Zitate von Richard Boyatzis
Richard Eleftherios Boyatzis is an American organizational theorist and Distinguished University Professor of Organizational Behavior, Psychology, and Cognitive Science at Case Western Reserve University. He is considered an expert in the field of emotional intelligence, behavior change, and competence. Wikipedia
Zitate Richard Boyatzis
„The models of management which individuals and organizations use come from a variety of sources. Sometimes the model comes from a theory. The theory may emerge from someone's thoughts about the desired characteristics of a manager, or about the characteristics of competent managers. Sometimes the model comes from a panel. A group of people, possibly in the job or at levels above the job within the organization, generates a model through discussion of what is needed to perform a management job competently.“
Quelle: Competent manager (1982), p. 7.
„There are many leaders, not just one. Leadership is distributed. It resides not solely in the individual at the top, but in every person at every level who, in one way or another, acts as a leader to a group of followers - wherever in the organization that person is, whether shop steward, team head, or CEO.“
Daniel Goleman, Richard Boyatzis and Annie McKee (2002) Primal Leadership: Realizing the Power of Emotional Intelligence. p. xiii-xiv.
„The result of a job element analysis is a weighted list of characteristics that managers perceive as important in distinguishing superior from average performers, and those characteristics required by anyone in the job.“
Quelle: Competent manager (1982), p. 41.
Quelle: Transforming qualitative information (1998), p. xii.
Quelle: Transforming qualitative information (1998), p. 63.
„[A process for encoding qualitative information] used as part of many qualitative method, considers that is not a separate method but something to be used to assist the researcher in the search of insight.“
Quelle: Transforming qualitative information (1998), p. as cited in: Graciela Tonon (2012) Young People's Quality of Life and Construction of Citizenship. p. 53.
Quelle: Transforming qualitative information (1998), p. 4.
„An underlying characteristic of a person in that it may be a motive, trait, skill, aspect of one’s self-image or social role, or a body of knowledge which he or she uses… a person’s competencies reflect his or her capability. They are describing what he or she can do, not necessarily what he or she does, nor does all the time regardless of the situation and setting.“
Quelle: Competent manager (1982), p. 23.
Quelle: Competent manager (1982), p. 21.
Quelle: Competent manager (1982), p. 10.
„It's depressing to realize how few of the teams in our lives use their human capital and opportunities well, when it comes to sustaining performance, innovating, or adapting. That's true whether we're talking about families, sports, projects, management, or research.“
Boyatzis (2012) " The Resonant Team Leader http://blogs.hbr.org/cs/2012/04/the_resonant_team_leader.html" at HBR Blog Network, April 13, 2012.
Quelle: Transforming qualitative information (1998), p. 45 as cited in: Eimear Muir-Cochrane & Jennifer (2006) " Demonstrating Rigor Using Thematic Analysis http://www.ualberta.ca/~iiqm/backissues/5_1/PDF/FEREDAY.PDF". In: International Journal of Qualitative Methods 5 (1) April 2006.
„Models of management sometimes come from task and function analyses of management jobs. Someone studies what managers do, or what duties and responsibilities they are expected to perform, and then develops a model or image of what competent management is (Mintzberg, 1973). Typically, task and function analyses result in detailed descriptions of what activities must be performed in the job. Often these are not arrayed in any order of importance or relevance to the particular job or to the desired output from someone performing the job. Such models have been tested, in that systematic research is conducted to determine if the dentified activities are part of the job. Unfortunately, models based on task or function analysis focus on the job and do not address the person in the job. In doing so, the models include many specific and detailed descriptions of activities, but no mention is made of the characteristics that enable or increase the likelihood of a person performing those activities. These models do not establish a casual link between characteristics of people and performance in a job.“
Quelle: Competent manager (1982), p. 7-8.
Quelle: Transforming qualitative information (1998), p. 129.
Quelle: Competent manager (1982), p. 43.
„Thematic analysis is a process for encoding quantitative information. The encoding requires an explicit "code". This may be a list of themes; a complex model with themes, indicators, and qualifications that are causally related; or something in between these two forms. A theme is a pattern found in the information that at minimum describes and organizes the possible observations and at maximum interprets aspects of the phenomenon. A theme may be identified at the manifest level (directly observable in the information) or at the latent level (underlying the phenomenon). The themes may be initially generated inductively from the raw information or generated deductively from theory or prior research.“
Quelle: Transforming qualitative information (1998), p. vi-vii.