PPMO
Summary 15 articles and 6 lectures including slides & notes
Wouw van de, Dieuwertje
,Inhoudsopgave
Leadership, innovation and learning - Dr. R.B.L. Slijbom ................................................................................... 2
1. The role of leader behaviors ..................................................................................................................... 3
2. How to get radical creative ideas into a leader’s mind? Leader’s achievement goals and subordinates’
voice of creative ideas ........................................................................................................................................ 8
Management consulting - Dr. K. van Bommel ................................................................................................. 17
3. Managers as Marionettes? Using Fashion Theories to explain the success of consultancies ................. 18
4. A general philosophy of helping: Process consultation ........................................................................... 26
5. Popular critiques of consultancy and a politics of management learning .............................................. 30
Organizational strategy - Drs. N. Telg .............................................................................................................. 34
6. Firm Resources and Sustained Competitive Advantage .......................................................................... 35
7. What is Strategy?.................................................................................................................................... 44
8. What is strategic management, really? .................................................................................................. 54
Organizational culture & Change management – Dr. R.B.L. Sijbom ................................................................. 60
9. Organizational culture and leadership .................................................................................................... 61
10 . Successful Organizational Change: Integrating the Management ........................................................ 65
11 . Personality, context and resistance to organizational change .............................................................. 76
Other and remaining Lecture slides & notes Organizational culture and Change management ..................... 84
Entrepreneurship – Dr. N.A. Thompson .......................................................................................................... 86
12. Social and Commercial entrepreneurship: same, different or both? .......................................................... 87
13. The promise of entrepreneurship as a field of research ............................................................................. 93
Other and remaining Lecture slides & notes Entrepreneurship ........................................................................ 97
Equality, Diversity and Inclusion in Organizations – Dr. L. Knappert ................................................................ 99
14. Why diversity programs fail ...................................................................................................................... 100
15. Inclusive workplaces: A review and a model ............................................................................................ 103
Other and remaining Lecture slides & notes Equality, Diversity & Inclusion in Organizations ....................... 110
Dieuwertje van de Wouw – Vrije Universiteit Amsterdam – Pre-master Program – PPMO – 2024 1
,Leadership, innovation and learning - Dr. R.B.L. Slijbom
Dieuwertje van de Wouw – Vrije Universiteit Amsterdam – Pre-master Program – PPMO – 2024 2
, 1. The role of leader behaviors
Definition: Mediator vs. moderator. A mediator (mediating variable) explains the process in which two variables relate. In
contrast, a moderator (moderating variable) affects the direction and strength of this relationship.
Employee learning is increasingly more important for maintaining organizational effectiveness;
therefore, it is part of leaders’ responsibilities to manage and support this. However, research says that
leaders often allocate and distribute their investments in employees in accordance with their
expectations of each individual employee (a leader’s assessment of an employee’s capability to learn
job-relevant knowledge and skills). This implies that leaders’ expectations may affect learning behavior
– employee engagement in learning activities. These expectations may initiate a self-fulfilling prophecy,
also called the Pygmalion effect: Higher expectations lead to an increase in performance.
The Pygmalion effect was defined by Robert Rosenthal, who described it as ‘the phenomenon whereby
one person’s expectations for another person’s behavior
comes to serve as a self-fulfilling prophecy’.
– in this context: leaders expectations activate certain
leader behaviors, which in turn affects employee attitudes
and behaviors in the expected direction.
H1: Leader expectations are positively related to
employee engagement in learning activities.
Based on Rosenthal’s four-factor Pygmalion
model (generalizing teacher behaviors into an
organizational setting), this study investigates
which leader behaviors mediate the relationship
between leader expectations and employee
engagement in learning activities:
1. Leader-Member-exchange
2. Goal setting – specific and difficult
3. Providing learning opportunities
4. Feedback
The Pygmalion effect suggests that in case of
high expectations, leaders form higher quality LMX relationships, set more specific and difficult goals,
provide more learning opportunities, and provide better feedback.
