Chapter 4

1. Chapter 4 The Leader as an Individual

2. Chapter Objectives • Identify major personality dimensions and understand how personality influences leadership and relationships within organizations. • Clarify your instrumental and end values, and recognize how values guide thoughts and behavior. • Define attitudes and explain their relationship to leader behavior. • Recognize individual differences in cognitive style and broaden your own thinking style to expand leadership potential.

3. Chapter Objectives (contd.) • Practice aspects of charismatic leadership by pursuing a vision or idea that you care deeply about and want to share with others. • Apply the concepts that distinguish transformational from transactional leadership.

4. 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

5. Ex. 4.1 The Big Five Personality Dimensions Outgoing, energetic, gregarious Quiet, withdrawn, unassertive Extroversion Low High Warm, considerate, good-natured Aloof, easily irritated Agreeableness Low High Impulsive, carefree Responsible, dependable ,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

6. 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

7. 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.

8. Attitude • An evaluation (either positive or negative) about people, events, or things. • 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.

9. 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

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

11. 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

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

13. Ex. 4.5 Distinguishing Characteristics of Charismatic and Noncharismatic Leaders

14. Ex. 4.5 (contd.)

15. Transactional versus Transformational Leadership Transactional leadership a transaction or exchange process between leaders and followers Transformational Leadership leadership characterized by the ability to bring about significant change in followers and the organization