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Presentation97USING REPERTORY GRID AND PERCEPTUAL MAPS IN QUALITATIVE RESEARCH ON CREATIVE LEADERSHIP
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Presentation97USING REPERTORY GRID AND PERCEPTUAL MAPS IN QUALITATIVE RESEARCH ON CREATIVE LEADERSHIP

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USING REPERTORY GRID AND PERCEPTUAL MAPS IN QUALITATIVE RESEARCH ON CREATIVE LEADERSHIP …

USING REPERTORY GRID AND PERCEPTUAL MAPS IN QUALITATIVE RESEARCH ON CREATIVE LEADERSHIP

Fernando Sousa Ileana Monteiro

Published in: Business, Technology

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  • 1. Easier to changePeripheralConstructsCentral orSuperordinatedConstructs Peripheral Constructs
  • 2. Challenges coworkers doesnt careChallenges coworkers doesn’t set challenging goals Reflect the individual’s cognitive structure and complexity
  • 3. Individuals: a leader, teacher, father ...Actions: innovate, motivateObjects: a job, well-beingQualities: creativity, loyalty
  • 4. 1. Elicit elements and constructs2. Build a table with elements and constructs (a questionnaire, for example)3. Explore data clarifying the structure within the constructs and relations between the elements
  • 5. Maria Líder Líder Não Raul Ideal Inovador Inovador Leader William Líder Non Inovador Inovative Myself leaderInnovative Non Leader Inovative LPC leader
  • 6. 1 - I totally agree with A sentence 2 - I partially agree with A sentence 3 - I neither agree or disagree with A, neither with B, or it’s not relevant 4 - I partially agree with B sentence 5 - I totally agree with B sentence Non My Innovative A Sentence Innovative B Sentence Manager Manager Manager1-He(she) appreciates 1. He (she) doesn’t 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5originality. appreciate originality.2-He (she) tries new ways of 2. The rules are defined, 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5doing the work. they must be followed. 3. He (she) attributes the3-The results must always be 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 good results to his ownallocated to the team. merit.4-He (she) commits the all 3. He (she) doesn’t 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5team with the objectives. communicate the goals. 3. He (she) doesn’t know5-He (she) knows to praise 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 how to praise, just towho deserves it. punish.
  • 7. Decision Making Skills Relational Skills (α=.895)(α=.895)  He (she) shares his (her)He (she) understands knowledge. quickly the new situations.  He (she) commits the all teamHe (she) is dynamic in his with the objectives. (her) work.  He (she) shares theHe (she) is entrepreneur and dynamic. information, because it enriches the team.He (she) is self confident in any circumstances.  The results must always beHe (she) is not afraid of allocated to the team. failure.  He (she) explains clearly whatHe (she) is able to balance he (she) wants from each one technical and human issues of his (her) coworker.He(she) appreciates  He (she) knows to praise who originality. deserves it.He (she) is firm and secure in his (her) decisions.  In front of him (her) people He (she) tries new ways of don’t feel inhibit to ask a doing the work. difficult question.
  • 8. CONFIRMATORY FACTOR ANALYSIS2 DIMENTIONS:• DECISION MAKING SKILLS• RELATIONAL SKILLS Indicators Innovative Leader My Manager 2/gl 2.02 1.47 GFI .97 .97 AGFI .94 .93 Pop.Gamma Index .97 .96 REMSEA .06 .06
  • 9. 17
  • 10. 18
  • 11. Category Unity of Context FrequencyGood_relationship We are very close to the employees 14and communication We listen a lot. they have a good relationship with the management, so we are very visible, very visibleImprove continuously / if you treat people with respect and you listen 6innovation to people and you gather all the information and based on that you take your decisions and you make your changes in your company then innovation is pretty easyClient_suggestion Everyday we have customers come, 6 customers tell us what goes well and what goes wrong Everything is based on customer data all of the improvement from our clients what the clients are telling us about our job, the source of innovation sits with the clients
  • 12. INNOVATIVE NON INNOVATIVE
  • 13. 22

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