tailieunhanh - Leadership Processes and Follower Self-Identity phần 9

tiền đề trên sự chồng chéo giá trị tồn tại giữa các cá nhân và các tổ chức, cho thấy rằng các giá trị nổi bật là loại nhận thức rằng hướng dẫn các bản án tổ chức và hành vi. Chúng tôi Triển vọng Phát triển Châu Á hàng năm cung cấp một phân tích toàn diện | 8. SCIENTIFIC AND APPLIED VALUE ADDED 195 controlling. We add that effective leadership is more likely to be inspiring and that inspiration comes from helping subordinates see how they are connected through common values to a larger society. Capacity to Integrate Broader Social Science Research. Although not a specific insight we believe a novel benefit of the perspective on leadership processes that we have developed is its broad capacity to integrate social science research. In addition to the burgeoning literature on self-identity we included thinking on evolution emotions cognitions social cognitions social perceptions motivation self-regulatory systems individual differences personality social justice and values. In addition we discussed how specific theoretical findings in these areas have implications for leadership. To give but one brief additional example consider Gabriel and Gardner s 1999 finding that women tend to develop collective identities at the relational level whereas men tend to develop collective identities in terms of larger social units. Our theoretical perspective transforms this curious fact into an understanding of how men and women are likely to differ in their self-regulatory systems the meaning they construct in a particular context and their leadership requirements. VALUE ADDED TO THE PRACTICE OF LEADERSHIP Moving Leadership Theory Closer to the Source of Effects As we discussed in chapter 1 one problem that plagues leadership interventions is that they are typically focused on leaders whereas the hoped-for effects of interventions are created by followers responses. The leader only initiates a process that is completed by other organizational members. Considerable variance in the effects of interventions can be created by variability in the meaning of these interventions to followers and followers reactions to the meaning they construct. Without a clear understanding of these follower-centered aspects of leadership processes the .