MGMT452 "What you would do" paper
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Ch2-LeaderTraits-BB1.pptLeadership Traits
and Ethics
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Traits
Are distinguishing personal characteristics (physical, psychological, cognitive, etc.)
Personality
Is a combination of traits that classifies an individual’s behavior
Relatively stable
Traits and Personality
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Personality affects behavior as well as perceptions and attitudes
Lewin’s Interactionist Perspective: B = f(p + e)
Behavior is a function of personality and or in the environment (situation)
Understanding personalities of followers and yourself help to explain and predict yours and others’ behavior and job performance
What Value Do Traits and Personality Have in the Study of Leadership?
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The Big Five Personality Factors
Openness to Experience-imaginative, non-conforming / simple, resistant to change
Conscientiousness-careful, self-disciplined / impulsive, careless
Extraversion (surgency)-Energetic, enthusiastic / reserved, cautious
Agreeableness-Good natured, trusting / suspicious
Neuroticism (adjustment, aka emotional stability)-poised, calm / anxious, nervous
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How are the Big 5 Related
to Ethical Behavior?
- Extraversion-choice between using power for personal or social purposes
- Agreeableness-”follow the crowd”
- Conscientiousness- people with high need for achievement may act unethically to meet goals.
- Neurotics with external locus of control are more likely to engage in unethical behavior
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Dominance
Want to be in charge, seek to control
Not overly bossy or bullying
High energy
Drive, hard work, stamina, persistence
Tolerate stress well
Self-confidence
Trust own judgments, decisions, ideas, capabilities
Related to effectiveness and advancement
Traits of Effective Leaders
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Traits of Effective Leaders (cont.)
Locus of control
Internal = belief in the control of your own destiny
External = belief in fate, luck, etc.
Stability
Emotionally in control, secure, positive
Associated with managerial effectiveness and advancement
Integrity
Honest, ethical, trustworthy
Associated with perceptions of justice and authenticity
Framework of Emotional Competencies
Self Other
Personal Competency Social Competency
(Goleman, 1998)
| Self-Awareness | Social Awareness |
| Emotional awareness Accurate self-assessment Self-confidence | Empathy Connect Organizational awareness |
| Self-Management | Relationship Management |
| Emotional self-control Trustworthiness Adaptability Achievement orientation Initiative | Developing others Influence Communication Conflict Management Building bonds Teamwork & collaboration |
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Attempts to explain and predict behavior and performance based on a person’s need for:
Achievement
Power
Affiliation
Achievement Motivation Theory (McClelland)
Achievement – unconscious concern for excellence in attaining goals through an individual effort.
Power – unconscious motivation to influence others and seek positions of authority.
Affiliation – concern for developing, maintaining, and restoring good, close relationships.
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Internal locus of control
Self-confidence
High energy
Goal oriented
Realistic
Moderate risks
Competitive
Characteristics of the
Need for Achievement (n Ach)
Might lead people to use personalized power over socialized power. Could lead to derailment. Could foster Machiavellian behavior.
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Want to be in charge (in authority)
Self-confident
High energy
Competitive
Ambitious
Less concerned with people
Drawbacks/concerns about high n Pow?
Characteristics of the
Need for Power (n Pow)
Power can be either good or bad. It can be used for personal gain at the expense of others (personalized power), or it can be used to help oneself and others (socialized power). Effective leaders use socialized power, which includes the traits of sensitivity to others and stability, and is the Big Five adjustment dimension.
Could alienate followers; cut lead to unethical behavior
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Strong personal relationships
Sensitivity to others
Joiners
Prefer “helping professions”
Concerned about what people think of them
Usually have low need for power
Avoid leadership
Characteristics of the
Need for Affiliation (n Aff)
Might be reluctant to hold employees accountable. Have been found to show favoritism to their friends/ingroup.
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Why Managers Derail (CCL studies)
Used a bullying style viewed as intimidating, insensitive, and abrasive
Were prone to outbursts and displays of anger
Were viewed as being cold, aloof, and arrogant
Betrayed personal trust
Were self-centered and overly ambitious
Blamed others for mistakes
Micromanage - were unable to delegate or build a team
Were greedy
