Summary document PPMO
Subject Paper Key take-away
Leadership, Pygmalion and Employee Leaders’ high expectations foster greater employee learning
Innovation Learning:The Role of Leader Behaviors through concrete behaviors: setting challenging, specific
and Learning (Bezuijen et al., 2009) goals and providing tangible learning opportunities
How to get Radical Creative Ideas into Leaders’ achievement goals affect whether they oppose or
a Leader’s Mind? (Sijbom et al., 2015) adopt radically new ideas.
Entrepreneur- Social Entrepreneurship: The Case for Social entrepreneurs identify an unjust equilibrium, create a
ship Definition (Martin & Osberg, 2007) direct, innovative solution, and establish a sustainable new
system benefiting those previously underserved.
Social Entrepreneurship Revisited Social entrepreneurs share distinct mindsets and tend to
(Light, 2009) build or transform organizations specifically to tackle
deeply-rooted social problems.
Organizational 3 levels of culture (Schein, 2010) Organizational culture operates on 3 distinct layers, each
Culture & progressively deeper and less visible.
Change
Management Personality, Context, and Resistance to The tridimensional attitudes towards change: affective,
Organizational Change (Oreg, 2006) behavioral and cognitive resistance.
Successful Organizational Change Bridges gap between practical advice and research, offering
(Stouten et al., 2018) a more systematic road map for change.
Organizational Firm Resources and Sustained Sustained competitive advantage is not just doing things
Strategy Competitive Advantage (Barney, 1991) differently but also making sure that competitors are unable
to duplicate the strategy.
What is Strategy? (Porter, 1996) The essence of strategy is choosing to perform activities
differently (a distinct position, clear trade-offs, and a
reinforcing system of activities)
What is Strategic Management, Organizational strategy weaves together internal and
Really? (Nag et al., 2007) external logics to boost firm-level performance.
Equality, Why Diversity Programs Fail (Dobbin & Making diversity “everyone’s responsibility,” rather than
Diversity and Kalev, 2016) imposing top-down control, has a greater positive impact.
Inclusion
Inclusive Workplaces: A Review and Hiring for diversity alone is insufficient. Real inclusion arises
Model (Shore et al., 2018) from consistent, multilevel practices.
Management Consulting as General Philosophy of Consultants help in 3 ways.The expert or doctor roles are
Consulting Helping (Schein, 1989) rare, so most consulting is process-based.
Popular Critiques of Consultancy Popular skepticism about consultants actually reflects
(Sturdy, 2009) broader doubts about management knowledge itself.
Using Fashion Theories to Explain the Consulting drives modern managerial practice, shaping how
Success of Consultancies (Kieser, companies adopt new ideas but faces ongoing questions
2002) about its impact, ethics, and genuine novelty.
, Leadership, Innovation and Learning
Papers:
● Pygmalion and Employee Learning: The Role of Leader Behaviors (Bezuijen et al.,
2009)
● How to get Radical Creative Ideas into a Leader’s Mind? (Sijbom et al., 2015)
Bezuijen et al. (2009) investigate how leaders’ expectations (the “Pygmalion effect”)
influence employees’ engagement in learning activities—specifically which leadership
behaviors mediate this process.
Pygmalion effect = High expectations can become self-fulfilling prophecies if leaders
behave in ways that reinforce these expectations.
Key leader behaviours examined:
1. Leader–member exchange (LMX): Quality of the leader–employee relationship.
2. Goal specificity: Setting precise and clearly defined learning goals.
3. Goal difficulty: Setting challenging (yet attainable) learning goals.
4. Providing learning opportunities: supplying time, resources, developmental tasks.
5. Feedback: Offering learning-focused input on performance and improvement.
Findings:
1. Leader expectations matter: Employees whose managers had higher expectations
reported greater engagement in learning activities.
2. Goal specificity, goal difficulty, and learning opportunities mediate: These 3
behaviors explained how high leader expectations translate into increased learning
engagement.
3. LMX’s indirect role: Although leaders formed higher quality relationships (LMX) with
employees they expected to develop more, LMX itself did not directly predict learning
engagement. Instead, LMX fueled other leader behaviors that drove this.