Dieuwertje van de Wouw – Vrije Universiteit Amsterdam – Pre-master Program – PPMO – 2024 3
Summary 15 articles and 6 lectures including slides & notes
Wouw van de, Dieuwertje
,Inhoudsopgave
Leadership, innovation and learning - Dr. R.B.L. Slijbom ................................................................................... 2
1. The role of leader behaviors ..................................................................................................................... 3
2. How to get radical creative ideas into a leader’s mind? Leader’s achievement goals and subordinates’
voice of creative ideas ........................................................................................................................................ 8
Management consulting - Dr. K. van Bommel ................................................................................................. 17
3. Managers as Marionettes? Using Fashion Theories to explain the success of consultancies ................. 18
4. A general philosophy of helping: Process consultation ........................................................................... 26
5. Popular critiques of consultancy and a politics of management learning .............................................. 30
Organizational strategy - Drs. N. Telg .............................................................................................................. 34
6. Firm Resources and Sustained Competitive Advantage .......................................................................... 35
7. What is Strategy?.................................................................................................................................... 44
8. What is strategic management, really? .................................................................................................. 54
Organizational culture & Change management – Dr. R.B.L. Sijbom ................................................................. 60
9. Organizational culture and leadership .................................................................................................... 61
10 . Successful Organizational Change: Integrating the Management ........................................................ 65
11 . Personality, context and resistance to organizational change .............................................................. 76
Other and remaining Lecture slides & notes Organizational culture and Change management ..................... 84
Entrepreneurship – Dr. N.A. Thompson .......................................................................................................... 86
12. Social and Commercial entrepreneurship: same, different or both? .......................................................... 87
13. The promise of entrepreneurship as a field of research ............................................................................. 93
Other and remaining Lecture slides & notes Entrepreneurship ........................................................................ 97
Equality, Diversity and Inclusion in Organizations – Dr. L. Knappert ................................................................ 99
14. Why diversity programs fail ...................................................................................................................... 100
15. Inclusive workplaces: A review and a model ............................................................................................ 103
Other and remaining Lecture slides & notes Equality, Diversity & Inclusion in Organizations ....................... 110
Dieuwertje van de Wouw – Vrije Universiteit Amsterdam – Pre-master Program – PPMO – 2024 1
,Leadership, innovation and learning - Dr. R.B.L. Slijbom
Dieuwertje van de Wouw – Vrije Universiteit Amsterdam – Pre-master Program – PPMO – 2024 2
, 1. The role of leader behaviors
Definition: Mediator vs. moderator. A mediator (mediating variable) explains the process in which two variables relate. In
contrast, a moderator (moderating variable) affects the direction and strength of this relationship.
Employee learning is increasingly more important for maintaining organizational effectiveness;
therefore, it is part of leaders’ responsibilities to manage and support this. However, research says that
leaders often allocate and distribute their investments in employees in accordance with their
expectations of each individual employee (a leader’s assessment of an employee’s capability to learn
job-relevant knowledge and skills). This implies that leaders’ expectations may affect learning behavior
– employee engagement in learning activities. These expectations may initiate a self-fulfilling prophecy,
also called the Pygmalion effect: Higher expectations lead to an increase in performance.
The Pygmalion effect was defined by Robert Rosenthal, who described it as ‘the phenomenon whereby
one person’s expectations for another person’s behavior
comes to serve as a self-fulfilling prophecy’.
– in this context: leaders expectations activate certain
leader behaviors, which in turn affects employee attitudes
and behaviors in the expected direction.
H1: Leader expectations are positively related to
employee engagement in learning activities.
Based on Rosenthal’s four-factor Pygmalion
model (generalizing teacher behaviors into an
organizational setting), this study investigates
which leader behaviors mediate the relationship
between leader expectations and employee
engagement in learning activities:
1. Leader-Member-exchange
2. Goal setting – specific and difficult
3. Providing learning opportunities
4. Feedback
The Pygmalion effect suggests that in case of
high expectations, leaders form higher quality LMX relationships, set more specific and difficult goals,
provide more learning opportunities, and provide better feedback.
Dieuwertje van de Wouw – Vrije Universiteit Amsterdam – Pre-master Program – PPMO – 2024 3
