Leadership in Innovators and Defenders: The Role of Cognitive Personality Styles

Chatterjee, Devjani

doi:10.1080/13662716.2014.959314

Cited by 15 publications

(15 citation statements)

References 32 publications

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“…Based on these modes, four types are formed: ST, SF, NT, and NF (Haley and Stumpf, 1989; as cited in Gallen, 1997). Moore (1987), Haley and Stumpf (1989), Chatterjee (2014) (Myers and McCaulley, 1985) is another scale to measure personality types. This determines preferences on four bipolar scales: extraversion-introversion, sensing-intuition, thinking-feeling and judging-perceiving.…”

Section: Psychological Functions/cognitive Stylesmentioning

confidence: 99%

“…They focus on individual development, freedom, and personal growth. Roach (1986), Moore (1987), Haley and Stumpf (1989), Chatterjee (2014) Table II.…”

Section: Psychological Functions/cognitive Stylesmentioning

confidence: 99%

“…Furthermore, Mitroff and Kilmann (1975) found that ST leaders' ideal organization is bureaucratic and centralized and follow certain rules while SF leaders' ideal organization is familiar and personally idealistic and doing their work by individual effort and opinion of others matter substantially. Chatterjee (2014) mentioned that ST leaders dislike new problems because they are less imaginative and not creative in their approach to problems and prefer a standard way to solve problems after learning by doing. Their concern is to avoid uncertainty and involve them to do small improvement in the past work.…”

Section: St and Sf Type's Leaders And Continuous Improvementmentioning

confidence: 99%

“…In Jungian personality theory the NF leaders are extreme opposite to the ST type as NT-type leaders are extreme opposite to the SF leaders (Mitroff and Kilmann, 1975). NT leaders rely on intuition for perception and thinking for evaluation and NF leaders rely on intuition for perception and thinking for evaluation (Kilmann and Mitroff, 1976;Chatterjee, 2014). Being enthusiastic and insightful, they both focus on possibilities, theoretical relationships and abstract patterns but use a non-personal, cause-and-effect perspective when judging (Myers et al, 1998).…”

Section: Nt and Nf-type's Leaders And Innovationmentioning

confidence: 99%

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Relating management problem-solving styles of leaders to TQM focus: an empirical study

Kumar

Sharma

2017

TQM

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Purpose The purpose of this paper is to develop a relationship between the leader’s management problem-solving styles (MPSS) and total quality management (TQM) focus. Design/methodology/approach The study is based on C.G. Jung’s (1923) four psychological functions or cognitive styles, which are involved in information gathering and evaluation by sensing, intuitive, thinking, and feeling. The combination of these psychological functions makes possible ways of results: sensing-thinking (ST), sensing-feeling (SF), intuitive-thinking (NT), and intuitive-feeling (NF) for management problem solving. The empirical data for this study were drawn from a survey of 111 firms in India. A one-way analysis of variance approach has been applied for analysis in this study. Findings The authors review the extant literature and present a conceptual framework to establish the relationship between different management problem-solving styles and TQM focus. The literature on TQM shows two distinct achievable results: continuous improvement and innovation. The findings of the study support all the hypotheses and the results show that leaders with ST and SF profile are comfortable with the continuous improvement while leaders with NT and NF profile focus on innovation in the organization. Practical implications The results of this study emphasize the importance of knowing the appropriate MPSS to TQM focus. The results will help leaders in continuous improvement and innovation to make proper decisions and smooth functions to achieve maximum performance. Originality/value This paper can be useful for the organizations to achieve more effective leadership in decision making and improve perception-information model as a leader’s cognitive style. Moreover, this paper also attempts to inspire researchers to include the cognitive styles in studying the effect of the leaders on TQM focus while implementing it effectively in the organizations.

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Section: Psychological Functions/cognitive Stylesmentioning

confidence: 99%

“…They focus on individual development, freedom, and personal growth. Roach (1986), Moore (1987), Haley and Stumpf (1989), Chatterjee (2014) Table II.…”

Section: Psychological Functions/cognitive Stylesmentioning

confidence: 99%

Section: St and Sf Type's Leaders And Continuous Improvementmentioning

confidence: 99%

Section: Nt and Nf-type's Leaders And Innovationmentioning

confidence: 99%

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Relating management problem-solving styles of leaders to TQM focus: an empirical study

Kumar

Sharma

2017

TQM

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“…Some types of collective action can stimulate individuals to generate and revise their organizational but also cognitive routines. Recent research (Chatterjee, 2014) also suggests that leader"s cognitive style matters for idea generation. Many factors may influence creative reasoning, and it is therefore necessary to examine the forms of collective action that act on the individual's ability to generate new ideas.…”

Section: Perspectivesmentioning

confidence: 99%

Rethinking ideation: a cognitive approach of innovation lock-ins

Agogué

Masson

2015

AMPROC

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Some industries are lacking the proposal of truly original new ideas to renew existing products and/or services, despite repeated efforts from all stakeholders to make innovative and original proposals. These situations, called orphan innovation, lead to revisit the contemporary approaches to the study of obstacles in ideation, as orphan innovation is a paradoxical situation.Conventional financial constraints and institutional level are released, the market demand is strong, niche strategies are possible and bold entrepreneurs abound.And yet, the proposals do not fulfil expectations regarding innovation.We advocate in this paper that cognitive sciences can contribute to making sense of this phenomenon. Based on recent studies in cognitive psychology on idea generation, we propose a model of ideation reasoning, contrasting heuristic-based reasoning and exploration-based reasoning. We then apply this model on a case study, showing how a cognitive model of ideation allows to diagnose orphan innovation and more generally innovation lock-ins.

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Mapping Information Systems Flexibility with Organization’s Manufacturing Strategy

Dey,

Sharma

2023

Innovation, Technology, and Knowledge Management

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Leadership in Innovators and Defenders: The Role of Cognitive Personality Styles

Cited by 15 publications

References 32 publications

Relating management problem-solving styles of leaders to TQM focus: an empirical study

Relating management problem-solving styles of leaders to TQM focus: an empirical study

Rethinking ideation: a cognitive approach of innovation lock-ins

Mapping Information Systems Flexibility with Organization’s Manufacturing Strategy

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