Subject Paper Key take-away
Leadership, Pygmalion and Employee Leaders’ high expectations foster greater employee learning
Innovation Learning:The Role of Leader Behaviors through concrete behaviors: setting challenging, specific
and Learning (Bezuijen et al., 2009) goals and providing tangible learning opportunities
How to get Radical Creative Ideas into Leaders’ achievement goals affect whether they oppose or
a Leader’s Mind? (Sijbom et al., 2015) adopt radically new ideas.
Entrepreneur- Social Entrepreneurship: The Case for Social entrepreneurs identify an unjust equilibrium, create a
ship Definition (Martin & Osberg, 2007) direct, innovative solution, and establish a sustainable new
system benefiting those previously underserved.
Social Entrepreneurship Revisited Social entrepreneurs share distinct mindsets and tend to
(Light, 2009) build or transform organizations specifically to tackle
deeply-rooted social problems.
Organizational 3 levels of culture (Schein, 2010) Organizational culture operates on 3 distinct layers, each
Culture & progressively deeper and less visible.
Change
Management Personality, Context, and Resistance to The tridimensional attitudes towards change: affective,
Organizational Change (Oreg, 2006) behavioral and cognitive resistance.
Successful Organizational Change Bridges gap between practical advice and research, offering
(Stouten et al., 2018) a more systematic road map for change.
Organizational Firm Resources and Sustained Sustained competitive advantage is not just doing things
Strategy Competitive Advantage (Barney, 1991) differently but also making sure that competitors are unable
to duplicate the strategy.
What is Strategy? (Porter, 1996) The essence of strategy is choosing to perform activities
differently (a distinct position, clear trade-offs, and a
reinforcing system of activities)
What is Strategic Management, Organizational strategy weaves together internal and
Really? (Nag et al., 2007) external logics to boost firm-level performance.
Equality, Why Diversity Programs Fail (Dobbin & Making diversity “everyone’s responsibility,” rather than
Diversity and Kalev, 2016) imposing top-down control, has a greater positive impact.
Inclusion
Inclusive Workplaces: A Review and Hiring for diversity alone is insufficient. Real inclusion arises
Model (Shore et al., 2018) from consistent, multilevel practices.
Management Consulting as General Philosophy of Consultants help in 3 ways.The expert or doctor roles are
Consulting Helping (Schein, 1989) rare, so most consulting is process-based.
Popular Critiques of Consultancy Popular skepticism about consultants actually reflects
(Sturdy, 2009) broader doubts about management knowledge itself.
Using Fashion Theories to Explain the Consulting drives modern managerial practice, shaping how
Success of Consultancies (Kieser, companies adopt new ideas but faces ongoing questions
2002) about its impact, ethics, and genuine novelty.
, Leadership, Innovation and Learning
Papers:
● Pygmalion and Employee Learning: The Role of Leader Behaviors (Bezuijen et al.,
2009)
● How to get Radical Creative Ideas into a Leader’s Mind? (Sijbom et al., 2015)
Bezuijen et al. (2009) investigate how leaders’ expectations (the “Pygmalion effect”)
influence employees’ engagement in learning activities—specifically which leadership
behaviors mediate this process.
Pygmalion effect = High expectations can become self-fulfilling prophecies if leaders
behave in ways that reinforce these expectations.
Key leader behaviours examined:
1. Leader–member exchange (LMX): Quality of the leader–employee relationship.
2. Goal specificity: Setting precise and clearly defined learning goals.
3. Goal difficulty: Setting challenging (yet attainable) learning goals.
4. Providing learning opportunities: supplying time, resources, developmental tasks.
5. Feedback: Offering learning-focused input on performance and improvement.
Findings:
1. Leader expectations matter: Employees whose managers had higher expectations
reported greater engagement in learning activities.
2. Goal specificity, goal difficulty, and learning opportunities mediate: These 3
behaviors explained how high leader expectations translate into increased learning
engagement.
3. LMX’s indirect role: Although leaders formed higher quality relationships (LMX) with
employees they expected to develop more, LMX itself did not directly predict learning
engagement. Instead, LMX fueled other leader behaviors that drove this.
