020)
1
,WEEK 6
Lecture 6 = Shared & Team leadership // Change & Leadership
• H14 – Team leadership
• Article 7 = Wang et al. (2014)
• Article 8 – Oreg & Berson (2019)
WEEK 7
Lecture 7 = The future of Leadership
2
, WEEK 1
Lecture 1.1 – Introduction to Leadership // LS traits // skills // behaviours
There is a big gap between theory and practise in leadership. It is based on management fashions
rather than research evidence-based knowledge and skills. Leadership is important as it is one of the
main topics of HRM.
H1 – Introduction to leadership
A) Definition of leadership
Leadership has been studied since the 1930s. Two fundamental research questions were:
- What makes a leader
- What makes a leader effective?
- However, there is no common definition for leadership.
Common denominator = leadership is an influence process. It is always a process between people.
Leadership definition book = leadership is a process whereby an individual influences a group of
individuals to achieve a common goal.
Central idea = Leadership is a means to an end. It is something you use to achieve something.
Central question = What makes a leader effective? This differs across scholars.
Leadership effectiveness can be evaluated on different levels. The higher the level you reach, the
higher the difference between the individual level and the level you will influence.
1. Intra-individual level = leader himself
Antecedents = leader traits // skills // values
Processes = leader behaviour // decision-making // self-development // self-management
Consequences = leader performance // promotion // career
E.g. behaviour of women is evaluated differently.
2. Dyadic level = individual followers
Antecedents = leader traits // skills // values
Antecedents 2 = leader behaviour
Processes = follower trust // motivation // efficacy // skills & abilities
Consequences = follower performance // satisfaction // well-being // sickness
E.g. bullying is always ineffective behaviour and affects individual followers
3. Team level = team or group
Antecedents = leader traits // skills // values
Antecedents 2 = leader behaviour
Process = team cohesiveness // cooperation // problem-solve // decision-m // learning, creativity
Consequences = team performance // innovation // satisfaction // commitment
E.g. leaders should not be too smart. Difference between IQ of leader and team creates a gap.
4. Organizational level = organization
Antecedents = leader traits // skills // values
Antecedents 2 = leader behaviour
3
, Process = organizational structure // culture // strategy // human capital // efficiency, cost, …
Consequences = organizational functioning // organizational performance
E.g. CEO pay and performance of the organization often do not match up.
5. National level = country
Antecedents = leader traits // skills // values
Antecedents 2 = leader behaviour
Process = country government // policies // black box…
Consequences = economic performance
E.g. dictators do not have positive economic effects
B) Major approaches to leadership integrated
Major approaches in leadership research
1. Trait approach (1930s)
2. Skills & Behaviours approach (1940s)
3. Stational or contingency approach (1960s)
4. The new leadership? Integrative approach (1970s)
C) Are leaders born or made?
The debate is going on for centuries/millennia. E.g. by Plato and Carlyle.
Carlyle = history can be explained by the impact of great men that have certain traits that would
make them great in any era.
H2 – Trait approach (1930s)
Systematic research started in the 1930s /1940. The effects of traits like personality/motives/values
were studied + their effect on leader emergence/advancement/derailment/overall effectiveness.
General idea = leader traits//skills//values//attitudes//feelings → follower attitudes, feelings
behaviours → higher performance, better processes, career success
A) Review of traits (Judge et al, 2002)
Big five = five relatively stable dimensions of personality. It is a data driven model.
