Table of Contents
Leadership 1: Leadership Introduction................................................................................3
Leadership: past, present, and future – Day & Antonakis (2012)..................................................3
Study of leadership over time → Seven schools of leadership......................................................................3
Servant leadership in hospitality – Bavik (2020)...........................................................................4
Improving resilience: the unfolding of resilient leadership in Covid-19 times – Lombardi et al
(2021)...........................................................................................................................................5
HBR: Will the Pandemic Reshape Notions of Female Leadership? (Chamorro-Premuzic and
Wittenberg-Cox, 2020)..................................................................................................................6
Leadership 2: Creativity and Innovation.............................................................................7
Innovation and Creativity in Organizations: A State-of-the-Science Review, Prospective
Commentary, and Guiding Framework – Anderson (2014)...........................................................7
Creativity and Innovation Theories:...............................................................................................................7
Research review..............................................................................................................................................8
Multilevel research.......................................................................................................................................12
Measurement issues in creativity and innovation research.........................................................................13
Directions for future research......................................................................................................................13
Determinants of organisational creativity: A literature review – Andriopoulos (2001)...............15
Five major organizational factors that enhance creativity in the work environment:................................15
Leader behaviors and the work environment for creativity: Perceived leader support – Amabile
(2004).........................................................................................................................................16
Rebel at Work – Carmen Medina................................................................................................17
Does being mindful make people more creative at work? The role of creative process
engagement and perceived leader humility (Chueng et al, 2019)...............................................18
Leadership 2 Class Notes..................................................................................................18
6 myths of creativity – Teresa Amabile.......................................................................................18
5 creative techniques – patterns of innovation – Drew Boyd and Jacob Goldenberg..................18
Leadership 3: Stress and occupational health and wellbeing............................................19
Stress in organizations (Sonnentag and Frese, 2003)..................................................................19
Stressors:.......................................................................................................................................................19
Stress reactions:............................................................................................................................................19
Theoretical stress process models:...............................................................................................................20
Theoretical Models on the Relationship Between Stressful Situations and Strains:...................................20
Empirical evidence: Main Effects of Stressful Situations on Individual Well-Being and Health...................20
Work stress and well-being in the hospitality industry – O’Niel and Davis - 2010.......................22
Customer-related social stressors to emotional exhaustion: an application of the demands–
control model – Kim & Shin (2019).............................................................................................22
Studied effect of CSS on emotional exhaustion...........................................................................................22
Leadership and stress: a meta-analytic review – (Harms et al., 2016).........................................23
Leadership 5: Motivation and proactive behaviour...........................................................24
WORK MOTIVATION THEORY AND RESEARCH AT THE DAWN OF THE TWENTY-FIRST CENTURY -
Latham, G. P., & Pinder, C. C. (2005)...........................................................................................24
1
, Remote motivation of virtual teams: exploratory study – Aharouay, 2021.................................26
HBR 2019 motivational traps:.....................................................................................................27
From customer-related stressors to emotional exhaustion: an application of the demands–
control model – Schmitt (2016)...................................................................................................27
Public employees' use of social media: Its impact on need satisfaction and intrinsic work
motivation – Demircioglu & Chen 2019......................................................................................28
Leadership 4: Decision Making & Work in the Digital Age................................................29
How technology is changing work and organizations – Cascio and Montealegre 2016...............29
The hidden traps of decision-making – Hammond et al 1998.....................................................33
Do job seekers social media profile affect hospitality managers hiring decisions? A qualitative
inquiry – Kwok and Muñiz 2021..................................................................................................35
2
,Leadership 1: Leadership Introduction
Leadership: past, present, and future – Day & Antonakis (2012)
What is leadership?
Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a
leader and a follower, groups of followers, or institutions. The science of leadership is the systematic study of
this process and its outcomes, as well as how this process depends on the leader’s traits and behaviours,
observer inferences about the leader’s characteristics, and observer attributions made regarding the outcomes
of the entity led.
- Achieving a specific goal
- Importance of leader and followers
Study of leadership over time → Seven schools of leadership
Trait school of leadership:
- This school of thought suggested that certain dispositional characteristics (i.e., stable personality
attributes or traits) differentiated leaders from nonleaders
Behavioural school of leadership:
- Focus on behavioral styles of leadership: consideration and initiating structure
Contingency school of leadership:
- Leader–member relations, task structure, and the position power of the leader determine the
effectiveness of the type of leadership exercised
3
, Contextual school of leadership:
- How contextual factors, like leader hierarchical level, national culture, leader–follower gender,
organizational characteristics, and crises, among other factors, give rise to or inhibit certain leadership
behaviours or their dispositional antecedents, or moderate what kind of leadership is seen as
effective
Relational school of leadership:
- Focus on relationships between leaders and followers
- High quality relations between a leader and his or her followers (i.e., the “in-group”) are based on
trust and mutual respect, whereas low-quality relations between a leader and his or her followers
(i.e., the “out-group”) are based on the fulfilment of contractual obligations.
