Research Paper -Individual Submission
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Chapter4-TheLeaderasanIndividual1.pptx
CHAPTER 4
The Leader as an Individual
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 1 of 3)
Understand the importance of self-awareness and recognize your blind spots
Identify major personality dimensions and understand how personality influences leadership and relationships within organizations
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 2 of 3)
Clarify your instrumental and end values and recognize how values guide thoughts and behavior
Define attitudes and explain their relationship to leader behavior
Explain attributions and recognize how perception affects the leader–follower relationship
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 3 of 3)
Recognize individual differences in cognitive style and broaden your own thinking style to expand leadership potential
Understand how to lead and work with people with varied personality traits
©2018 Cengage Learning®. 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, such as personality traits, emotions, values, attitudes, and perceptions, and appreciating how your patterns affect other people
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Blind Spots
Characteristics or habits that people are not aware of or don’t recognize as problems but which limit their effectiveness and hinder their career success
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Importance of Self-Awareness
Effective leaders know who they are and what they stand for
Allow people to know what to expect from them
People require self-reflection to avoid blind spots that limit effectiveness and career success
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Personality
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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 1 of 6)
Five general dimensions that describe personality: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 2 of 6)
Extroversion: Degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people
Includes the characteristic of dominance
Likes to be in control and influence others
Self-confident, seeks positions of authority, and is competitive and assertive
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 3 of 6)
Agreeableness: Degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting
Warm and approachable
More agreeable people are more likely to get and keep jobs
Overly agreeable people tend to be promoted less and earn less money
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 4 of 6)
Conscientiousness: Degree to which a person is responsible, dependable, persistent, and achievement-oriented
Focus on a few goals
More important than extroversion for effective leadership
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 5 of 6)
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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions (slide 6 of 6)
Openness to experience: Degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas
Intellectually curious and seeks new experiences
Early travel and exposure to different ideas and culture are critical to development
Important because leadership is about change
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Locus of Control (slide 1 of 2)
Defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forces
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Locus of Control (slide 2 of 2)
High internal locus of control (internals)—Belief that actions determine what happens to them
High external locus of control (externals)—Belief that outside forces determine what happens to them
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 4.1 – Maximizing Leadership Effectiveness
Sources: Based on Patricia Wallington, ‘‘The Ins and Outs of Personality,’’ CIO (January 15, 2003), pp. 42, 44; ‘‘From the Front Lines: Leadership Strategies for Introverts,’’ Leader to Leader (Fall 2009), pp. 59–60; Joann S. Lublin, ‘‘Introverted Execs Find Ways to Shine,’’ The Wall Street Journal Asia (April 18, 2011), p. 31; and Ginka Toegel and Jean-Louis Barsoux, ‘‘How to Become a Better Leader,’’ MIT Sloan Management Review (Spring 2012), pp. 51–60.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Authoritarianism (slide 1 of 2)
The belief that power and status differences should exist in an organization
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Authoritarianism (slide 2 of 2)
Leader’s degree of authoritarianism affects how the leader wields and shares power
High authoritarianism
Traditional and rational approach to management
Autocratic style of leadership
Difference between leader and follower affects leader’s effectiveness
©2018 Cengage Learning®. 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, that are relatively stable over time, and that have an impact on attitudes and behavior
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Instrumental and End Values
Instrumental values
Beliefs about the types of behavior that are appropriate for reaching goals
End values
Sometimes called terminal values, these are beliefs about the kind of goals or outcomes that are worth trying to pursue
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Values – Differences and Influence
Individuals differ in how they prioritize values
Identify and understand value differences to improve communication and effectiveness
Values are established by early adulthood but can change
For leaders, values influence how they:
Relate to others
Perceive opportunities, situations, and problems
Make decisions
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 4.2 – Differences in Leaders’ and Nonleaders’ Value Rankings
Source: Based on Table 2, Differences in Managers’ versus Non-Managers’ Terminal and Instrumental Value Ranking, in Edward F. Murphy Jr., Jane Whitney Gibson, and Regina A. Greenwood, ‘‘Analyzing Generational Values among Managers and Non-Managers for Sustainable Organizational Effectiveness,’’ SAM Advanced Management Journal (Winter 2010), pp. 33–55.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Attitude
An evaluation (either positive or negative) about people, events, or things
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Theory X and Theory Y
Theory X
Assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility
Theory Y
Assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 4.3 – Attitudes and Assumptions of Theory X and Theory Y
Source: Based on Douglas McGregor, The Human Side of Enterprise (New York: McGraw-Hill, 1960), pp. 33–48.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Perception
The process people use to make sense out of the environment by selecting, organizing, and interpreting information
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Perceptual Distortions (slide 1 of 2)
Perceptual defense
Errors in judgment that arise from inaccuracies in the perceptual process
Stereotyping
Tendency to assign an individual to a broad category and then attribute generalizations about the group to the individual
Halo effect
Overall impression of a person or situation based on one characteristic, either favorable or unfavorable
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Perceptual Distortions (slide 2 of 2)
Projection
Tendency to see one’s own personal traits in other people
Perceptual defense
Tendency to protect oneself by disregarding ideas, situations, or people that are unpleasant
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Attributions (slide 1 of 2)
Judgments about what caused a person’s behavior—either characteristics of the person or of the situation
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Attributions (slide 2 of 2)
Internal attribution—Characteristics of the person led to the behavior
External attribution—Situation caused the person’s behavior
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Fundamental Attribution Error
The tendency to underestimate the influence of external factors on another’s behavior and overestimate the influence of internal factors
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Self-Serving Bias
The tendency to overestimate the influence of internal factors on one’s successes and the influence of external factors on one’s failures
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Cognitive Style
How a person perceives, processes, interprets, and uses information
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Patterns of Thinking
Left hemisphere—Logical, analytical thinking and a linear approach to problem solving
Right hemisphere—Creative, intuitive, values-based thought processes
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Whole Brain Concept
An approach that considers not only a person’s preference for right-brained versus left-brained thinking, but also conceptual versus experiential thinking; identifies four quadrants of the brain related to different thinking styles
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 4.4 – Hermann’s Whole Brain Model
Source: Ned Herrmann, The Whole Brain Business Book (New York: McGraw-Hill, 1996) p. 15.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Myers-Briggs Type Indicator (MBTI)™ (slide 1 of 2)
Test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Myers-Briggs Type Indicator (MBTI)™ (slide 2 of 2)
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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Guidelines for Working with Different Personality Types
Understand your own personality and how you react to others
Treat everyone with respect
Acknowledge each person’s strengths
Strive for understanding
Remember that everyone wants to fit in
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
