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By Robert G. Lord

Government management is seriously very important to realizing the workings and function of businesses, but it's a subject that's frequently missed by way of mainstream management examine. management and data Processing presents a much-needed research of this significant component of organizational behaviour. Robert G. Lord and Karen J. Maher research how executives make judgements and the way selection reputation is restricted by way of the management perceptions of others. Focussing specifically on management and social perceptions, perceptions of woman leaders, organizational tradition, and the results of govt succession. management and knowledge Processing deals an important details for college students, researchers and academics of mangement, enterprise, organizational habit and organizational/social psychology.

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Extra info for Leadership and Information Processing: Linking Perceptions and Performance (People and Organizations)

Sample text

Such data plainly show that the task context (group), 28 PERCEPTUAL AND SOCIAL PROCESSES the potential leader, and the rater (perceiver) all have important effects on leadership perceptions. Work on implicit personality theories has also emphasized the perceiver in explaining leadership perceptions. Extensive research in this area (Eden and Leviatan 1975; Rush, Thomas, and Lord 1977; Weiss and Adler 1981) has demonstrated widely shared beliefs about leader behaviors and traits. Such beliefs have affected the perception of leaders and the encoding, recall, and rating of leadership behaviors.

Glaser (1988) argues that experts’ knowledge structures are organized in a manner that facilitates appropriate responses. This view is similar to Anderson’s (1987) theory of learning, which posits that many separate problem-solving steps may be “compiled” into more integrated and easily used structures as we gain experience with a particular problem. The result of this type of processing is that experts can process information or perform tasks in a qualitatively different manner from the way novices do.

After completing the group tasks, each subject rated the other group members on leadership and other social perceptions. A traditional, leader-oriented approach would explain these ratings in terms of leader traits and behaviors. Consistent with this perspective, the results showed that actual task behaviors explained almost 13 percent of the variance in ratings of leadership exhibited. In contrast, a perceiver-oriented perspective would focus on perceiver characteristics that might affect ratings of leadership.

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