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Scandura ppt 05
- 2. AGENDA
• What is perception?
• Perceptual errors
• Expectations
• Impression management
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 2
- 3. WOULD YOU BE HAPPIER IF YOU
WERE RICHER?
• Focusing illusion -- the tendency to
overestimate the effect of a single
factor on one’s life satisfaction.
• Example: Income
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 3
- 5. DID YOU SEE IT?
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 5
- 6. WHAT IS PERCEPTION?
• A leader must understand that each
person’s perception is their reality and
this is how they will interpret the
leader’s actions and everything else
that happens at the work place.
• Perceptions can change.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 6
- 7. UNDERSTANDING WHY PEOPLE
DON’T SEE EYE TO EYE
Perceptual errors:
• Primacy effect
• Recency effect
• Availability bias
• Contrast effects
• Halo error (Horns error)
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 7
- 8. THE PRIMACY EFFECT
• Belief perseverance
• Once a person has formed an initial
impression, they maintain it even
when presented with concrete
evidence that it is false.
• Example: first Impressions
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 8
- 9. THE RECENCY EFFECT
• Not only do people remember what
they experience first, they also
remember the most recently
presented items or experiences.
• Example: reading misspelled words
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 9
- 10. CAN YOU UNDERSTAND THIS? WHY?
i cdnuolt blveiee taht i cluod aulaclty uesdnatnrd
waht i was rdanieg. the phaonmneal pweor of the
hmuan mind is amazanig. aoccdrnig to a rscheearch
taem at cmabrigde uinervtisy, it deosnt mttaer in
waht oredr the ltteers in a wrod are, the olny
iprmoatnt tihng is taht the frist and lsat ltteer be in
the rghit pclae. the rset can be a taotl mses and you
can sitll raed it wouthit a porbelm. amazanig ? and
yuo awlyas thohgut slpeling was ipmorantt.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 10
- 11. THE AVAILABILITY BIAS
• When a person’s judgments are based on
what most readily comes into a person’s
mind.
• Example: How many words in the English
language start with the letter R?
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 11
- 12. CONTRAST EFFECTS
• Comparisons based on what has happened
just before we make a decision or
judgment
• Example: interviewing job applicants
• Contrast effects are among the most
significant decision biases for a leader to
guard against.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 12
- 14. HALO ERROR
• Halo (or its opposite, horns) error occurs
when a the rater's overall positive (or
negative) impression strongly influences
ratings of specific attributes.
• Example: performance appraisals
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 14
- 15. ATTRIBUTION THEORY
Attributions -- a person’s attempt to
assign a cause to a behavior or event.
The attributions people make about
events and behavior can be classified as
either internal or external.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 15
- 16. ATTRIBUTION
• An internal attribution occurs when
people infer that an event or a
person’s behavior is due to character
traits or abilities.
• If a person makes an external
attribution, they believe that a
person’s behavior is due to situational
factors.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 16
- 17. ATTRIBUTION ERRORS
• Attributions can bias how we process
information and make decisions.
• Fundamental attribution error
• Self-serving bias
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 17
- 19. THE ROMANCE OF LEADERSHIP
PERSPECTIVE
• challenges the portrayal of leaders as
heroes and heroines
• emphasizes the follower and the situation
• notes the halo effect for leadership: leaders
tend to get credit for positive and negative
outcomes
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 19
- 20. THE PYGMALION EFFECT
• Perceptions sometimes result in a self-
fulfilling prophecy in which high
expectations of performance by
leaders actually create conditions in
which followers succeed.
• Pygmalion effect boosts performance
by leaders raising their expectations of
followers.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 20
- 21. LEADER-SET HIGH EXPECTATIONS
• Communicate high expectations to
followers in four ways:
• Create a warmer emotional climate
• Teach more and increase challenge
• Invite followers to ask questions
• Provide feedback on performance
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 21
- 23. EXPECTATIONS AND LOW
PERFORMANCE
• Golem Effect -- Expectations may also
work in the opposite direction, where
lower expectations lead to lower
performance.
• Bosses can “kill” followers’ motivation
by having low expectations.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 23
- 24. EMPLOYABILITY: HOW POTENTIAL
EMPLOYERS PERCEIVE YOU
Employability -- the degree to which you
are perceived as employable, which may
determine whether or not you are hired
Employability is the ability to gain and
maintain a job in a formal organization.
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 24
- 25. DETERMINANTS OF EMPLOYABILITY
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 25
Source: Hogan, R., Chamorro‐Premuzic, T. & Kaiser, R. B. (2013). Employability and career success: Bridging the gap between theory and reality.
Industrial and Organizational Psychology, 6(1), 3–16.
- 26. IMPRESSION MANAGEMENT
• Behaviors people use to protect
their self-image and/or change the
way they are seen by others
• Affects interviewing, performance
appraisal, and career success
• Body language is an important part
of impression management
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 26
- 27. EXAMPLES OF IMPRESSION MANAGEMENT
STRATEGIES
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 27
Sources: Adapted from Bolino, M. C., & Turnley, W. H. (1999). Measuring impression management in organizations: A scale development based on the
Jones and Pittman taxonomy. Organizational Research Methods, 2(2), 187–206; Bolino, M. C., Kacmar, K. M, Turnley, W. H., & Gilstrap, J. B. (2008). A
multi-level review of impression management motives and behaviors. Journal of Management, 34(6), 1080–1109.
- 28. LEADERSHIP IMPLICATIONS:
LEADING FOLLOWERS WITH
DIFFERING PERCEPTIONS
• Social identity
• Implicit leadership
schemas (or models)
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 28
- 29. OPEN-ACCESS
STUDENT
RESOURCES
• Checklist action plan
• Learning objective summaries
• Mobile-friendly quizzes
• Mobile-friendly eFlashcards
• Video and multimedia resources
• SAGE journal articles
edge.sagepub.com/scandura
Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 29