ABSTRACT
Kurt Lewin’s influence extends well beyond organizational behavior; it has been particularly significant in various areas of psychology, including especially personality theory and social psychology. The overlap with organizational behavior came toward the end of Lewin’s life and was most pronounced in the area of social psychology. This work was devoted primarily to the analysis of group processes and to action research (Lewin 1948). Consonant with Lewin’s wide recognition, he is counted among those whose writings have been institutionalized by organizational behavior, and his importance rating averages at 5.31. I have given his theory a four-star validity rating, just below the level attained by the previous scholars. His advocacy of democratic group processes and participative management falls somewhat short of what might be hoped for. Meta-analyses of his ideas on leadership sometimes match expectations (in the case of a laissez-faire style—see Eagly, Johannesen-Schmidt, and van Engen 2003) but sometimes do not (in the area of participative management—see Sagie 1994; Locke, Alavi, and Wagner 1997). All in all within organizational behavior this represents a distinguished contribution. Details on Lewin’s work are contained in Miner (2005, Chapter 3; 2006b, Chapter 8; and 2007, Chapter 3).
