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STUDY OF IMPLICIT LEADERSHIP THEORY IN A SAMPLE OF THE SPANISH MIDDLE MANAGERS

STUDY OF IMPLICIT LEADERSHIP THEORY IN A SAMPLE OF THE SPANISH MIDDLE MANAGERS. PRESENTATION. Main reasons of this study. PART I PART II PART III. Theories, Theoretical Model. Others Cross-Cultural Management Studies. Hypothesis. Data Collection Instrument.

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STUDY OF IMPLICIT LEADERSHIP THEORY IN A SAMPLE OF THE SPANISH MIDDLE MANAGERS

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  1. STUDY OF IMPLICIT LEADERSHIP THEORY IN A SAMPLE OF THE SPANISH MIDDLE MANAGERS

  2. PRESENTATION • Main reasons of this study PART I PART II PART III • Theories, Theoretical Model • Others Cross-Cultural Management Studies • Hypothesis • Data Collection Instrument • Statistical Analysis Techniques • Important Results • Conclusions

  3. MAIN REASONS • TO PARTICIPATE IN AN INTERNATIONAL PROJECT TO DETERMINE THOSE IMPLICIT THEORIES OF ORGANIZATIONAL LEADERSHIP CULTURALLY ENDORSED (61 COUNTRIES) • TO FIND SCARCE SPANISH MIDDLE MANAGER EDUCATION ABOUT CULTURE DIFFERENCES • TO NOTE SMALL NUMBER OF SCIENTIFIC STUDIES ON ORGANIZATIONAL LEADERSHIP USING A SAMPLE OF THE SPANISH MIDDLE MANAGERS

  4. THEORIES (I) IMPLICIT LEADERSHIP THEORY - Lord y Mahles (1991). Individuals have implicit theories about the attributes and behaviors that distinguish leaders from others, efective leaders from ineffective ones VALUE/BELIEF THEORY - Hofstede (1984); Triandis (1995). Values and Beliefs within culture Effective Influencial Acceptable Granted Status+Privileges The behaviors of individuals, groups and institutions are enacted and viewed as legitimate, acceptable and effective

  5. THEORIES (II) IMPLICIT MOTIVATION THEORY - Is the Theory of non-conscious motives originally advanced by McClelland, Atkinson, Clark y Lowell (1953): STRUCTURAL CONTINGENCY THEORY - Child (1981). Demands (Organizational Contingencies) that are imposed on organizations The essential nature of Human Motivation can be understood in terms of three implicit motives “Affiliation” “Achievement” “Power (social influence)” Organizational Form and Practice

  6. THEORETICAL MODEL IMPLICIT LEADERSHIP THEORIES FOR EACH CULTURE SOCIETAL CULTURE, VALUES & PRACTICES LEADER ATTRIBUTES & BEHAVIOR LEADER ACCEPTANCE & EFFECTIVENESS ORGANIZATIONAL CULTURE, VALUES & PRACTICES ORGANIZATIONAL CONTINGENCIES

  7. OTHERS CROSS-CULTURAL MANAGEMENT STUDIES(1960-90) *Power Distance (Sratification), Tolerance versus Intolerance of Uncertainty, Individualism versus Collectivism, Masculinity versus Feminity

  8. HYPOTHESIS “ INDEPENDENTLY OF THE LEADERSHIP STYLE ADOPTED, THE IMPLICIT THEORY OF ORGANIZATIONAL LEADERSHIP SHOWS THE SOCIETAL AND ORGANIZATIONAL VALUES AND PRACTICES”

  9. INSTRUMENT: QUESTIONNAIRES ALPHA Y BETA STATISTICAL ANALYSIS: ( Factor Dimensionality  Reliability  Validity) Correlation Coefficient for Multiple Item Scales, James et al. (1984)  One-way Analysis of Variance Intraclass Correlation Coefficients (ICC)  Generalizability Analysis, Glick (1985)  Hierarchical Analysis of Variance, Kirk (1995)  Second-order Factor Analysis  Principal Components Factor Analysis (Maximun Likelihood) SAMPLE: 153 MIDDLE MANAGERS (91) FINANCIAL SERVICES (62) FOOD SECTOR DATA COLLECTION INSTRUMENT

  10. CUESTIONNAIRES QUESTIONNAIRE ALPHA: Section 1: The way things are in your work organization(35 Items) “ 2: Leader Behaviors (56) “ 3: The way things generally shoyuld be in your work (41) “ 4: Leader Behaviors (56 ) “ 5: Demographic Questions (28) QUESTIONNAIRE BETA: Section 1: The way things are in your society (39 Items) “ 2: Leader Behaviors (56) “ 3: The way things should be in your society (39) “ 4: Leader Behaviors (56 ) “ 5: Demographic Questions (28)

  11. EXAMPLE OF PARALLEL ITEMSFOR THE CULTURE SCALES (I) ORGANIZATIONAL AS IS The pay and bonus system in this organization is designed to maximize: Individual Collective Interests Interests 1 2 3 4 5 6 7 ORGANIZATIONAL SHOULD BE In this organization, the pay and bonus system should be designed to maxime: Individual Collective Interests Interests 1 2 3 4 5 6 7

