Group 1 Complete Presentation

8/12/2019 Group 1 Complete Presentation

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LEADERSHIP

TRAITS & ETHICS

UHF 6033

DYNAMIC

LEADERSHIP


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Group

Members

NURUL HUDAMASOD

MP 111339

LALITAMBIKAPALANEISAMY

MP 131008

YOGESWARIVELMURUGAN

MP 131009

PUSPA DEVIDAVANDRAN

MP 131005


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LEARNING OUTCOMES

1. Knows the benefits of classifying

personality traits.

2. Identify Big Five personality dimensions


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TRAIT

a distinguishing quality (as ofpersonal character) Merriam-Webmaster

a distinguishing characteristicor quality, especially of onespersonal natureDictionary.com


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Great Man Theory Ideological theory that "great" leaders

possess characteristics or traits notfound in the rest of the population.

belief that great leaders are not made

but born with unique characteristics


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Sociologist Herbert Spencer suggested thatthe leaders were products of the society in

which they lived.

genesis of a great man depends on the longseries of complex influences which has

produced the race in which he appears, andthe social state into which that race has slowlygrown, before he can remake his society, hissociety must make him."

Great Man Theory ArgumentsAgainst the Great Man Theory ofLeadership


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PERSONALITY

the set of emotional qualities, ways

of behaving, etc., that makes a

person different from other people-

Merriam-Webmaster

A combination of traits thatclassifies an individuals behavior


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Openness

Neuroticism


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Openness = This trait features characteristics such

as imagination and insight, and those high in this

trait also tend to have a broad range of interests.

I have excellent ideasI have rich vocabulary

I am not interested in abstractions

I do not have good imagination


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Conscientiousness = Common features of this

dimension include high levels of thoughtfulness,

with good impulse control and goal-directedbehaviors. Those high in conscientiousness tend

to be organized and mindful of details.

I am always prepared

I pay attention to details

I leave my belonging around

I often forget to put things back in

their right place


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Extraversion/ Surgency =This trait includes

characteristics such as excitability, sociability,

talkativeness, assertiveness and high amounts of

emotional expressiveness.

I feel comfortable around people

I starts conversation

I dont talk a lot

I dont like to draw attention to

myself


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Agreeableness = This personality dimension

includes attributes such as trust, altruism,kindness, affection, and other prosocial

behaviors.

I have a soft heart

I feels others emotion

I insult people

I dont have any interest to others


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Neuroticism / Adjustment = Individuals high in this

trait tend to experience emotional instability,

anxiety, moodiness, irritability, and sadness.

I change my mood a lot

I get stressed out easily

I am relaxed most of the time

I seldom feel blue


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enefits of classifying personalitytraits

To understand peoples personality whichaffects their behavior, perceptions & attitudes

To explain & predict others behaviors and jobperformance

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With all of these, why are manyleaders unsuccessful?

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MajorReasonsforExecutiveDerailment


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LEARNING OUTCOMES

Universality traits ofeffective leaders

Achievement MotivationTheory and Leader

Profile


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9 Traits of

EffectiveLeaders

Dominance High Energy

Self-Confidence

Locus of Control

* Internalizers

*Externalizers

StabilityIntegrity

Intelligence

* Intelligence Quotient

*Emotional Quotient

Flexibility

Sensitivity to Others


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Need for Achievement ,Need for

Power , and Need for Affiliation

The needs are based onpersonality and are developed aswe interact with the environment.

We have NEEDS and our needsmotivate us to satisfy them.

1940, McCelland developedAchievement Motivation Theory.


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NEED FOR ACHIEVEMENT

Excellence in accomplishments through

individual efforts.

Main character

Ambitious/ task-centered

Making plans to forge ahead

Attempting to reach a goal


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Control the situation

Influence or control over others

Enjoying competition in which they can

win

Willing to confront others

Seeking positions of authority and status

NEED FOR POWER

Influencing others and seeking positions of

authority.


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Want to have close interpersonal relationships

Seek the approval of others, especially those about

whom they care

Like other people, want other people to like them,

and want to be in the company of others

NEED FOR AFFILIATION

Developing, maintaining and

restoring close personal relationships


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set of traits that match up to the typical effective

leader

attempts to explain and predict leadership

success based on a persons need for achievement,

power, and affiliation

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T i N d


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Big Five Model of

Personality

Nine Traits of

Effective Leaders

Achievement

Motivation Theoryand LMP

Surgency Dominance Need for power

Agreeableness Sensitivity to others Need for affiliation

Adjustment Stability Socialized power

(LMP)

Conscientiousness High energy

Self-confidence

Integrity

Need for

achievement

Openness to

experience

Internal locus of

control

Intelligence

Flexibility

No separate need,

included within

other needs

Summary: Traits + Needs


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Identify similarities and

differences among

Theory X and Theory Y,

The Pygmalion effect,and self-concept.

