By Robert G. Lord
Featuring a follower-centered viewpoint on management, this publication makes a speciality of fans because the direct determinant of management results since it is mostly via follower reactions and behaviors that management makes an attempt be successful or fail. hence, management concept should be articulated with a concept of the way fans create that means from management acts and the way this that means is helping fans self-regulate in particular contexts. during this e-book, an try out is made to improve this sort of thought, keeping that the vital build during this strategy is the self-identity of fans. In constructing this theoretical standpoint, the authors draw seriously from a number of components of study and idea. the main severe constructs don't come without delay from the management literature, yet from social and cognitive concept concerning follower's self-identity, self-regulatory strategies, motivation, values, cognitions, and feelings and perceptions of social justice. Leaders can have profound results on those elements of fans and it really is via studying such oblique, follower-mediated management results that almost all rules concerning management idea and perform are developed.
Due to its huge theoretical concentration, this booklet is proper to a few audiences. The authors' crucial drawback is with the advance of management concept and the perform of management making the e-book proper to audiences in administration, utilized psychology, and social psychology. they've got attempted to obviously outline key constructs and supply sensible examples in order that the e-book can be available to complicated undergraduate scholars. despite the fact that, the range of the underlying theoretical literatures and the complexity of the framework constructed additionally make the e-book applicable for graduate classes in these disciplines, and for readers with a certified curiosity in management conception or perform.
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Additional resources for Leadership Processes and Follower Self-Identity
Thus, lower level systems provide the means by which higher level systems achieve their ends. Second, feedback from lower level systems flows back up to higher level systems, grounding them in an appropriate task or project or social–personal reality. As shown in Fig. 1, control loops self-regulate by comparing sensed input and standards in the triangular comparators, allowing them to respond to sensed discrepancies with both cognitive and behavioral changes. To simplify this figure, we depict only the behavioral feedback, which is shown by dashed lines.
Because they are contextually defined, goals have a strong impact on proximal motivational processes, and they are crucial in activating the scripts (Lord & Kernan, 1987; Wofford & Goodwin, 1994) that actually produce behavior. Another important function of goals is that by providing a standard, they help make feedback meaningful (Carver & Scheier, 1998; Hyland, 1988). Social feedback from peers or leaders can gain meaning, in part, through comparisons to goals. To illustrate this process, consider the fact that performance feedback and performance levels typically show low relationships with satisfaction (Iaffaldano & Muchinsky, 1985; Petty, McGee, & Cavender, 1984).
The personal meaning constructed from self-views may involve comparisons to future selves when a developmental focus is adopted; however, as Brewer and Gardner (1996) argued, at this level of identity self-views generally gain meaning by comparisons to others. If, as Brewer and Gardner (1996) suggested, worth at this level stems from favorable comparisons to others, we would expect self-enhancing biases to be common. Yet, when translated into social perception processes, the more favorable self-views arising from self-enhancement processes TLFeBOOK 40 CHAPTER 3 may, in turn, produce harsher evaluations of others when the self is used as a standard.