- Quality of relationships will affect the outcomes
Skeptics-of-leadership school:
- This position suggests that what leaders do (i.e., leadership) is largely attributed to performance
outcomes and may also reflect the implicit leadership theories that individuals carry “in their heads”
Information-processing school of leadership
- The focus of the work has mostly been on understanding how and why a leader is legitimized through
the process of matching his or her personal characteristics/traits with the prototypical expectations
that followers have of a leader.
The new leadership school (charismatic, visionary, transformational)
- Transformational leadership, in which idealized and inspiring leader behaviours induced followers to
transcend their interests for that of the greater good.
- Transformational and charismatic leadership, and other models categorized under the heading of
“neo charismatic” approaches, currently make up the single most dominant leadership paradigm
Biological and evolutionary school
- This perspective is rooted in the hard sciences by directly measuring observable individual differences
(e.g., biological variables or processes); it also considers the “ultimate” (as opposed to proximal)
causes of adaptive behaviours via evolutionary processes.
- Effect of hormones
- Effects of leader physical appearance on leader outcomes
Emerging issues
There are two areas of research on which leadership researchers need to focus so that they can better inform
practice. The first concerns doing more informative research, that is, focusing on estimating correctly identified
causal models, which is a precondition for informing policy and practice. The second area concerns how future
leadership research might be consolidated and integrated.
Servant leadership in hospitality – Bavik (2020)
Servant leadership:
- Employee-oriented type of leadership that has the potential to cultivate positive organisational
outcomes
- Prioritizes others
Greenleaf (1997) and Spears (1996, 1998) identified 10 dimensions of servant leadership:
listening, empathy, healing, conceptualization, awareness, persuasion, stewardship, building
community, foresight, and commitment to the growth of people.
- The primary focus of servant leadership is on the growth and well-being of others
This study showed that there is a correlation and overlap between the dimensions of servant leadership and
characteristics and values of the hospitality industry.
4
Leadership 1: Leadership Introduction................................................................................3
Leadership: past, present, and future – Day & Antonakis (2012)..................................................3
Study of leadership over time → Seven schools of leadership......................................................................3
Servant leadership in hospitality – Bavik (2020)...........................................................................4
Improving resilience: the unfolding of resilient leadership in Covid-19 times – Lombardi et al
(2021)...........................................................................................................................................5
HBR: Will the Pandemic Reshape Notions of Female Leadership? (Chamorro-Premuzic and
Wittenberg-Cox, 2020)..................................................................................................................6
Leadership 2: Creativity and Innovation.............................................................................7
Innovation and Creativity in Organizations: A State-of-the-Science Review, Prospective
Commentary, and Guiding Framework – Anderson (2014)...........................................................7
Creativity and Innovation Theories:...............................................................................................................7
Research review..............................................................................................................................................8
Multilevel research.......................................................................................................................................12
Measurement issues in creativity and innovation research.........................................................................13
Directions for future research......................................................................................................................13
Determinants of organisational creativity: A literature review – Andriopoulos (2001)...............15
Five major organizational factors that enhance creativity in the work environment:................................15
Leader behaviors and the work environment for creativity: Perceived leader support – Amabile
(2004).........................................................................................................................................16
Rebel at Work – Carmen Medina................................................................................................17
Does being mindful make people more creative at work? The role of creative process
engagement and perceived leader humility (Chueng et al, 2019)...............................................18
Leadership 2 Class Notes..................................................................................................18
6 myths of creativity – Teresa Amabile.......................................................................................18
5 creative techniques – patterns of innovation – Drew Boyd and Jacob Goldenberg..................18
Leadership 3: Stress and occupational health and wellbeing............................................19
Stress in organizations (Sonnentag and Frese, 2003)..................................................................19
Stressors:.......................................................................................................................................................19
Stress reactions:............................................................................................................................................19
Theoretical stress process models:...............................................................................................................20
Theoretical Models on the Relationship Between Stressful Situations and Strains:...................................20
Empirical evidence: Main Effects of Stressful Situations on Individual Well-Being and Health...................20
Work stress and well-being in the hospitality industry – O’Niel and Davis - 2010.......................22
Customer-related social stressors to emotional exhaustion: an application of the demands–
control model – Kim & Shin (2019).............................................................................................22
Studied effect of CSS on emotional exhaustion...........................................................................................22
Leadership and stress: a meta-analytic review – (Harms et al., 2016).........................................23
Leadership 5: Motivation and proactive behaviour...........................................................24
WORK MOTIVATION THEORY AND RESEARCH AT THE DAWN OF THE TWENTY-FIRST CENTURY -
Latham, G. P., & Pinder, C. C. (2005)...........................................................................................24
1
, Remote motivation of virtual teams: exploratory study – Aharouay, 2021.................................26
HBR 2019 motivational traps:.....................................................................................................27
From customer-related stressors to emotional exhaustion: an application of the demands–
control model – Schmitt (2016)...................................................................................................27
Public employees' use of social media: Its impact on need satisfaction and intrinsic work
motivation – Demircioglu & Chen 2019......................................................................................28
Leadership 4: Decision Making & Work in the Digital Age................................................29
How technology is changing work and organizations – Cascio and Montealegre 2016...............29
The hidden traps of decision-making – Hammond et al 1998.....................................................33
Do job seekers social media profile affect hospitality managers hiring decisions? A qualitative
inquiry – Kwok and Muñiz 2021..................................................................................................35
2
,Leadership 1: Leadership Introduction
Leadership: past, present, and future – Day & Antonakis (2012)
What is leadership?
