Paper Status Tracking
Contact us
[email protected]
Click here to send a message to me 3275638434
Paper Publishing WeChat

Article
Affiliation(s)

The American College of Greece, Athens, Greece

ABSTRACT

This systematic literature review aimed to analyze and synthesize studies that indicated the importance of behavioral observation in the organizational context. Based on Social Learning Theory and by considering relevant recent findings and theories, the impact of managers as role models for employees is researched and analyzed. The importance of this topic is to determine ways that learning and enhancing performance in the workplace can be applied for people management development. The literature for theory was numerous, however studies on the particular topic were limited and not expanded in the organizational context. The key message of this review is that the impact of managers and leaders can be positive and progressive both for the employees and for the organization.

KEYWORDS

social learning theory, role modeling management, developmental leadership, observational learning, behavioral learning

Cite this paper

Psychology Research, December 2022, Vol. 12, No. 1, 933-938

References

Aquino, K., & Reed, A. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83(6), 1423-1440.

Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice Hall.

Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall, Inc.

Bandura, A., & Walters, R. H. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.

Bandura, A., Ross, D., & Ross, S. A. (1961). Transmission of aggression through the imitation of aggressive models. Journal of Abnormal and Social Psychology, 63, 575-582.

Bartol, K. M., & Srivastava, A. (2002). Encouraging knowledge sharing: The role of organizational reward systems. Journal of Leadership & Organizational Studies, 9, 64-76.

Bock, G., Zmud, R. W., Kim, Y., & Lee, J. (2005). Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS Quarterly, 29, 87-111.

Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583-616.

Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595-616.

Brown, M. E., & Treviño, L. K. (2014). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 122(4), 587-598.

Cai, H.-R., Li, M., & Guan, P. P. (2016). Fostering managers’ knowledge-sharing behavior: The impact of the employee-organization relationship. Social Behavior and Personality: An International Journal, 44(4), 669-677. Retrieved from https://doi.org/10.2224/sbp.2016.44.4.669

Crittenden, V. L., Hanna, R. C., & Peterson, R. A. (2009). The cheating culture: A global societal phenomenon. Business Horizons, 52, 337-346.

Davis, T., & Luthans, F. (1980). A social learning approach to organizational behavior. Academy of Management Review, 7, 281-290.

Filstad, C. (2004). How newcomers use role models in organizational socialization. Journal of Workplace Learning, 16(7), 396-409.

Ginter P. M., & White, D. D. (1982). A social learning approach to strategic management: Toward a theoretical foundation. Academy of Management Review, 7, 253-261.

Grusec, J. E. (1992). Social learning theory and developmental psychology: The legacies of Robert Sears and Albert Bandura. Developmental Psychology, 28, 776-786. Retrieved from http://doi.org/cqkw6b

Hanna, R. C., Crittenden, V. L., & Crittenden, W. F. (2013). Social learning theory: A multicultural study of influences on ethical behavior. Journal of Marketing Education, 35(1), 18-25.

Jha, B., & Kumar, A. (2016). Employee engagement: A strategic tool to enhance performance. DAWN: Journal for Contemporary Research in Management, 3(2), 21-29.

Joshi, P. D., & Fast, N. J. (2013). I am my (high-power) role: Power and role identification. Personality & Social Psychology Bulletin, 39, 898-910. Retrieved from http://doi.org/9r5

Koutroubas, V., & Galanakis, M. (2022). Bandura’s social learning theory and its importance in the organizational psychology context. Psychology, 12(6), 315-322.

Louis, M. R. (1980). Surprise and sense making: What newcomers experience in entering unfamiliar organizational settings. Administrative Science Quarterly, 25(2), 226-251.

Louis, M. R., Posner, B. Z., & Powell, G. N. (1993). The availability and helpfulness of socialization practices. Personnel Psychology, 36(4), 857-66.

McLeod, S. A. (2016). BanduraSocial learning theory. Simply Psychology. Retrieved from www.simplypsychology.org/bandura.html

Miller, V. D., & Jablin, F. M. (1991). Information seeking during organizational entry: The influences, tactics and a model of the process. Academy of Management Review, 16(1), 92-120.

Nolan, S. (2010). Coaching skills for leaders in the workplace. How to develop, motivate and get the best from your staff. Strategic HR Review, 10(3), 25. Retrieved from https://doi.org/10.1108/shr.2011.37210cae.003

Onyemah, V., Swain, S., & Hanna, R. C. (2010). A social learning perspective on sales technology usage: Evidence from an emerging economy. Journal of Personal Selling and Sales Management, 30, 131-142.

Ostroff, C., & Kozlowski, S. W. J. (1993). The role of mentoring in the information gathering processes of newcomers during early organizational socialization. Journal of Vocational Behavior, 42(2), 170-183.

Papa, M., Singhal, A., Law, S., Pant, S., Sood, S., Rogers, E. M., & Shefner Rogers, C. L. (2000). Entertainment-education and social change: An analysis of parasocial interaction, social learning, collective efficacy, and paradoxical communication. Journal of Communication, Autumn, 50(4), 31-55.

Schaubroeck, J. M., Hannah, S. T., Avolio, B. J., Kozlowski, S. W. J., Lord, R. G., Trevino, L. K., … & Peng, A. C. (2012). Embedding ethical leadership within and across organization levels. Academy of Management Journal, 55(5), 1053-1078.

Schunk, D. H., & Usher, E. L. (2012). Social cognitive theory and motivation. In R. M. Ryan (Ed.), The Oxford handbook of human motivation (Vol. 2, pp. 11-26). Oxford: Oxford University Press.

Shaw, J. D., Dineen, B. R., Fang, R., & Vellella, R. F. (2009). Employee-organization exchange relationships, HRM practices, and quit rates of good and poor performers. Academy of Management Journal, 52, 1016-1033. Retrieved from http://doi.org/fgqxd4

Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43, 178-190.

Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20, 115-131. Retrieved from http://doi.org/bp2rvg

Weaver, G. R., Trevino, L. K., & Agle, B. (2005). Somebody I look up to: Ethical role models in organizations. Organizational Dynamics, 34(4), 313-330.

Wu, W. L., Lin, C. H., Hsu, B. F., & Yeh, R. S. (2009). Interpersonal trust and knowledge sharing: Moderating effects of individual altruism and a social interaction environment. Social Behavior and Personality: an international journal37(1), 83-93.

Zhang, A. Y., Song, L. J., Tsui, A. S., & Fu, P. P. (2014). Employee responses to employment-relationship practices: The role of psychological empowerment and traditionality. Journal of Organizational Behavior, 35, 809-830. Retrieved from http://doi.org/35d

 

About | Terms & Conditions | Issue | Privacy | Contact us
Copyright © 2001 - David Publishing Company All rights reserved, www.davidpublisher.com
3 Germay Dr., Unit 4 #4651, Wilmington DE 19804; Tel: 001-302-3943358 Email: [email protected]