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Issue 5(1), October 2010 -- Paper Abstracts

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Cooper (p. 23-32)

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Coulmas-Law (p.42-46)

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JOURNAL OF LEADERSHIP, ACCOUNTABILITY AND ETHICS

Managing not to Change: A Mixed-Methods Analysis of Anosognosic

Management and the Indirect Impact on Organizational Change

Author(s): M. Michaux Parker, Rasheeda Abdul-Ghaffar,Keren Campbell, Dalisha Vickers-Johnson

Citation: M. Michaux Parker, Rasheeda Abdul-Ghaffar, Keren Campbell, Dalisha Vickers-Johnson, (2012) "Managing not to Change: A Mixed-Methods Analysis of Anosognosic Management and the Indirect Impact on Organizational Change," Journal of Leadership, Accountability and Ethics, Vol. 9, Iss. 5, pp. 112 - 124

Article Type: Research paper

Publisher: North American Business Press

Abstract:

Anosognosic management occurs when a manager is both functionally inept and lacks the ability to

perceive that ineptitude. This study explores Anosognosic managerial performance and its indirect impact

on organizational change. This study used a concurrent mixed methods approach to examine the

relationship between respondents’ perceptions of the ease with which their organizations could change

and the respondents’ perceptions of manager job performance, perceptions of manager-induced

employee morale (MIEM) and perceptions of manager-induced interaction hostility (MIIH). The study

found correlations between Anosognosic job performance, the perceived ease of organizational change,

the perception of manager-induced interaction hostility and the perception of manager-induced employee

morale.