The document discusses different leadership styles and how they relate to decision making and relational skills. It presents data from a questionnaire about an innovative leader, non-innovative manager, and the respondent's own manager in order to analyze their leadership constructs and qualities. Factor analysis is used to identify two dimensions - decision making skills and relational skills - within the data on leadership styles.
This is the 2nd task of GTO.It is also 2nd out of 3 Indoor GTO tasks.In this integration stage the candidates tend to compete with each other vying for acceptance of their solution
In earlier Group discussion they have explored each other’s capability based on level of discussion and quality.Performance in at least 3 out of 4 tasks in basic series are important for being acceptable in GTO technique. It is the only task for which written proof exists in the form of GPE plan and retained implying one must necessarily do well for consideration of being passed
This is the 2nd task of GTO.It is also 2nd out of 3 Indoor GTO tasks.In this integration stage the candidates tend to compete with each other vying for acceptance of their solution
In earlier Group discussion they have explored each other’s capability based on level of discussion and quality.Performance in at least 3 out of 4 tasks in basic series are important for being acceptable in GTO technique. It is the only task for which written proof exists in the form of GPE plan and retained implying one must necessarily do well for consideration of being passed
COLLABORATIVE PRACTICES ON ORGANIZATIONAL INNOVATION IN HIGH TECNOLOGY INDUSTRIES
Fernando Sousa, Ph.D.
President of Apgico (fernando.sousa@apgico.pt)
Ileana Monteiro, Ph.D.
Apgico; University of Algarve (imontei@ualg.pt)
WLICSMB 2010
Zhejiang Small&Medium Business Institute,
Hangzou , 24-26 October, 2010
Challenging different Creative Problem Solving (CPS) processes as to its effectiveness
Fernando C. Sousa
Ileana P. Monteiro
IV Colóquio de Psicologia
INUAF, 23 de Março 2012
COLLABORATIVE PRACTICES ON ORGANIZATIONAL INNOVATION IN HIGH TECNOLOGY INDUSTRIES
Fernando Sousa, Ph.D.
President of Apgico (fernando.sousa@apgico.pt)
Ileana Monteiro, Ph.D.
Apgico; University of Algarve (imontei@ualg.pt)
WLICSMB 2010
Zhejiang Small&Medium Business Institute,
Hangzou , 24-26 October, 2010
Challenging different Creative Problem Solving (CPS) processes as to its effectiveness
Fernando C. Sousa
Ileana P. Monteiro
IV Colóquio de Psicologia
INUAF, 23 de Março 2012
VI FORUM INTERNACIONAL DE SAÚDE, ENVELHECIMENTO E REPRESENTAÇOES SOCIAIS
Simpósio: Saúde e Formação de Recursos
EMPREENDEDORISMO E INOVAÇÃO
EM ENFERMAGEM
um Estudo de Caso
O presente trabalho destina-se a apresentar um modelo de participação da sociedade civil na construção da democracia, com base no resultado da execução de oito fóruns de cidadania, realizados ao longo de um ano em diversos locais do país, com a finalidade de planear e realizar ações que se enquadravam no 40º aniversário do 25 de abril e no desenvolvimento regional, bem como da realização de outro fórum em colaboração com uma junta de freguesia, em Lisboa.
Aproveitando o motivo dos fóruns, aqui se pretende discutir a sociedade civil e o desenvolvimento da democracia, bem como tecer considerações sobre os seus antecedentes e consequentes, indo buscar contribuições sobre o associativismo e a realização de reuniões com grupos grandes.
More from APGICO- Associação Portuguesa de Inovação e Criatividade (20)
2. Challenges coworkers doesn't care
Challenges coworkers doesn’t set
challenging goals
Reflect the individual’s cognitive structure
and complexity
3. Individuals: a leader, teacher, father ...
Actions: innovate, motivate
Objects: a job, well-being
Qualities: creativity, loyalty
4. 1. Elicit elements and constructs
2. 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
leader
Innovative 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
Manager
1-He(she) appreciates 1. He (she) doesn’t
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
originality. 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 5
doing the work. they must be followed.
3. He (she) attributes the
3-The results must always be
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 good results to his own
allocated 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 5
team with the objectives. communicate the goals.
3. He (she) doesn’t know
5-He (she) knows to praise
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 how to praise, just to
who 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.