scandura ppt 05

CHAPTER 5: PERCEPTION

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 2

AGENDA• What is perception?• Perceptual errors• Expectations• Impression management

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 3

WOULD YOU BE HAPPIER IF YOU WERE RICHER?• Focusing illusion -- the tendency to overestimate the effect of a single factor on one’s life satisfaction. • Example: Income

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 4

WHAT IS IT?

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 5

DID YOU SEE IT?

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 6

WHAT IS PERCEPTION?• A leader must understand that each person’s perception is their reality and this is how they will interpret the leader’s actions and everything else that happens at the work place. • Perceptions can change.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 7

UNDERSTANDING WHY PEOPLE DON’T SEE EYE TO EYEPerceptual errors:• Primacy effect• Recency effect• Availability bias• Contrast effects• Halo error (Horns error)

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 8

THE PRIMACY EFFECT

• Belief perseverance• Once a person has formed an initial impression, they maintain it even when presented with concrete evidence that it is false.

• Example: first Impressions

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 9

THE RECENCY EFFECT• Not only do people remember what they experience first, they also remember the most recently presented items or experiences. • Example: reading misspelled words

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 10

CAN YOU UNDERSTAND THIS? WHY?i cdnuolt blveiee taht i cluod aulaclty uesdnatnrd waht i was rdanieg. the phaonmneal pweor of the hmuan mind is amazanig. aoccdrnig to a rscheearch taem at cmabrigde uinervtisy, it deosnt mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. the rset can be a taotl mses and you can sitll raed it wouthit a porbelm. amazanig ? and yuo awlyas thohgut slpeling was ipmorantt.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 11

THE AVAILABILITY BIAS• When a person’s judgments are

based on what most readily comes into a person’s mind.• Example: How many words in

the English language start with the letter R?

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 12

CONTRAST EFFECTS• Comparisons based on what has

happened just before we make a decision or judgment• Example: interviewing job applicants• Contrast effects are among the most

significant decision biases for a leader to guard against.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 13

CONTRAST EFFECTS: THE EBBINGHAUS ILLUSION

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 14

HALO ERROR• Halo (or its opposite, horns) error

occurs when a the rater's overall positive (or negative) impression strongly influences ratings of specific attributes.• Example: performance

appraisals

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 15

ATTRIBUTION THEORYAttributions -- a person’s attempt to assign a cause to a behavior or event.The attributions people make about events and behavior can be classified as either internal or external.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 16

ATTRIBUTION• An internal attribution occurs when people infer that an event or a person’s behavior is due to character traits or abilities.• If a person makes an external attribution, they believe that a person’s behavior is due to situational factors.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 17

ATTRIBUTION ERRORS• Attributions can bias how we process information and make decisions. • Fundamental attribution error • Self-serving bias

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 18

RELATIONAL ATTRIBUTION EXAMPLE

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 19

THE ROMANCE OF LEADERSHIP PERSPECTIVE• challenges the portrayal of leaders

as heroes and heroines• emphasizes the follower and the

situation• notes the halo effect for leadership:

leaders tend to get credit for positive and negative outcomes

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 20

THE PYGMALION EFFECT• Perceptions sometimes result in a self-fulfilling prophecy in which high expectations of performance by leaders actually create conditions in which followers succeed.• Pygmalion effect boosts performance by leaders raising their expectations of followers.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 21

LEADER-SET HIGH EXPECTATIONS• Communicate high expectations to followers in four ways:• Create a warmer emotional climate• Teach more and increase challenge• Invite followers to ask questions • Provide feedback on performance

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 22

INDIVIDUALLY-SET HIGH EXPECTATIONSGalatea Effect -- when an individual sets high expectations for himself and then performs to these expectations.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 23

EXPECTATIONS AND LOW PERFORMANCE• Golem Effect -- Expectations may also work in the opposite direction, where lower expectations lead to lower performance. • Bosses can “kill” followers’ motivation by having low expectations.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 24

EMPLOYABILITY: HOW POTENTIAL EMPLOYERS PERCEIVE YOUEmployability -- the degree to which you are perceived as employable, which may determine whether or not you are hiredEmployability is the ability to gain and maintain a job in a formal organization.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 25

DETERMINANTS OF EMPLOYABILITY

Source: Hogan, R., Chamorro Premuzic, T. & Kaiser, R. B. (2013). Employability and career success: Bridging the gap between theory and reality. ‐Industrial and Organizational Psychology, 6(1), 3–16.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 26

IMPRESSION MANAGEMENT• Behaviors people use to protect their self-image and/or change the way they are seen by others• Affects interviewing, performance appraisal, and career success• Body language is an important part of impression management

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 27

EXAMPLES OF IMPRESSION MANAGEMENT STRATEGIES

Sources: Adapted from Bolino, M. C., & Turnley, W. H. (1999). Measuring impression management in organizations: A scale development based on the Jones and Pittman taxonomy. Organizational Research Methods, 2(2), 187–206; Bolino, M. C., Kacmar, K. M, Turnley, W. H., & Gilstrap, J. B. (2008). A multi-level review of impression management motives and behaviors. Journal of Management, 34(6), 1080–1109.

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 28

LEADERSHIP IMPLICATIONS: LEADING FOLLOWERS WITH DIFFERING PERCEPTIONS• Social identity • Implicit leadership schemas (or models)

Scandura, Essentials of Organizational Behavior. © 2016, SAGE Publications. 29

OPEN-ACCESSSTUDENT RESOURCES• Checklist action plan

• Learning objective summaries

• Mobile-friendly quizzes

• Mobile-friendly eFlashcards

• Video and multimedia resources

• SAGE journal articles

edge.sagepub.com/scandura