  12. EXAMPLE OF PARALLEL ITEMSFOR THE CULTURE SCALES (II) SOCIETY AS IS The economic system in this society is designed to maximize: Individual Collective Interests Interests 1 2 3 4 5 6 7 SOCIETY SHOULD BE I believe tha economic system in this society should be designed to maxime: Individual Collective Interests Interests 1 2 3 4 5 6 7

  13. CULTURE DIMENSIONS (I) 1.- UNCERTAINTY AVOIDANCE: the extent to which members of an organization or society strive to avoid uncertainty by reliance on social norms, rituals, and bureaucratic practices to alleviate the unpredictability of future events. 2.- POWER DISTANCE: the degree to which members of a collective expect power to be distributed equally. 3.- COLLECTIVISM I: reflects the degree to which organizational and societal practices encourage and reward collective distribution of resources and collective action. 4.- FUTURE ORIENTATION: the degree to which individuals in organizations or societies engage in future-oriented behaviors such as planning, investing in the future and delaying gratification.

  14. CULTURE DIMENSIONS (II) 5.- COLECTIVISM II: reflects the degree to which individuals express pride, loyalty and cohesiveness in their organizations or families. 6.- PERFORMANCE ORIENTATION: the degree to which individuals in organizations or societies encourage and reward group members for performance improvement and excellence. 7.- HUMANE ORIENTATION: the degree to which individuals in organizations or societies encourage and reward individuals for being fair, altruistic, friedly, generous, caring and kind to others. 8.- GENDER EGALITARIANISM: the extent to which and organization or a society minimizes gender role differences. 9.- ASSERTIVENESS: the degree to which individuals in organizations or societies are assertive, confrontational, and aggresive in social relationships.

  15. EXAMPLE OF LEADER BEHAVIORS CAUTIOUS = Proceeds/performs with great care and does not take risks ORGANIZADED = Well organizaded, methodical, orderly Scale (Sections 2 & 4): 1= Greatly inhibits a person from being an outstanding leader 2= Somewhat inhibits a person from being an outstanding leader 3= Slightly inhibits a person from being an outstanding leader 4= Has no impact on whether a person is an outstanding leader 5= Contributes slightly to a person from being an outstanding leader 6= Contributes somewhat to a person from being an outstanding leader 7= Contributes greatly to a person from being an outstanding leader

  16. STATISTICAL ANALYSIS TECHNIQUES (BMDP STATISTICAL PROGRAM) DESCRIPTIVE STADISTICS : • FREQUENCIES, PERCENT OF EACH DISTINCT VALUE & CHI-SQUARE (4F) INFERENCE STADISTICS: • CANONICAL CORRELATIONS ANALYSIS (6M) • HOTELLING T² (3D) • FACTOR ANALYSIS (VMAX)(4M) • STEPWISE REGRESSION (2R) • DISCRIMINANT ANALYSIS (7M) PREDICTION 1 PREDICTION 3 PREDICTION 5 PREDICTION 4 PREDICTION 6 PREDICTION2

  17. PART II:MAIN RESULTS

  18. P 1: “SOCIETAL VALUES WILL HAVE A POSITIVE CORRELATION WITH THE SOCIETAL PRACTICES”

  19. P 2: “ORGANIZATIONAL VALUES WILL HAVE A POSITIVE CORRELATION WITH THE ORGANIZATIONAL PRACTICES”

  20. P 3: “ORGANIZATIONAL VALUES AND PRACTICES WILL SHOW SOCIETAL VALUES AND PRACTICES”

  21. P 4: “FINANCIAL MIDDLE MANAGERS PROFILE WILL REFLECT SIGNIFICANT DIFFERENCE FOR THE FOOD MIDDLE MANAGERS PROFILE”

  22. “SHOULD BE” LEVEL A = UNCERTAINTY AVOIDANCE B = ASSERTIVENESS C= GENDER EGALITARISM D = FUTURE ORIENTATION E = POWER DISTANCE F = COLLECTIVISM (I) G = HUMANE ORIENTATION H = PERFORMANCE ORIENTATION I = COLLECTIVISM (II) (p<0.05) y-axis  means

  23. “AS IS” LEVEL A = UNCERTAINTY AVOIDANCE B = ASSERTIVENESS C= GENDER EGALITARISM D = FUTURE ORIENTATION E = POWER DISTANCE F = COLLECTIVISM (I) G = HUMANE ORIENTATION H = PERFORMANCE ORIENTATION I = COLLECTIVISM (II) y-axis  means (p<0.05)

  24. P 5: “IMPLICIT LEADERSHIP THEORIES WILL DEPEND ON VALUES AND PRACTICES AS SOCIETAL AS ORGANIZATIONAL” * Factors: Autocratic Administrative Considerate Charismatic Humane Individualist Sincere