1. Neuroticism = form of emotional instability = decreases effectiveness
2. Extraversion = outgoing = increases effectiveness
3. Openness to new experiences = increase effectiveness
4
WEEK 1
Lecture 1 = Introduction to leadership // Leadership traits // skills // behaviours
• H1 – Introduction
• H2 – Trait approach
• H3 – Skills approach
• H4 – Behavioural approach
WEEK 2
Lecture 2 = Contingency theory & LMX // Transformational & Charismatic leadership
• H5 = Situational approach
• H6 = Path-goal theory
• H7 = Leader-member exchange theory
• H8 = Transformational leadership
WEEK 3
Lecture 3 = Leader emergence // Leadership development
• Article 1 = Acton et al. (2018)
• Article 2 = Day & Dragoni (2015)
WEEK 4
Lecture 4 = Leadership & Culture // Gender & Leadership
• H15 = Gender & Leadership
• H16 = Culture & Leadership
• Article 3 = Mendenhall et al. (2012)
• Article 4 = Eagly & Karak (2002)
WEEK 5
Lecture 5 = Leadership & Ethics // Strategic leadership
• H13 = Leadership ethics
• Article 5 = Lemoine et al. (2018)
• Article 65 = Samimi et al. (2020)
1
,WEEK 6
Lecture 6 = Shared & Team leadership // Change & Leadership
• H14 – Team leadership
• Article 7 = Wang et al. (2014)
• Article 8 – Oreg & Berson (2019)
WEEK 7
Lecture 7 = The future of Leadership
2
, WEEK 1
Lecture 1.1 – Introduction to Leadership // LS traits // skills // behaviours
There is a big gap between theory and practise in leadership. It is based on management fashions
rather than research evidence-based knowledge and skills. Leadership is important as it is one of the
main topics of HRM.
H1 – Introduction to leadership
A) Definition of leadership
Leadership has been studied since the 1930s. Two fundamental research questions were:
- What makes a leader
- What makes a leader effective?
- However, there is no common definition for leadership.
Common denominator = leadership is an influence process. It is always a process between people.
Leadership definition book = leadership is a process whereby an individual influences a group of
individuals to achieve a common goal.
Central idea = Leadership is a means to an end. It is something you use to achieve something.
Central question = What makes a leader effective? This differs across scholars.
Leadership effectiveness can be evaluated on different levels. The higher the level you reach, the
higher the difference between the individual level and the level you will influence.
1. Intra-individual level = leader himself
Antecedents = leader traits // skills // values
Processes = leader behaviour // decision-making // self-development // self-management
Consequences = leader performance // promotion // career
E.g. behaviour of women is evaluated differently.
2. Dyadic level = individual followers
Antecedents = leader traits // skills // values
Antecedents 2 = leader behaviour
Processes = follower trust // motivation // efficacy // skills & abilities
Consequences = follower performance // satisfaction // well-being // sickness
E.g. bullying is always ineffective behaviour and affects individual followers
3. Team level = team or group
Antecedents = leader traits // skills // values
Antecedents 2 = leader behaviour
Process = team cohesiveness // cooperation // problem-solve // decision-m // learning, creativity
Consequences = team performance // innovation // satisfaction // commitment
E.g. leaders should not be too smart. Difference between IQ of leader and team creates a gap.
4. Organizational level = organization
Antecedents = leader traits // skills // values
Antecedents 2 = leader behaviour
3
, Process = organizational structure // culture // strategy // human capital // efficiency, cost, …
Consequences = organizational functioning // organizational performance
E.g. CEO pay and performance of the organization often do not match up.
5. National level = country
Antecedents = leader traits // skills // values
Antecedents 2 = leader behaviour
Process = country government // policies // black box…
Consequences = economic performance
E.g. dictators do not have positive economic effects
B) Major approaches to leadership integrated
Major approaches in leadership research
1. Trait approach (1930s)
2. Skills & Behaviours approach (1940s)
3. Stational or contingency approach (1960s)
4. The new leadership? Integrative approach (1970s)
C) Are leaders born or made?
The debate is going on for centuries/millennia. E.g. by Plato and Carlyle.
Carlyle = history can be explained by the impact of great men that have certain traits that would
make them great in any era.
H2 – Trait approach (1930s)
Systematic research started in the 1930s /1940. The effects of traits like personality/motives/values
were studied + their effect on leader emergence/advancement/derailment/overall effectiveness.
General idea = leader traits//skills//values//attitudes//feelings → follower attitudes, feelings
behaviours → higher performance, better processes, career success
A) Review of traits (Judge et al, 2002)
Big five = five relatively stable dimensions of personality. It is a data driven model.
1. Neuroticism = form of emotional instability = decreases effectiveness
2. Extraversion = outgoing = increases effectiveness
3. Openness to new experiences = increase effectiveness
4
