Okayama Economic Review
Published by the Economic Association of Okayama University

Online ISSN 2433-4146
Print ISSN 0386-3069

新たな経営者が成す業績回復への布石

北 真収 岡山大学大学院社会文化科学研究科
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.
キーワード
Innovative leadership
Heuristics
Cognitive bias
Synchronicity
Interpersonal justice
備考
論説 (Articles)
ISSN
2433-4146
NCID
AN00032897
NAID