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Learning OutcomesLearning Outcomes• Benefits of classifying personality
traits.• Big Five personality dimensions.• Universality traits of effective leaders.• Trait of dominance.• Achievement Motivation Theory and
Leader Profile.• Theory X, Theory Y, Pygmalion Effect.• Four leadership styles and attitude.• Three levels of moral development.• Stakeholder approach to ethics.
The great man The great man approachapproach
"The history of the world is but the biography "The history of the world is but the biography of great men“of great men“
•Man shape history through both their Man shape history through both their personal attributes and divine inspirationpersonal attributes and divine inspiration
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Big Five Model of Personality
SurgencySurgency
AdjustmentAgreeableness
Openness to experience
Conscientiousness
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Locus of Control
Locus of Control IntegrityIntegrity
High energyHigh energy FlexibilityFlexibility
DominanceDominance Sensitivity to others
Sensitivity to others
Self-confidentSelf-confident IntelligenceIntelligence
99Traits ofTraits ofEffectiveEffectiveLeadersLeaders
StabilityStability
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS1.Dominance1.Dominance
o Want to be in chargeWant to be in chargeo Affects all other traitsAffects all other traits
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS2.High Energy2.High Energy
o Drive, hard work, stamina, persistenceDrive, hard work, stamina, persistence
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS3.Self-confidence3.Self-confidence
o Trust own judgments, decisions, ideas, capabilitiesTrust own judgments, decisions, ideas, capabilities
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS4.Locus of Control4.Locus of Control
o Belief in control of own destinyBelief in control of own destiny
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS5.Stability5.Stability
o Emotionally in control, secure, positiveEmotionally in control, secure, positive
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS6.Integrity6.Integrity
o Honest, ethical, trustworthyHonest, ethical, trustworthy
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS7.Intelligence7.Intelligence
o Above average, educatedAbove average, educated
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS8.Emotional Intelligence8.Emotional Intelligence
o Self-awareness, managing emotions, motivating Self-awareness, managing emotions, motivating oneself, empathy, social skillsoneself, empathy, social skills
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS9.Flexibility9.Flexibility
o Change, adjust to changesChange, adjust to changes
TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS10.Sensitivity10.Sensitivity
o Understand group members, communicate well, people Understand group members, communicate well, people centeredcentered
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Theory X vs. Theory Y
• People are lazy• Dislike work• Do as little as
possible• Must be closely
supervised• Carrot & stick
management
• People are motivated
• Get satisfaction from work
• Will do what is right for organization
• Participative management
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Pygmalion Effect
Managers’ attitudes, expectations, and treatment of employees explain and predict behavior and performance.
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Develop a Positive Self Concept
• Consciously• Push out pessimism• Cultivate optimism• Stop complaining• Avoid negative people• Set and achieve goals• Focus on success– Do not dwell on failure
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Develop a Positive Self Concept
• Accept compliments• Don’t belittle your
accomplishments• Don’t compare yourself to others• Focus on being the best you can
be• Think for yourself• Be a positive role model• Help others
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Leadership Styles Based on Attitudes
Theory Y AttitudesTheory Y Attitudes Theory X AttitudesTheory X Attitudes
PositivePositive
Self-Self-ConceptConcept
•Gives and accepts positive feedback
•Expects others to succeed
•Lets others do the job their way
•Bossy •Pushy
•Impatient •Critical
•Autocratic
NegativeNegative
Self-ConceptSelf-Concept
•Afraid to make decisions
•Unassertive
•Self-blaming
•Pessimistic
•Promotes hopelessness
Achievement Motivation Theory
Attempts to explain and
predict behavior and performance based on a person’s need for :
Achievement
Power
Affiliation
The n-ach person is 'achievement motivated'achievement motivated‘
Achievement motivation drives humans to strive for excellence by improving on performance
There is a strong need for feedback
The n-ach person is 'achievement motivated'achievement motivated‘
Achievement motivation drives humans to strive for excellence by improving on performance
There is a strong need for feedback
Need for Achievement (n-ach)
Need for Affiliation (a-affil)
1. The n-affil person is 'affiliation motivated'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people.
2. They need to be liked and held in popular regard.
3. These people are team players.
Need for Power (n-pow)
The n-pow person is 'authority motivated'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.
Leader Motive Leader Motive Profile (LMP)Profile (LMP)
• the leader motive profile predicts managerial effectiveness under conditions where leaders need to exercise social influence in the processes of making decisions and motivating others to accept and implement decisions.
• Tends to have a high need for power, a moderate need for achievement, and a lesser need for affiliation
• These vary significantly from leader to leader
Leader Motive Leader Motive Profile (LMP)Profile (LMP)
• Tends to have a high need for power, a moderate need for achievement, and a lesser need for affiliation
• These vary significantly from leader to leader
leaders to determine what's leaders to determine what's right and wrong. Some make right and wrong. Some make the wrong choices – and end the wrong choices – and end
up in the news or in the courts. up in the news or in the courts.
leaders to determine what's leaders to determine what's right and wrong. Some make right and wrong. Some make the wrong choices – and end the wrong choices – and end
up in the news or in the courts. up in the news or in the courts.
Ethics is….Ethics is….• ““pertaining to morality”pertaining to morality”• ““the science of morals, the moral principles by the science of morals, the moral principles by
which a person is guided”which a person is guided”
((Compact Oxford English DictionaryCompact Oxford English Dictionary, 1991, p. 534), 1991, p. 534)
Moral is….Moral is….• defined as pertaining to the distinction defined as pertaining to the distinction
between right and wrong, or good and evil between right and wrong, or good and evil in relation to the actions, volitions, or in relation to the actions, volitions, or character of human beings (Oxford English character of human beings (Oxford English Dictionary, 1991, p. 1114)Dictionary, 1991, p. 1114)
Integrity is….Integrity is….• a concept of a concept of CONSISTENCY of actions, values, of actions, values,
methods, measures, principles, expectations, and methods, measures, principles, expectations, and outcomes.outcomes.
Justifications for Justifications for Unethical BehaviorUnethical Behavior
• Moral justification: Moral justification: – In terms of a higher purpose In terms of a higher purpose
• Displacement of responsibility: Displacement of responsibility: – Blaming your behavior on othersBlaming your behavior on others
• Diffusion of responsibility: Diffusion of responsibility: – A group is responsible, no one personA group is responsible, no one person
Justifications for Justifications for Unethical BehaviorUnethical Behavior
• Advantageous comparison: Advantageous comparison: – Others are worseOthers are worse
• Disregarding or distorting consequences: Disregarding or distorting consequences: – Minimizing the harm causedMinimizing the harm caused
• Attribution of blame:Attribution of blame:– Caused by someone else’s behaviorCaused by someone else’s behavior
• Euphemistic labelingEuphemistic labeling– Covering it with cosmetic wordsCovering it with cosmetic words
Stakeholder ApproachStakeholder Approach• InvolveInvolve
o customerscustomerso employeesemployeeso shareholdersshareholderso communitycommunity
Stakeholder ApproachStakeholder Approach• ObjectiveObjective
– maximization of the interests of its all stakeholders maximization of the interests of its all stakeholders
• ByBy– minimize cost and waste while improving the quality of minimize cost and waste while improving the quality of
its productsits products
– enhance the skills and satisfaction of its employeesenhance the skills and satisfaction of its employees
– contribute to the development of the community from contribute to the development of the community from which it draws its resources and sustenancewhich it draws its resources and sustenance
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