SBL Theories & Models Cheat Sheet

A. Leadership & Management Theories – Chapter 10

Theory/Model Description Use In Exam
Leaders are born with traits like self-
Trait Theory confidence, motivation, "helicopter Leadership qualities evaluation
view"
Leadership styles: Tells, Sells, Recommend styles based on
Ashridge Model
Consults, Joins team culture
McGregor's Theory X X = people dislike work; Y = people Identify mismatch in leadership
and Y seek responsibility approach
Fiedler's Contingency No one best style – depends on Adapting leadership to
Theory situation business context
Adair’s Action-Centered Team dynamics, performance
Balancing task, team, individual needs
Leadership leadership
Leaders emerge from context (e.g., Explain
Situational Leadership
Churchill) historical/organizational fit
Transformational vs. Visionary (change) vs. rule-following Leadership in change/crisis vs.
Transactional (routine) stability

B. Governance Models – Chapters 7–9

Theory/Model Description Use In Exam
Conflict between owners (principals) Board responsibility,
Agency Theory
and managers (agents) executive pay
Managers act as responsible stewards Long-term view, trust-based
Stewardship Theory
of resources governance
Prioritizing stakeholder
Mendelow Matrix Stakeholder power vs. interest
engagement
Corporate Governance Compare rules vs. principles
UK Code, OECD Principles
Codes approaches

C. Strategy Models – Chapters 2–3

Model Description Use In Exam
Strategic analysis & external
PESTEL Macro-environmental analysis
forces
Porter's 5 Forces Industry competitiveness Industry attractiveness
Porter's Value Chain Internal processes & value-adding Efficiency, cost focus
Strengths, Weaknesses,
SWOT Analysis Internal vs external summary
Opportunities, Threats
Cost leadership, differentiation,
Porter’s Generic Strategies Competitive positioning
focus
Ansoff Matrix Product/market growth strategies Strategic direction
Johnson, Scholes & Analysis → Choice →
Strategy development framework
Whittington (JSW) Implementation

D. Risk Management Models – Chapter 15

Model Description Use In Exam
Risk Management Process Identify, assess, plan, monitor Design or evaluate risk systems
Enterprise risk model with 8 Holistic risk assessment and
COSO ERM Cube
components controls
Risk Appetite & Risk Decision-making under
Levels of acceptable risk
Tolerance uncertainty

E. Ethics & Professionalism – Chapter 17

Model Description Use In Exam
ACCA Fundamental Integrity, Objectivity, Competence,
Ethical dilemmas
Principles Confidentiality, Behavior
Self-interest, Self-review, Familiarity, Recognizing risks to
Ethical Threats
Advocacy, Intimidation independence
IAESB Ethics Education Knowledge → Sensitivity → Judgement Long-term ethical
Framework → Behavior development
Structured resolution of ethical Justifying ethical choices in
Ethical Decision Models
dilemmas case study
Fraud Prevention
Prevention, detection, response Evaluating internal controls
Framework

F. Change & Culture – Chapter 24

Model Description Use In Exam
Elements of culture: stories, rituals, Analyze and change organizational
The Cultural Web
power, etc. culture
Handy’s Culture
Power, Role, Task, Person cultures Culture alignment with strategy
Types
Lewin's Change
Unfreeze – Change – Refreeze Leading strategic or cultural change
Model