LEADERSHIP AND ORGANIZATIONAL BEHAVIOUR

1. Chapter TWO
Values & Person Job Fit, Job
Satisfaction

2.  Definition: Mode of conduct or end
state is personally or socially
preferable (i.e., what is right & good)
– Terminal Values
• Desirable End States
– Instrumental Values
• The ways/means for achieving one’s
terminal values
 Value System: A hierarchy based on
a ranking of an individual’s values in
terms of their intensity.
Values

3. Importance of Values
 Provide understanding of the attitudes, motivation,
and behaviors of individuals and cultures.
 Influence our perception of the world around us.
 Represent interpretations of “right” and “wrong.”
 Imply that some behaviors or outcomes are preferred
over others.
 Managers consistently report that the action of their
bosses is the most important factor influencing ethical
and unethical behavior in their organizations.

4. Types of Values –- Rokeach Value Survey
Terminal Values
Desirable end-states of
existence; the goals that a
person would like to achieve
during his or her lifetime.
Instrumental Values
Preferable modes of behavior
or means of achieving one’s
terminal values.

5. Values in
the
Rokeach
Survey
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

6. Values in
the
Rokeach
Survey
(cont’d)
Source: M. Rokeach, The Nature of Human
Values (New York: The Free Press, 1973).

7. Mean Value Rankings of
Executives, Union
Members, and Activists
Source: Based on W. C. Frederick and J. Weber, “The Values of Corporate
Managers and Their Critics: An Empirical Description and Normative
Implications,” in W. C. Frederick and L. E. Preston (eds.) Business Ethics:
Research Issues and Empirical Studies (Greenwich, CT: JAI Press, 1990), pp.
123–44.

8. Dominant Work Values in Today’s Workforce

9. Values, Loyalty, and Ethical Behavior
Ethical Climate in
the Organization
Ethical Values and
Behaviors of Leaders

10. Hofstede’s Framework for Assessing Cultures
Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.
Low distance: relatively equal power
between those with status/wealth and those
without status/wealth
High distance: extremely unequal power
distribution between those with
status/wealth and those without
status/wealth

11. Hofstede’s Framework (cont’d)
Collectivism
A tight social framework in
which people expect
others in groups of which
they are a part to look
after them and protect
them.
Individualism
The degree to which
people prefer to act as
individuals rather than
a member of groups.
Vs.

12. Hofstede’s Framework (cont’d)
Masculinity
The extent to which the
society values work roles
of achievement, power,
and control, and where
assertiveness and
materialism are also
valued.
Femininity
The extent to which
there is little
differentiation
between roles for
men and women.
Vs.

13. Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
•High Uncertainty Avoidance:
Society does not like ambiguous
situations & tries to avoid them.
•Low Uncertainty Avoidance:
Society does not mind ambiguous
situations & embraces them.

14. Hofstede’s Framework (cont’d)
Long-term Orientation
A national culture
attribute that
emphasizes the future,
thrift, and persistence.
Short-term Orientation
A national culture attribute
that emphasizes the
present and the here and
now.
Vs.

15. Person – Job fit

16. Achieving Person-Job Fit
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality-Job Fit
Theory (Holland)
Identifies six personality
types and proposes that
the fit between personality
type and occupational
environment determines
satisfaction and turnover.

17. Personality Types and Sample Occupations

18. The career clusters used in this presentation are based upon the research and development work of
the vocational psychologist Dr. John Holland. Information was found on the University of Waterloo Website

19. 18
6
Six Thinking Hats – Edward Debono

20. 19
Six Thinking Hats
WHITE
is neutral and
objective,
concerned with
objective facts and
figures
RED
relates to anger and
rage, so is
concerned with
emotions
BLACK
is gloomy, and
covers the negative
- why things can't
be done

21. 20
Six Thinking Hats
YELLOW
is sunny and positive,
indicating hope and
positive thinking
GREEN
is abundant, fertile
growth, indicating
creativity and new
ideas
BLUE
is the sky above us,
so is concerned with
the control and
organization of the
thinking process