Chapter 4

1. Chapter 4 The Leader as an Individual

2. “It’s not hard to make decisions when you know what your values are.” Roy Disney

3. 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

4. Ex. 4.1 The Big Five Personality Dimensions Outgoing, energetic, gregarious Quiet, withdrawn, unassertive Extroversion Low High Warm, considerate, good-natured Aloof, easily irritated Agreeableness Low High Impulsive, carefree Responsible, dependable , goal-oriented Conscientiousness Low High Moody, tense, lower self-confidence Stable, confident Emotional Stability Low High Imaginative, curious, open to new ideas Narrow field of interests, likes the tried-and-true Openness to Experience Low High

5. Tips for Extraverts • Don’t bask in the glow of your own personality. Learn to hold back and listen to others when the situation calls for it. • Try to under whelm. Your natural exuberance can be intimidating and miss important facts and ideas.

6. Tips for Extraverts • Talk less, listen more. Develop the discipline to let others speak first on an issue to avoid the appearance of arrogance. • Don’t be Mr. or Ms. Personality. Extraverts tend to agree too quickly just to be liked. These casual agreements can come back to haunt you.

7. Tips for Introverts • Get out and about. Resist the urge to hibernate. • Practice being friendly and outgoing in settings outside of work. Take your new skills to the office.

8. Tips for Introverts • Give yourself a script. Come up with a few talking points you can rely on to cover silences in conversations. • Smile. A frown or soberly introspective expression can be misinterpreted. A bright countenance reflects confidence that you know where you’re going and want others to follow.

9. Personality Traits • Locus of Control • Defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forces • Authoritarianism • The belief that power and status differences should exist in an organization • Dogmatism • A person’sreceptiveness to others’ ideas and opinions

10. 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. • End Values • Sometimes called terminal values, these are 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.

11. Attitude • An evaluation (either positive or negative) about people, events, or things. • Have three components: • Cognitions - thoughts • Affect - feelings • Behavior • Self-Concept • The collection of attitudes we have about ourselves; includes self-esteem and whether a person generally has a positive or negative feeling about him/herself.

12. Positive Attitude and Self-Concept • Consciously try to have and maintain a positive, optimistic attitude. • Realize that there are few, if any benefits to negative, pessimistic attitudes about yourself and others. • Cultivate optimistic thoughts. • If you catch yourself complaining or being negative in any way, stop and change to a positive attitude. • Avoid negative people, especially any that make you feel negative about yourself. • Set and achieve goals

13. Positive Attitude and Self-Concept • Focus on your success; don’t dwell on failure. • Accept compliments. • Don’t belittle your accomplishments or compare yourself to others. • Think for yourself. • Be a positive role model. • When things go wrong and you’re feeling down, do something to help someone who is worse off than you. Lussier/Achua, Leaderhship: Theory, Application and Skill Development

14. Goldsmith and Reiter • Damaging leader behaviors • Winning at all costs • Clinging to the past • Never being able to say you are sorry

15. Theory X and Theory Y Theory X: the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility Theory Y: the assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about

16. Theory X • People don’t like to work and will find ways to avoid working. • People do not have ambition and want to be led or controlled. • The threat of punishment makes them work. • People do not want responsibility. • People are resistant to change. • People are not very smart.

17. Theory Y • Most people don’t dislike work. • People will learn to guide themselves in their jobs. • Most people will accept and seek responsibility. • The right leadership style can bring out these qualities in workers.

18. Cognitive Style How a person perceives, processes, interprets, and uses information

19. Perceptual Distortions • Stereotyping • Halo effect • Projection • Perceptual defense

20. Attribution Theory • How people draw conclusions about what caused certain behaviors or events • Internal attribution: characteristics of the person led to the behavior • External attribution: something about the situation caused the behavior

21. Factors Influencing Attribution • Distinctiveness – is behavior unusual for this person? • Consistency – does the person normally behave this way? • Consensus – is this the way a person would normally behave in this situation?

22. Biases in Applying Attribution • Fundamental attribution error – the tendency to underestimate the influence of external factors on another’s behavior and overestimate the influence of internal factors. • Self-serving bias – the tendency to overestimate the influence of internal factors on one’s success and the influence of external factors on one’s failure.

23. Ex. 4.4 Hermann’s Whole Brain Model D Upper right A Upper left Logical Analytical Fact-based Quantitative Holistic Intuitive Integrating Synthesizing Organized Sequential Planned Detailed Interpersonal Feeling-based Kinesthetic Emotional C Lower right B Lower left

24. Myers-Briggs Type Indicator (MBTI) Personality test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions

25. Introversion versus Extraversion • This dimension focuses on where people gain interpersonal strength and mental energy. • Extraverts gain energy from being around others and interacting with others • Introverts gain energy by focusing on personal thoughts and feelings

26. Sensing versus Intuition • This dimension identifies how a person absorbs information. • Sensing people gather information through the five senses. (like facts and details) • Intuitive people rely on less direct perceptions. (like relationships, patterns, and hunches)

27. Thinking versus Feeling • This dimension relates to how much consideration a person gives to emotions in making a decision. • Feeling types tend to rely more on their values an sense of what is right and wrong. • Thinking types tend to rely more on logic and be very objective in decision making.

28. Judging versus Perceiving • This dimension concerns an individual’s attitudes towards ambiguity and how quickly a person makes a decision. • Judging people prefer certainty and closure. They like goals and deadlines and quickly make decisions made on available data. • Perceiving people enjoy ambiguity, dislike deadlines, and may change their minds several times before making a decision. They like to gather a large amount of data before making a decision.

29. Types of Leadership Roles • Operational Role • Traditional • Vertically-oriented management role • Set goals • Establish plans • Use position power • Are assertive • Able to translate their vision so that others also become passionate

30. Types of Leadership Roles • Collaborative Role • Horizontal role • Do not normally have strong position power • Influence through personal power • Excellent people skills • Tenacious • Flexible • Comfortable with ambiguity

31. Types of Leadership Roles • Advisory Role • Provide guidance and support • Develop broad organizational capabilities • Influence through personal knowledge and personal power • High integrity and honesty • Build trust • Keep organization ethical