B&E2 SUMMARY
TOPIC 1. WHAT IS WORK AND ORGANIZATIONAL PSYCHOLOGY
Work psychology: the component characteristics of a work task. Examples are measuring
work performance or work and job analysis.
Personnel psychology: staff management/staff care. Examples are recruitment or education
and training.
Organizational psychology: the impact of individuals, groups and structure have on behavior
within organizations. Examples are leadership and decision making.
Avolio & Luthans (2006)
Leadership is based on a deficit-reduction model strategy.
o One discovered what was wrong with a leader and then corrected the deficits
in terms of focusing on the leader’s development.
TOPIC 2. LEADERSHIP AND POWER
Authentic leadership: being a transparent and ethical leader that accepts the input from his
followers.
Balanced processing
Internalized moral perspective
Relational transparency
Self-awareness
Transformational leadership: a leader that inspires followers to perform beyond
expectations.
Ethical leadership: leader with interpersonal relationships to reach followers.
Positive organizational behavior: focusing on positive constructs like hope, resiliency,
efficacy, optimism, happiness and well-being.
Nomological network: representation of a construct, its observable manifestation and the
relationship between them. Examples are moral perspective, self-concept clarity, well-being,
spirituality and judgement.
The trait approach (1940): leaders are born and not made.
You need to have certain characteristics to be seen as a leader.
o Physical features
Height
Appearance
Age
o Intelligence
o Dominance/emotion control
, Style approach (1940-1960): effectiveness is based on how a leader behaves.
Contingency approach (1960-1980): effectiveness affected by situation or context.
New leadership approach (1980): charismatic or transformational leadership; leaders need
vision and inspire loyalty and emotional attachment.
Cognitive science leadership literature: includes all kinds of approaches that have in
common that they focus on explaining the way leaders and followers think and process
information.
Model of Lord & Hall (2005) on leaders cognitive abilities.
Model of Mumford et al. (2003) on the way shared thinking contributes to leader
creativity.
Self-concept: evaluations of yourself and self-beliefs.
Self-views
Current goals
Possible selves
Lord & Brown (2001) on motivation
Making values/achievements to motivate the follower for action.
Leader activates specific identity to which the follower can relate.
o Creating a collective identity.
Transactional leadership: based on exchange of rewards on performance.
Prototypicality: followers are more drawn to leaders who are in their group or in a group
they want to belong in.
New-genre leadership
Emphasizes charismatic leader behavior
o Visionary
o Inspiring
o Ideological
o Moral values
Emphasizes transformational leadership
o Individualized attention
o Intellectual stimulation
Complexity leadership theory: leadership is an interactive system of dynamic agents that
interact with each other. It has 3 leadership roles
Adaptive; engaging others in brainstorming to overcome challenge.
Administrative; formal planning according to doctrine.
Enabling; minimizing the constraints of an organizational bureaucracy to enhance
follower potential.
TOPIC 1. WHAT IS WORK AND ORGANIZATIONAL PSYCHOLOGY
Work psychology: the component characteristics of a work task. Examples are measuring
work performance or work and job analysis.
Personnel psychology: staff management/staff care. Examples are recruitment or education
and training.
Organizational psychology: the impact of individuals, groups and structure have on behavior
within organizations. Examples are leadership and decision making.
Avolio & Luthans (2006)
Leadership is based on a deficit-reduction model strategy.
o One discovered what was wrong with a leader and then corrected the deficits
in terms of focusing on the leader’s development.
TOPIC 2. LEADERSHIP AND POWER
Authentic leadership: being a transparent and ethical leader that accepts the input from his
followers.
Balanced processing
Internalized moral perspective
Relational transparency
Self-awareness
Transformational leadership: a leader that inspires followers to perform beyond
expectations.
Ethical leadership: leader with interpersonal relationships to reach followers.
Positive organizational behavior: focusing on positive constructs like hope, resiliency,
efficacy, optimism, happiness and well-being.
Nomological network: representation of a construct, its observable manifestation and the
relationship between them. Examples are moral perspective, self-concept clarity, well-being,
spirituality and judgement.
The trait approach (1940): leaders are born and not made.
You need to have certain characteristics to be seen as a leader.
o Physical features
Height
Appearance
Age
o Intelligence
o Dominance/emotion control
, Style approach (1940-1960): effectiveness is based on how a leader behaves.
Contingency approach (1960-1980): effectiveness affected by situation or context.
New leadership approach (1980): charismatic or transformational leadership; leaders need
vision and inspire loyalty and emotional attachment.
Cognitive science leadership literature: includes all kinds of approaches that have in
common that they focus on explaining the way leaders and followers think and process
information.
Model of Lord & Hall (2005) on leaders cognitive abilities.
Model of Mumford et al. (2003) on the way shared thinking contributes to leader
creativity.
Self-concept: evaluations of yourself and self-beliefs.
Self-views
Current goals
Possible selves
Lord & Brown (2001) on motivation
Making values/achievements to motivate the follower for action.
Leader activates specific identity to which the follower can relate.
o Creating a collective identity.
Transactional leadership: based on exchange of rewards on performance.
Prototypicality: followers are more drawn to leaders who are in their group or in a group
they want to belong in.
New-genre leadership
Emphasizes charismatic leader behavior
o Visionary
o Inspiring
o Ideological
o Moral values
Emphasizes transformational leadership
o Individualized attention
o Intellectual stimulation
Complexity leadership theory: leadership is an interactive system of dynamic agents that
interact with each other. It has 3 leadership roles
Adaptive; engaging others in brainstorming to overcome challenge.
Administrative; formal planning according to doctrine.
Enabling; minimizing the constraints of an organizational bureaucracy to enhance
follower potential.
