2 hour 30 min deadline-600 words
rocksolid
c4.pptChapter 4
The Leader as an Individual
6e
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand the importance of self-awareness and recognize one’s blind spots
Identify major personality dimensions and understand how personality influences leadership and relationships within organizations
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Clarify instrumental and end values, and recognize how values guide thoughts and behavior
Define attitudes and explain their relationship to leader’s behavior
Explain attributions and recognize how perception affects the leader-follower relationship
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Recognize individual differences in cognitive style and broaden one’s own thinking style to expand leadership potential
Understand how to lead and work with people with varied personality traits
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Self-Awareness
Being conscious of the internal aspects of one’s nature
Personality traits
Emotions
Values
Attitudes and perceptions
Appreciating how your patterns affect other people
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Importance of Self-Awareness
Helps leaders to remain grounded and constant
Allows people to know what to expect from them
People require self-reflection to avoid blind spots
Blind spots: Characteristics or habits that people are not aware of or do not recognize as problems
Limit people's effectiveness and careers
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Personality
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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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions
Extroversion: Degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people
Characteristic of dominance
High degree of dominance could even be detrimental to effective leadership
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions
Agreeableness: Degree to which a person is able to get along with others
Being good-natured, cooperative, forgiving, compassionate, understanding, and trusting
Conscientiousness: Degree to which a person is responsible, dependable, persistent, and achievement-oriented
Focus on a few goals
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions
Emotional stability: Degree to which a person is well-adjusted, calm, and secure
Emotionally stable leader can:
Handle stress and criticism well, and does not take mistakes or failures personally
Develop positive relationships
Improve relationships
Leaders with a low degree of emotional stability can become tense, anxious, or depressed
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions
Openness to experience: Degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas
Important as leadership is about change
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Locus of Control
Placing the primary responsibility for what happens to a person within himself or herself or on outside forces
High internal locus of control or internals - Belief that actions determine what happens to a person
High external locus of control or externals - Belief that outside forces determine what happens to a person
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Differences in Behavior Between Internals and Externals
Internals
More self-motivated
Better in control of their own behavior
Participate more in social and political activities
Actively seek information
Better able to handle complex information and problem solving
Externals
Have structured, directed work situations
Better able to handle work that requires compliance and conformity
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Authoritarianism
Belief that power and status differences should exist in an organization
Leader’s degree of authoritarianism will affect how the leader wields and shares power
High authoritarianism
Traditional and rational approach to management
Autocratic style of leadership
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Values
Fundamental beliefs that an individual considers to be important
Relatively stable over time
Impact attitudes and behavior
End values: 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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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Values
Influence how leaders relate to others
Personal values influence how leaders:
Perceive opportunities, situations, and problems
Make decisions in response to them
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Attitude
Evaluation about people, events, or things
Can be either positive or negative
Leader’s attitudes toward followers influence how they relate to people
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Theory X and Theory Y
Assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility
Theory X
Assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about
Theory Y
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Exhibit 4.3 - Attitudes and Assumptions of Theory X and Theory Y
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Source: J. Hall and S. M. Donnell, “Managerial Achievement: The Personal Side of Behavioral Theory,” Human Relations 32 (1979), pp. 77–101
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Social Perception
Making sense out of the environment by selecting, organizing, and interpreting information
Values and attitudes affect perceptions, and vice versa
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Perpetual Distortions
Errors in judgment that arise from inaccuracies in the perceptual process
Stereotyping: Assigning an individual to a group and attributing generalizations about the group to the individual
Hinders from knowing people who are stereotyped
Halo effect: Overall impression of a person or situation based on one characteristic
Blinds the perceiver to other characteristics
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Perpetual Distortions
Projection: Tendency to see one’s own personal traits in others
Perceptual defense: Protecting oneself by disregarding ideas, situations, or people that are unpleasant
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Attributions
Judgments about what caused a person’s behavior
Either characteristics of the person or of the situation
Internal attribution - Belief that characteristics of the person led to the behavior
External attribution - Belief that the situation caused the person’s behavior
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Attributions
Help people decide how to handle a situation
Fundamental attribution error: Tendency to:
Underestimate the influence of external factors
Overestimate the influence of internal factors
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Attributions
Self-serving bias: Tendency to overestimate the influence of:
Internal factors on one’s successes
External factors on one’s failures
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Cognitive Differences
Cognitive style: How a person perceives, processes, interprets, and uses information
Patterns of thinking and brain dominance
Left hemisphere - Logical, analytical thinking and a linear approach to problem solving
Right hemisphere - Creative, intuitive, values-based thought processes
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cognitive Differences
Whole brain concept: Considers a person’s preference for right-brained versus left-brained thinking and conceptual versus experiential thinking
Identifies four quadrants of the brain related to different thinking styles
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Exhibit 4.4 - Hermann’s Whole Brain Model
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Source: Ned Herrmann, The Whole Brain Business Book (New York: McGraw-Hill, 1996) p. 15
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Myers-Briggs Type Indicator (MBTI)™
Measures how individuals differ in gathering and evaluating information for solving problems and making decisions
Uses different pairs of attributes to classify people in 1 of 16 different personality types
Introversion versus extroversion
Sensing versus intuition
Thinking versus feeling
Judging versus perceiving
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Working with Different Personality Types
Leaders can work effectively by:
Understanding one’s own personality and how they react to others
Treating everyone with respect
Acknowledging each person’s strengths
Striving for understanding
Remembering that everyone wants to fit in
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