LEARNING OUTCOMES


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What are Theory X and

Y?


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What Kind of Leader are You?

Most people fit into one of two basic leadership styles

Theory Xor Theory Y.

Although some people display traits of both,

most people will fall strongly into one of these twomanagement styles.

Lets look at the basic philosophies of each


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Theory X vs. Theory YTheory X Managers believe:

The average person has an inherent dislike ofwork and will avoid it when they can.

Because of their dislike for work, most people must becontrolled and threatened before they will work hard.

The average person prefers to be directed, dislikesresponsibility, and desires security above everything.

The most effective way to manage people is through fear,threats and intimidation.

Th X Th Y


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Theory X vs. Theory Y

Theory Y Managers believe:

The expenditure of physical and mental effort inwork is as natural as play or rest.

If a job is satisfying, then the result will becommitment to the organization.

The average person learns, under properconditions, not only to accept, but to seekresponsibility.

decision making process.

The most effective way to manage people is

through high expectations, positive

reinforcement, and employee involvement in the

decision making process.

h h


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Theory X vs. Theory Y

STATED SIMPLY:

Theory Xmanagersmakepeople do things.

Theory Ymanagers make people wantto dothings.

Motivated employees who like and want to do their

job will always perform at a higher level than

employees who do the job because they are forced

to.


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Theory X vs Theory Y Management

All managers are either Theory Xor Theory Y

managers and, again, some display

characteristics of each.

By better understanding this technique,

managers can begin to discard bad Theory X

habits and more successfully channel theirenergies into being effective Theory Ymanagers.


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WHAT IS the PYGMALION

EFFECT?


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Pygmalion Effect

Managers expectations and attitudes

toward employees

- Affect employees:

- Behaviour

- Performance

In Business: Objectives + standards =Expectations

P li M t


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Pygmalion Management

The Pygmalion Effect:

Every manager has expectations of the people

that report to them.

Managers communicate those expectationsconsciously or unconsciously.

Subordinates pick up on these expectations

from their manager. Subordinates perform in ways that are

consistent with the expectations.


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ALLmanagers practice the PygmalionEffect.

Successful managers understand the effect, and

channel it in a positive way. The key is what youexpectand believean employee is capable of.

Pygmalionis a very well known, highly

documentedand proven management techniquethat gets results!


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Stated simply, your expectationsof the peoplethat report to you dictates how you treat them

and ultimately, how they perform.

If you truly and sincerely believe an employee isgoing to be a superstar,they will be! Because

that is the way youll treat them.

But on the other hand, if you truly and sincerelybelieve they will be afailure,they will befor

the same reason.


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Simple Steps in becoming a Great Leader

Teach! Share your Knowledge

Be POSITIVEattitude is EVERYTHING!

Get to know your peopleshow a personal interest in them.

Be a Role Modelset the example

Honesty & integrity = loyalty & respect

Show them you CARE about their Careertake ownership!

Be connected to the pulse of your people and your business.

Be flexibleadapt / adjust your leadership style

PRAISEand RECOGNIZEat every opportunity.

Be a Pygmalion Managerbelieve in your people!


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Lou Holtz

two kinds of leaders:1. optimists and lift others up

2. those who pull everybody down


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Self-Concept

refers to the positive or negative attitudes

people have about themselves

+ve about yourself = +ve self-confidence

trait

Self-efficacy - belief in your own capability

to perform in a specific situation.

Believe can be successful = self-

confidence

H t d l iti lf


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How to develop positive self-

concept

Changeve attitude to +ve

Avoidve people

Set & Achieve goals Focus on success

Stop Comparing

w v


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How attitudes develop

leadership styles

Theory Y Attitudes Theory XAttitudes

Positive Self-concept gives and

accepts positive

feedback

Expects others to

succeed

Lets others do the

job

their way.

bossy,

and impatient

Critical

autocratic.

Negative Self-

concept

afraid to make

decisions

Blames others

Promotes a


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LEARNING OUTCOMES

Three levels of moraldevelopment Stakeholder approach toethics


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He employed non-violent

principles and peaceful

disobedience. He became a

leader of India's independencemovement. He is known as

Father of the Nation.


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He was, by far, one of the most

powerful and greatest Presidents'that America has ever witnessed. His

sheer determination and honest

effort that led him to the nation's

highest office. His nicknamed 'Honest

Abe.


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Abraham Lincoln


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He helped in founding the African

National Congress Youth League(ANCYL) in 1944. He is an amazing

man who changed history in South

Africa and brought democracy to the

nation. He was awarded the Nobel

Peace Prize.


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Nelson Mandela


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What are ethics?

Why do you thinkethics are importantfor a leader?


