Chapter 2 Leadership Traits and Ethics 1. 2 Understand personality profiles Understand reasons why...
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Transcript of Chapter 2 Leadership Traits and Ethics 1. 2 Understand personality profiles Understand reasons why...
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Understand personality profiles Understand reasons why executives
careers can be derailed Describe the Big Five Model of Personality
and the traits of effective leaders Describe Achievement Motivation Theory Understand Leader Motive Profile Theory Understand how a leader’s attitudes can
influence followers
Learning Objectives
Learning Objectives Understand the difference between Theory
X and Theory Y Describe the Pygmalion Effect Understand how self-concept influences a
leader’s attitude about him/her self Describe how one can develop a more
positive attitude and self-concept Define ethics and the importance of
leadership ethics
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Learning Objectives Describe the three pillars of an ethical
organization Understand factors affecting ethical
behavior Describe how people justify unethical
behavior Understand the guide to ethical behavior Understand the stakeholder approach to
ethics
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Learning Objectives Define corporate social responsibility Describe the process of evaluating social
responsibility by using a corporate social audit and the four primary areas examined during a corporate social audit
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Traits Are distinguishing personal
characteristics Personality
Is a combination of traits that classifies an individual’s behavior
Personality Traits and Leadership
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Personality Profiles Identify individual stronger and weaker
traits Are used to ensure a proper match
between the worker and the job Are also used to categorize people as a
means of predicting job success Leadership and neuroscience
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Why Executives Are Derailed
Used a bullying style viewed as intimidating, insensitive, and abrasive
Were viewed as being cold, aloof, and arrogant Betrayed personal trust Were self-centered and viewed as overly
ambitious and thinking of the next job Had specific performance problems with the
business Overmanaged and were unable to delegate or
build a team
The Big Five Including Traits of Effective Leaders
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The Big Five Model The Big Five Model of Personalityof Personality
Leadership Traits Leadership Traits within the Big Fivewithin the Big Five
Surgency a. Dominanceb. Extraversionc. Energy/Determination
Agreeableness d. Sociability/Sensitivitye. Emotional intelligence
Adjustment f. Emotional Stability g. Self-confidence
Conscientiousness h. Dependabilityi. Integrity
Openness j. Flexibilityk. Intelligencel. Locus of control
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Achievement Motivation Theory attempts to explain and predict behavior and performance based on a person’s need for achievement, power, and affiliation Need for achievement Need for power
Personalized Socialized Institutional
Need for affiliation
The Personality Profile of Effective Leaders
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Leader Motive Profile Theory attempts to explain and predict leadership success based on a person’s need for achievement
The Personality Profile of Effective Leaders
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Realize that there are few, if any, benefits to negative, pessimistic attitudes about others and yourself
Consciously try to have and maintain a positive, optimistic attitude
Cultivate optimism Stop complaining Avoid negative people Set and achieve goals
Developing a More Positive Attitude and Self-Concept
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Focus on success and don’t dwell on failure
Be realistic when comparing yourself to others
Don’t belittle your accomplishments and accept compliments
Be a positive role model When you’re feeling down, help others
who are worse off than you
Developing a More Positive Attitude and Self-Concept
Factors Affecting Ethical Behavior
A leader’s ethical behavior is related to: Personality traits and attitudes Moral development The situation
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Preconventional Self-interest motivates behavior to meet one’s
own needs to gain rewards while following rules to avoid punishment
Conventional Living up to expectations of acceptable
behavior defined by others motivates behavior to fulfill duties and obligations
Postconventional Based on universal principles of right and
wrong, regardless of the leader or group’s expectations
Levels of Moral Development
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People are more likely to act unethically: In highly competitive situations In unsupervised situations When there is no formal ethics policy When unethical behavior is not punished or is
rewarded
The Situation and Ethics
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Moral justification Displacement of responsibility Diffusion of responsibility Advantageous comparison Disregard or distortion of consequences Attribution of blame Euphemistic labeling
How People Justify Unethical Behavior
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Golden Rule“Do unto others as you want them to do unto you.”
Four-Way Test Is it the truth? If it fair to all concerned? Will it build goodwill and better friendship? Will it be beneficial to all concerned?
A Guide to Ethical Behavior
Stakeholder Approach to Ethics
Creates a win-win situation for relevant parties affected by the decision
Internal stakeholders External stakeholders
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Ethics and Social Responsibility
Corporate Social Responsibility A leader’s duty to take actions that will
benefit the interests of society as well as the organization
Evaluating Social Responsibility
Corporate Social Audit A systematic analysis of the effect that
an organization is having on its stakeholders and society as a whole
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