Central or SuperordinatedConstructs

PeripheralConstructs

PeripheralConstructs

Easier to change

Challenges coworkers doesn't care

Challenges coworkers doesn’t set challenging goals

Reflect the individual’s cognitive structure and complexity

Individuals: a leader, teacher,

father ...

Actions: innovate, motivate

Objects: a job, well-being

Qualities: creativity, loyalty

1. Elicit elements and constructs

2. Build a table with elements and constructs (a questionnaire, for example)

3. Explore data clarifying the structure within the constructs and relations between the elements

Líder Inovador

InnovativeLeader

Líder NãoInovador

Non Inovative

leader

IdealLeader

Myself

LPC

Líder InovadorMaria

William

Raul

Non Inovative

leader

1 - I totally agree with A sentence2 - I partially agree with A sentence3 - I neither agree or disagree with A, neither with B, or it’s not relevant 4 - I partially agree with B sentence5 - I totally agree with B sentence

A SentenceMy

ManagerInnovative Manager

Non Innovative Manager

B Sentence

1-He(she) appreciates originality.

1 2 3 4 5 1 2 3 4 5 1 2 3 4 51. He (she) doesn’t

appreciate originality.

2-He (she) tries new ways of doing the work.

1 2 3 4 5 1 2 3 4 5 1 2 3 4 52. The rules are defined,

they must be followed.

3-The results must always be allocated to the team.

1 2 3 4 5 1 2 3 4 5 1 2 3 4 53. He (she) attributes the

good results to his own merit.

 

4-He (she) commits the all team with the objectives.

1 2 3 4 5 1 2 3 4 5 1 2 3 4 53. He (she) doesn’t

communicate the goals. 

5-He (she) knows to praise who deserves it.

1 2 3 4 5 1 2 3 4 5 1 2 3 4 53. He (she) doesn’t know

how to praise, just to punish.

 

Decision Making Skills (α=.895)

He (she) understands quickly the new situations.He (she) is dynamic in his (her) work. He (she) is entrepreneur and dynamic.He (she) is self confident in any circumstances.He (she) is not afraid of failure.He (she) is able to balance technical and human issuesHe(she) appreciates originality.He (she) is firm and secure in his (her) decisions. He (she) tries new ways of doing the work.

Relational Skills (α=.895)

He (she) shares his (her) knowledge.

He (she) commits the all team with the objectives.

He (she) shares the information, because it enriches the team.

The results must always be allocated to the team.

He (she) explains clearly what he (she) wants from each one of his (her) coworker.

He (she) knows to praise who deserves it.

In front of him (her) people don’t feel inhibit to ask a difficult question.

Indicators Innovative Leader My Manager

2 /gl 2.02 1.47

GFIAGFI

.97

.94.97.93

Pop.Gamma Index .97 .96

REMSEA .06 .06

CONFIRMATORY FACTOR ANALYSISCONFIRMATORY FACTOR ANALYSIS

2 DIMENTIONS2 DIMENTIONS::

• DECISION MAKING SKILLS

• RELATIONAL SKILLS

17

18

Category Unity of Context Frequency

Good_relationshipand communication

We are very close to the employeesWe listen a lot.they have a good relationship with the management, so we are very visible, very visible

14

Improve continuously / innovation

if you treat people with respect and you listen to people and you gather all the information and based on that you take your decisions and you make your changes in your company then innovation is pretty easy

6

Client_suggestion Everyday we have customers come, customers tell us what goes well and what goes wrongEverything is based on customer dataall of the improvement from our clientswhat the clients are telling us about our job, the source of innovation sits with the clients

6

INNOVATIVE

NON INNOVATIVE

22