L1 Theories of leadership and management

Social leaning theory

people can learn new information and behaviours by watching other people. Also known as observational learning or learning from a role model

2 types of observational learning

inhibition and disinhibition

inhibition

in not doing that

disinhibition

if he can do that, we can too

4 necessary conditions for social learning

1. attention 2. retention 3. reproduction 4. motivation (reinforcement)

Brown, Trevino and harrison suggest that

ethical leadership should influence employees ethical conducts at work because ethical leaders are attractive and legitimate model who attract and hold followers attention.

how do leaders convey the importance of ethical behaviour?

by role modelling and using the reward system to hold employees accountable

a perceived ethical leader leads to what?

more willingness to engage in proactive helpful behaviour such as reporting problems to management

Social identity theory

refers to a persons sense of who they are based on group memberships

What happens when social identity is salient?

People act as representatives of the group rather than individuasls

3 stages of social identity theory

1. self categorisation 2. social identification 3. social comparison

Hogg suggest that

leadership effectiveness rests on the extent to which the leader is protypical of the group and engages in group oriented behaviour

Reciprocity principle

there is not duty more indispensable that that of returning a kindness, all men distrust one forgetful of a benefit

example of reciprocity principle

christmas cards experiment

Perceived Organisational Support

The degree to which employees believe their organisation cares about their will being and fulfills socio economic needs

Social exchange theory

Social interaction is shaped by reciprocal exchange of rewards, both tangible and non tangible

3 core assumptions of social exchange theory

1. social actors engage in activities as a means of obtaining goods

2. all social activities involve some costs to the actor

3. social actors seek to economise their activities by keeping costs below rewards

6 types of social rewards

1. personal attraction

2. social acceptance

3. social approval

4. instrumental services

5. respect or prestige

6. compliance or power

   
   

3 types of social costs

1. investment (time or effort)

2. direct costs (resources exchanged)

3. opportunity costs (loss of rewards elsewhere)

Social exchange theory implications for leadership 5

1. reciprocal social exchange creates trust and social bonds

2. if subordinates collectively agree that leader uses power generously, legitimise leader

3. legitimate power is necessary for a stable organisation

4. unilateral services create power and status differenes

5. if subordinates collectively experience unfair treatment, opposition moment will develop

Leader member exchange LMX

conceives leadership as a process that is focused on the interactions between leader and subordinates

LMX ingroup

special priviledges

LMX outgroup

do minimum amount of work so low exchange

LMX 3 phases

1. stranger phase

2. acquaintance phase

3. partnership phase

Self efficacy

A personal judgment of how well one can execute courses of action required to deal with prospective situations

how to gain self efficacy?

1. various experiences

2. psychological feedback

3. verbal persuasion

4. performance outcomes

   
   

Learned helplessness

because the baby is taught he is not strong he will not even try

Learned optimism

the idea in positive psychology that a talent for joy, like any other, can be cultivated

Path goal theory

a leaders behaviour directly impacts the satisfaction, motivation, and productivity of subordinates

Pshychological safety

Psychological danger

How can team create psychological safety?

1. approach conflict as collaboration

2. speak human to human

3. anticipate reactions and plan counter moves

4. replace blame with curiosity

5. ask for feedback on delivery

6. measure psychological safety