  25. S.: Societal O.: Organizational V.: Values C.: Practices :  Regression Coef. AUTOCRATIC • GENDER EGALITARIANISM (O.C.) • FUTURE ORIENTATION (S. C.) • POWER DISTANCE (O.V.;S.V.) • HUMANE ORIENTATION (O.C.;S.V.) • PERFORMANCE ORIENTATION (S.V./C.) • COLLECTIVISM (II) (O.V.;S.V./C.) 0.24* 0.26* 0.36* -0.24* 0.26* -0.35* 0.18 -0.20 0.22* -0.46* 0.39* (p<0.05) (*p<0.01)

  26. S.: Societal O.: Organizational V.: Values C.: Practices :  regression coef. • FUTURE ORIENTATION (S.V.) • COLLECTIVISM (II) (O.V.) • POWER DISTANCE (O.V.) • PERFORMANCE • ORIENTATION (O.C.) (S.C.) • (S.V.) ADMINISTRATIVE 0.32* 0.26 CHARISMATIC 0.45* -0.31* HUMANE -0.29* INDIVIDUALISTIC 0.27* 0.28* SINCERE -0.22 0.36* CONSIDERATE 0.39* (p<0.05) (*p<0.01)

  27. P 6: “IMPLICIT LEADERSHIP THEORIES WILL HAVE SIGNIFICANT DIFFERENCES ACCORDING TO INDUSTRIES”

  28. LEADERSHIP STYLES BY SECTORS (Leadership Prototype Scales) A = AUTOCRATIC B = ADMINISTRATIVE C= CONSIDERATE D = CHARISMATIC E =HUMANE F = INDIVIDUALISTIC G = SINCERE (p<0.05) y-axis  means

  29. IMPLICIT LEADERSHIP ATTRIBUTES (The most difference by sectors) A = EFFECTIVE BARGAINER B = NON-EGALITARIAN C = MODEST D = FORESIGHT E = MOTIVE AROUSER F = EXCELLENCE O. G = HONEST y-axis  Standardized coefficients for canonical variables

  30. PART III:MAIN CONCLUSIONS

  31. CONCLUSIONS P1, P2, P3:SOCIETAL VALUES/ PRACTICES SOCIALES ORGANIZATIONAL VALUES/PRACTICES CHANGES: Societal, Economical Political SOCIETAL & ORGANIZATIONAL PRACTICES • SOCIETAL & ORGANIZATIONAL • VALUES • Performance Orientation • Gender Egalitarianism • Assertiveness • Humane O.• Power Distance • Future O. • Collectivism (I) & (II) • Uncertainty Avoidance *The “onion diagram”: manifestation of culture at different levels of depth (Hofstede,1991)

  32. CONCLUSIONS P4:MIDDLE MANAGER PROFILE BY SECTORS (values y practices) •RELIES ON ORGANIZATIONAL NORMS, RULES & PROCEDURES TO ALLEVIATE UNPREDICTABILITY OF FUTURE EVENTS • • ASSERTIVENESS • FEMINITY BEHAVIORS (inversely in values level) • FUTURE ORIENTED • GROUPS & INDIVIDUALS GOALS • HUMANE ORIENTED • PERFORMANCE ORIENTATION • ORGANIZATIONAL LOYALTY FINANCIAL S. FOOD S.

  33. CONCLUSIONS P5: CULTURE DIMENSIONS´ INFLUENCE IN LEADERSHIP STYLES • Peformance Orientation • Gender Egalitarianism • Humane Orientation • Power Distance • Future Orientation • Collectivism (II) • Uncertainty Avoidance • Colectivism (I) • AUTOCRATIC • ADMINISTRATIVE • CHARISMATIC • CONSIDERATE • HUMANE • INDIVIDUALISTIC • SINCERE

  34. CONCLUSIONS P6: LEADERSHIP STYLES (Leadership Prototype Scales) • SINCERE • ADMINISTRATIVE CONTRIBUTES SOMEWHAT (2 Sectors) • CONSIDERATE • CHARISMATIC • INDIVIDUALISTIC SLIGHTLY INHIBITS (2 Sectors) • HUMANE HAS NO IMPACT : (Financial Sector) CONTRIBUTES SLIGHTLY (Food Sector) • AUTOCRATIC SLIGHTLY INHIBITS: (Financial Sector) SOMEWHAT INHIBITS (Food Sector)

  35. CONTRIBUTES: EFFECTIVE BARGAINER EXCELENCE ORIENTED IMPROVEMENT ORIENTED INTRA-GROUP COMPETIDOR UNIQUE CONTRIBUTES: WIN/WIN PROBLEM-SOLVING HONEST SINCERE MODEST CONCLUSIONES P6: IMPLICIT LEADERSHIP ATTRIBUTES FOOD SECTOR FINANCIAL SECTOR • INHIBITS: • SELF-INTEREST • ARROGANT • CYNICAL • DICTATORIAL • BOSSY • ELITIST & NON-EGALITARIAN • INHIBITS: • RISK TAKER • SELF-EFFACING

  36. HYPOTHESIS “INDEPENDENTLY OF THE LEADERSHIP STYLE ADOPTED, THE IMPLICIT THEORY OF ORGANIZATIONAL LEADERSHIP SHOWS THE SOCIETAL AND ORGANIZATIONAL VALUES AND PRACTICES”

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