ID | 55229 |
JaLCDOI | |
Sort Key | 2
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タイトル(別表記) | New leader builds a strategy to recover the performance
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フルテキストURL | |
著者 | |
抄録 | In this paper, focusing on the management crisis, we analyzed the judgments and actions taken by a new leader entrusted to reconstruction and the relationship with the organization members who responded to it, and examined
the behavioral style of the leader.
As a result of case study, we were able to confirm the following points. Under the influence of the representative heuristic, the new leader decided in a top-down style the rationalization plan that overestimated the start dash to survive the company. For the members, this will give rise to a situation where it is not convincing.
Subsequent actions of the leader are consistent with behavior of innovative leadership such as role modeling, schema transformation. It is linked to the characteristics of heuristics such as easy remembrance (recallability) and affinity. If such behavior is taken, there is a possibility of showing synchronicity. Also, leaders will take care to treat everyone equally through specific actions and express sincerity to rationalization measures substantially. In response to such attitudes, members feel strongly about interpersonal justice.
It was suggested that the behavior and attitude of the leader mentioned above will make a stepping stone toward recovery of business performance.
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キーワード | Innovative leadership
Heuristics
Cognitive bias
Synchronicity
Interpersonal justice
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備考 | 論説 (Articles)
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出版物タイトル |
岡山大学経済学会雑誌
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発行日 | 2017-07-03
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巻 | 49巻
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号 | 1号
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出版者 | 岡山大学経済学会
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出版者(別表記) | The Economic Association of Okayama University
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開始ページ | 1
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終了ページ | 21
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ISSN | 2433-4146
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NCID | AN00032897
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資料タイプ |
学術雑誌論文
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OAI-PMH Set |
岡山大学
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言語 |
日本語
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著作権者 | Copyright © 2017 岡山大学経済学会
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論文のバージョン | publisher
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NAID | |
Eprints Journal Name | oer
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