presentation97using repertory grid and perceptual maps in qualitative research on creative...
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USING REPERTORY GRID AND PERCEPTUAL MAPS IN QUALITATIVE RESEARCH ON CREATIVE LEADERSHIPFernando Sousa Ileana MonteiroTRANSCRIPT
Central or SuperordinatedConstructs
PeripheralConstructs
PeripheralConstructs
Easier to change
Challenges coworkers doesn't care
Challenges coworkers doesn’t set challenging goals
Reflect the individual’s cognitive structure and complexity
Individuals: a leader, teacher,
father ...
Actions: innovate, motivate
Objects: a job, well-being
Qualities: creativity, loyalty
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
Líder Inovador
InnovativeLeader
Líder NãoInovador
Non Inovative
leader
IdealLeader
Myself
LPC
Líder InovadorMaria
William
Raul
Non Inovative
leader
1 - I totally agree with A sentence2 - I partially agree with A sentence3 - I neither agree or disagree with A, neither with B, or it’s not relevant 4 - I partially agree with B sentence5 - I totally agree with B sentence
A SentenceMy
ManagerInnovative Manager
Non Innovative Manager
B Sentence
1-He(she) appreciates originality.
1 2 3 4 5 1 2 3 4 5 1 2 3 4 51. He (she) doesn’t
appreciate originality.
2-He (she) tries new ways of doing the work.
1 2 3 4 5 1 2 3 4 5 1 2 3 4 52. The rules are defined,
they must be followed.
3-The results must always be allocated to the team.
1 2 3 4 5 1 2 3 4 5 1 2 3 4 53. He (she) attributes the
good results to his own merit.
4-He (she) commits the all team with the objectives.
1 2 3 4 5 1 2 3 4 5 1 2 3 4 53. He (she) doesn’t
communicate the goals.
5-He (she) knows to praise who deserves it.
1 2 3 4 5 1 2 3 4 5 1 2 3 4 53. He (she) doesn’t know
how to praise, just to punish.
Decision Making Skills (α=.895)
He (she) understands quickly the new situations.He (she) is dynamic in his (her) work. He (she) is entrepreneur and dynamic.He (she) is self confident in any circumstances.He (she) is not afraid of failure.He (she) is able to balance technical and human issuesHe(she) appreciates originality.He (she) is firm and secure in his (her) decisions. He (she) tries new ways of doing the work.
Relational Skills (α=.895)
He (she) shares his (her) knowledge.
He (she) commits the all team with the objectives.
He (she) shares the information, because it enriches the team.
The results must always be allocated to the team.
He (she) explains clearly what he (she) wants from each one of his (her) coworker.
He (she) knows to praise who deserves it.
In front of him (her) people don’t feel inhibit to ask a difficult question.
Indicators Innovative Leader My Manager
2 /gl 2.02 1.47
GFIAGFI
.97
.94.97.93
Pop.Gamma Index .97 .96
REMSEA .06 .06
CONFIRMATORY FACTOR ANALYSISCONFIRMATORY FACTOR ANALYSIS
2 DIMENTIONS2 DIMENTIONS::
• DECISION MAKING SKILLS
• RELATIONAL SKILLS
17
18
Category Unity of Context Frequency
Good_relationshipand communication
We are very close to the employeesWe listen a lot.they have a good relationship with the management, so we are very visible, very visible
14
Improve continuously / innovation
if you treat people with respect and you listen to people and you gather all the information and based on that you take your decisions and you make your changes in your company then innovation is pretty easy
6
Client_suggestion Everyday we have customers come, customers tell us what goes well and what goes wrongEverything is based on customer dataall of the improvement from our clientswhat the clients are telling us about our job, the source of innovation sits with the clients
6
INNOVATIVE
NON INNOVATIVE
22