Leadership is a formal or informal contextually rooted and goal-influencing process that occurs between a
leader and a follower, groups of followers, or institutions. The science of leadership is the systematic study of
this process and its outcomes, as well as how this process depends on the leader’s traits and behaviours,
observer inferences about the leader’s characteristics, and observer attributions made regarding the outcomes
of the entity led.
- Achieving a specific goal
- Importance of leader and followers
Study of leadership over time → Seven schools of leadership
Trait school of leadership:
- This school of thought suggested that certain dispositional characteristics (i.e., stable personality
attributes or traits) differentiated leaders from nonleaders
Behavioural school of leadership:
- Focus on behavioral styles of leadership: consideration and initiating structure
Contingency school of leadership:
- Leader–member relations, task structure, and the position power of the leader determine the
effectiveness of the type of leadership exercised
3
, Contextual school of leadership:
- How contextual factors, like leader hierarchical level, national culture, leader–follower gender,
organizational characteristics, and crises, among other factors, give rise to or inhibit certain leadership
behaviours or their dispositional antecedents, or moderate what kind of leadership is seen as
effective
Relational school of leadership:
- Focus on relationships between leaders and followers
- High quality relations between a leader and his or her followers (i.e., the “in-group”) are based on
trust and mutual respect, whereas low-quality relations between a leader and his or her followers
(i.e., the “out-group”) are based on the fulfilment of contractual obligations.
- Quality of relationships will affect the outcomes
Skeptics-of-leadership school:
- This position suggests that what leaders do (i.e., leadership) is largely attributed to performance
outcomes and may also reflect the implicit leadership theories that individuals carry “in their heads”
Information-processing school of leadership
- The focus of the work has mostly been on understanding how and why a leader is legitimized through
the process of matching his or her personal characteristics/traits with the prototypical expectations
that followers have of a leader.
The new leadership school (charismatic, visionary, transformational)
- Transformational leadership, in which idealized and inspiring leader behaviours induced followers to
transcend their interests for that of the greater good.
- Transformational and charismatic leadership, and other models categorized under the heading of
“neo charismatic” approaches, currently make up the single most dominant leadership paradigm
Biological and evolutionary school
- This perspective is rooted in the hard sciences by directly measuring observable individual differences
(e.g., biological variables or processes); it also considers the “ultimate” (as opposed to proximal)
causes of adaptive behaviours via evolutionary processes.
- Effect of hormones
- Effects of leader physical appearance on leader outcomes
Emerging issues
There are two areas of research on which leadership researchers need to focus so that they can better inform
practice. The first concerns doing more informative research, that is, focusing on estimating correctly identified
causal models, which is a precondition for informing policy and practice. The second area concerns how future
leadership research might be consolidated and integrated.
Servant leadership in hospitality – Bavik (2020)
Servant leadership:
- Employee-oriented type of leadership that has the potential to cultivate positive organisational
outcomes
- Prioritizes others
Greenleaf (1997) and Spears (1996, 1998) identified 10 dimensions of servant leadership:
listening, empathy, healing, conceptualization, awareness, persuasion, stewardship, building
community, foresight, and commitment to the growth of people.
- The primary focus of servant leadership is on the growth and well-being of others
This study showed that there is a correlation and overlap between the dimensions of servant leadership and
characteristics and values of the hospitality industry.
4
