ID 55229
JaLCDOI
Sort Key
2
Title Alternative
New leader builds a strategy to recover the performance
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Author
Kita, Masanobu Graduate School of Humanities and Social Sciences, Okayama University
Abstract
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.
Keywords
Innovative leadership
Heuristics
Cognitive bias
Synchronicity
Interpersonal justice
Note
論説 (Articles)
Publication Title
Okayama Economic Review
Published Date
2017-07-03
Volume
volume49
Issue
issue1
Publisher
岡山大学経済学会
Publisher Alternative
The Economic Association of Okayama University
Start Page
1
End Page
21
ISSN
2433-4146
NCID
AN00032897
Content Type
Journal Article
OAI-PMH Set
岡山大学
language
日本語
Copyright Holders
Copyright © 2017 岡山大学経済学会
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publisher
NAID
Eprints Journal Name
oer