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Chapter 4Chapter 4

The Leader as an IndividualThe Leader as an Individual

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“It’s not hard to make decisions when you know what your values are.”

Roy Disney

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PersonalityPersonality

The set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment

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Ex. 4.1Ex. 4.1 The Big Five Personality The Big Five Personality DimensionsDimensions

Low Extroversion High

Low Agreeableness High

Low Conscientiousness High

Low Emotional Stability High

Low Openness to Experience High

Quiet, withdrawn, unassertive

Aloof, easily irritated

Impulsive, carefree

Moody, tense, lower self-confidence

Narrow field of interests,

likes the tried-and-true

Outgoing, energetic, gregarious

Warm, considerate, good-natured

Responsible, dependable , goal-oriented

Stable, confident

Imaginative, curious, open to

new ideas

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Tips for ExtravertsTips for Extraverts

• Don’t bask in the glow of your own personality. Learn to hold back and listen to others when the situation calls for it.

• Try to under whelm. Your natural exuberance can be intimidating and miss important facts and ideas.

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Tips for ExtravertsTips for Extraverts

• Talk less, listen more. Develop the discipline to let others speak first on an issue to avoid the appearance of arrogance.

• Don’t be Mr. or Ms. Personality. Extraverts tend to agree too quickly just to be liked. These casual agreements can come back to haunt you.

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Tips for IntrovertsTips for Introverts

• Get out and about. Resist the urge to hibernate.

• Practice being friendly and outgoing in settings outside of work. Take your new skills to the office.

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Tips for IntrovertsTips for Introverts

• Give yourself a script. Come up with a few talking points you can rely on to cover silences in conversations.

• Smile. A frown or soberly introspective expression can be misinterpreted. A bright countenance reflects confidence that you know where you’re going and want others to follow.

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Personality TraitsPersonality Traits

• Locus of Control– Defines whether a person places the primary

responsibility for what happens to him or her within himself/herself or on outside forces

• Authoritarianism– The belief that power and status differences should

exist in an organization• Dogmatism

– A person’s receptiveness to others’ ideas and opinions

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ValuesValues

• Fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes and behavior.

• End Values– Sometimes called terminal values, these are beliefs

about the kind of goals or outcomes that are worth trying to pursue.

• Instrumental Values– Beliefs about the types of behavior that are

appropriate for reaching goals.

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AttitudeAttitude

• An evaluation (either positive or negative) about people, events, or things.

• Have three components:– Cognitions - thoughts– Affect - feelings– Behavior

• Self-Concept– The collection of attitudes we have about ourselves;

includes self-esteem and whether a person generally has a positive or negative feeling about him/herself.

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Positive Attitude and Self-ConceptPositive Attitude and Self-Concept1. Consciously try to have and maintain a positive,

optimistic attitude.2. Realize that there are few, if any benefits to

negative, pessimistic attitudes about yourself and others.

3. Cultivate optimistic thoughts.4. If you catch yourself complaining or being

negative in any way, stop and change to a positive attitude.

5. Avoid negative people, especially any that make you feel negative about yourself.

6. Set and achieve goals

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Positive Attitude and Self-ConceptPositive Attitude and Self-Concept

7. Focus on your success; don’t dwell on failure.8. Accept compliments.9. Don’t belittle your accomplishments or

compare yourself to others.10. Think for yourself.11. Be a positive role model.12. When things go wrong and you’re feeling

down, do something to help someone who is worse off than you.

Lussier/Achua, Leaderhship: Theory, Application and Skill Development

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Goldsmith and ReiterGoldsmith and Reiter

• Damaging leader behaviors– Winning at all costs

– Clinging to the past

– Never being able to say you are sorry

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Theory X and Theory YTheory X and Theory YTheory X: the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility

Theory Y: the assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about

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Theory X Theory X

• People don’t like to work and will find ways to avoid working.

• People do not have ambition and want to be led or controlled.

• The threat of punishment makes them work.• People do not want responsibility.• People are resistant to change.• People are not very smart.

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Theory YTheory Y

• Most people don’t dislike work. • People will learn to guide themselves in

their jobs.• Most people will accept and seek

responsibility.• The right leadership style can bring out

these qualities in workers.

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Cognitive StyleCognitive Style

How a person perceives, processes, interprets, and uses information

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Perceptual DistortionsPerceptual Distortions

• Stereotyping

• Halo effect

• Projection

• Perceptual defense

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Attribution TheoryAttribution Theory

• How people draw conclusions about what caused certain behaviors or events

• Internal attribution: characteristics of the person led to the behavior

• External attribution: something about the situation caused the behavior

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Factors Influencing AttributionFactors Influencing Attribution

• Distinctiveness – is behavior unusual for this person?

• Consistency – does the person normally behave this way?

• Consensus – is this the way a person would normally behave in this situation?

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Biases in Applying AttributionBiases in Applying Attribution

• Fundamental attribution error – the tendency to underestimate the influence of external factors on another’s behavior and overestimate the influence of internal factors.

• Self-serving bias – the tendency to overestimate the influence of internal factors on one’s success and the influence of external factors on one’s failure.

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Ex. 4.4Ex. 4.4 Hermann’s Whole Brain Model Hermann’s Whole Brain Model

LogicalAnalytical

Fact-basedQuantitative

HolisticIntuitiveIntegratingSynthesizing

OrganizedSequential

PlannedDetailed

InterpersonalFeeling-basedKinestheticEmotional

AUpper

left

BLower

left

CLowerright

DUpperright

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Myers-Briggs Type Indicator (MBTI)Myers-Briggs Type Indicator (MBTI)

Personality test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions

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Introversion versus ExtraversionIntroversion versus Extraversion

• This dimension focuses on where people gain interpersonal strength and mental energy.

– Extraverts gain energy from being around others and interacting with others

– Introverts gain energy by focusing on personal thoughts and feelings

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Sensing versus IntuitionSensing versus Intuition

• This dimension identifies how a person absorbs information.

– Sensing people gather information through the five senses. (like facts and details)

– Intuitive people rely on less direct perceptions. (like relationships, patterns, and hunches)

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Thinking versus FeelingThinking versus Feeling

• This dimension relates to how much consideration a person gives to emotions in making a decision.

– Feeling types tend to rely more on their values an sense of what is right and wrong.

– Thinking types tend to rely more on logic and be very objective in decision making.

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Judging versus PerceivingJudging versus Perceiving• This dimension concerns an individual’s

attitudes towards ambiguity and how quickly a person makes a decision.

– Judging people prefer certainty and closure. They like goals and deadlines and quickly make decisions made on available data.

– Perceiving people enjoy ambiguity, dislike deadlines, and may change their minds several times before making a decision. They like to gather a large amount of data before making a decision.

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Types of Leadership RolesTypes of Leadership Roles

• Operational Role– Traditional– Vertically-oriented management role– Set goals– Establish plans– Use position power – Are assertive– Able to translate their vision so that others

also become passionate

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Types of Leadership RolesTypes of Leadership Roles

• Collaborative Role– Horizontal role– Do not normally have strong position power– Influence through personal power– Excellent people skills– Tenacious– Flexible– Comfortable with ambiguity

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Types of Leadership RolesTypes of Leadership Roles

• Advisory Role– Provide guidance and support– Develop broad organizational capabilities– Influence through personal knowledge and

personal power– High integrity and honesty– Build trust– Keep organization ethical