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a set of moral principles: a

theory or system of moral

values - Merriam-Webster

Ethics are the standards of

right and wrong that influencebehavior

ETHICS


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There are moral absolutes

Business ethics are always suspected

People set the ethical standards, not organizations

Integrity is essential in leadership

Dignity and respectfulness

Serving others

Justices

Ethics


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Does Ethical Behaviour Pay?

Generally, the answer is yes.Research studies have reported a

positive relationship betweenethical behaviour and leadershipeffectiveness. Values and ethics are

essential to running a successfulbusiness.

Integrity is an h d


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Ethics and Integrity

Integrity is an

important leadership

trait

Ethics and trust are

part of integrity

Must start

within the

organization

Leaders who are ethical

demonstrate a level of integrity

that is important s important forfollowers to accept the vision of

the leader


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How Personality Traits,

Attitudes and Moral

Development Affect

Ethical Behaviour


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Traits Attitudes and Ethics Our ethical behaviour is related to

our individual needs and personality

traits

Ethics related to need and traits

Unethical behavior more likely

Emotionally unstable

External locus of control


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Moral Development and

Ethics

Understanding right fromwrong and choosing to dothe right thing. There arethree levels of personalmoral development

THREE LEVELS


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THREE LEVELS

LEVEL 1

Pre-conventional

LEVEL 2Conventional

LEVEL 3

Post-conventional

Based on self-interests

(reward and punishment)

Based on expectations

of others

Based on moral

principlesregardless of leader

or group ethics


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HOW PEOPLE JUSTIFYUNETHICAL BEHAVIOUR

When we use unethical


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When we use unethical

behaviour, we often justify the

behaviour to protect our self-

concept so that we dont have a

guilty conscience or feel

remorse.


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Justification

for UnethicalBehavior

MoralJustification

DisplacementofResponsibility

Diffusionresponsibility

Advantageouscomparison

Disregarding orDistorting

Consequence

Attribution ofBlame

EuphemisticLabelling


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Displacement of Responsibility

This reasoning is the process of blamingone's behaviour on other people.

When someone is caught withdrugs they blame their bad home

life or the people they hang out

with. The person doesn't see their

own culpability therefore they

can't change what is in them that

is causing their downfall.


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Diffusion of Responsibility Responsibility is where individuals justify their

actions utilizing group behaviour where no one

person is responsible.

In this situation, peer pressure and group-think are

motivators to reinforce the unethical behaviour

Everyone cheat inexamination. That is just

the way we pass this

subject.


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Advantageous comparison Individuals using advantageous comparison

are comparing themselves to others who are

worse.

Damaging some property

is no big deal when you

consider that others arebeating people up.


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Disregarding or DistortingConsequence Minimizing the harm created by unethical

actions is known as disregard of

consequences.

"I'm not going to get caught if I

inflate our earnings just a bit, and

no one will be hurt anyway. And

even if I do get caught, I'll only geta slap on the wrist. So why not go

for it?".


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Attribution of Blame essentially claiming that your unethicalbehaviour was caused by someone

else's actions.

It is your fault that we late

attend the class. You invite me

play, so I had to play to makeyou enjoy.


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The Golden Rule"Do unto others as you want them to do unto

you. Meaning that

"Treat people how you want to be treated."

"Do not do anything to another person that youwould not want done to you.


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The Four-Way Test- Rotary International developed the four-way test of the

things we think and do to guide business transactions.

Is it the truth?

Is it fair to all concerned?

Will it build good will and better friendship?

Will it be beneficial to all concerned?

if you can answer "Yes" to thefollowing four questions, it is

probably ethical


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Stakeholder ApproachesThe stakeholder approachis a response tothe growth and complexity of understandingand study of the modern corporation and itsinfluence on the environment.

Under the stakeholder approach to ethics,the leader (or follower) creates a WIN-WIN

situationfor relevant parties affected by thedecision.

For example, If you are proud to tell relevant


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p y p

stakeholders your decision, it is probably

ethical. If you are not proud to tell others

your decision, or you keep justifying it, the

decision may not be ethical.

Create WIN-WINsituation for everyone by

which cooperation, compromise,

understanding , or agree to act in both theirown interest


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Being an Ethical LeaderEthical leadership requires couragethe ability to do

the right thing at the risk of rejection and loss.

Here are a few ways you can find courage to do the

right thing:

Focus on a higher purpose.

Draw strength from others.

Take risks without fear of failure. Use your frustration and anger for good.


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SITUATION:


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SITUATION:

FUKUSHIMA NUCLEAR POWER

PLANT WAS HIT BY TSUNAMI ON 11

MARCH 2011, RESULTING IN A

MELTDOWN OF THREE OF THE

PLANTS SIX NUCLEAR REACTORS. IF

YOU WERE THE LEADER IN THAT

SITUATION, HOW DO YOU

OVERCOME THE CRISIS?

Thank You


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Group 1 Complete Presentation

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