Managerial Leadership MGTO 234 - 5

1. Managerial LeadershipMGTO 234 - 5 Dr. William A. Snow Hong Kong University of Science & Technology Department of Management of Organizations College of Business & Management

2. Chapter 8 Personality

3. Personality has two meanings: • The first meaning refers to the impression a person makes on others. • The second meaning refers to the unseen structures and processes inside us that explain why we behave the way we do.

4. The Big Five Personality Model Extraversion • Five-Factor Model of Personality • Yet another way to describe personalities Agreeableness Conscientiousness Emotional Stability Openness to Experience

5. Personality Attributes and Behavior • These 5 personality attributes have much to do with explaining and predicting behavior in organizations Locus of Control Machiavellian Traits Self-Esteem Self-Monitoring Risk Taking Type A Personality

6. Big Five Model • Advantages of the Big Five Model • Most personality researchers currently use one form of the Big Five Model. • The model is usefully categorized. • It is useful for categorizing or profiling people. • It appears to be universally applicable across cultures.

7. Big Five Model • Disadvantages of the Big Five Model • Some argue that five factors are not enough to adequately encompass all the different personality traits. • The Big Five personality dimensions tend to be fairly heterogeneous internally, which makes them poor predictors of job performance as compared to personality traits.

8. Personality Traits • Preferences distinguish one personality from another, based on four basic dimensions: • extraversion-and-introversion • sensing-and-intuition • thinking-and-feeling • judging-and-perceiving

9. Chapter 9 Intelligence and Creativity

10. Intelligence • Intelligence is a person’s all-around effectiveness in activities directed by thought. • Intelligence is relatively difficult to change. • Intelligence can be and is modified through education and experience.

11. Theories assessing the nature of intelligence: • Intelligence is a unitary ability. • Intelligence involves a collection of related mental abilities. • Intelligence is based more on the process by which people do complex work rather than the number of mental abilities.

12. The unitary view • The unitary view is founded on findings early in this century that individuals’ scores on different types of intelligence were all positively correlated • A person doing well on a vocabulary test was likely to do well on a memory or numeric reasoning test and vice versa.

13. The multiple intelligence’s view • The multiple intelligence’s view is based on common observations of people and finds that every person possesses linguistic, musical, logical-mathematical, spatial, bodily-kinesthetic, intrapersonal, and interpersonal intelligence.

14. Dark-side Personality Traits • Dark-side personality traits are: • irritating or counterproductive behavioral tendencies • interfere with a leader’s ability to form teams • cause followers to exert less effort towards goal accomplishment.

15. Hong Kong Branch Office Case (In class) Break into teams: • What were Mr. Lee’s objectives? • What were the results of the study that was done? • Describe alternatives “A” and “B”: those being considered by Mr. Lee

16. Hong Kong Branch Office Case (In class) • Would you consider organizing like “A”? • Take out a piece of paper: • Rank order (1-2-3 etc) the people with whom you work in terms of their: 1) Contribution 2) Capability • Does not have to be your class team • When finished, fold paper and put in safe place

17. Hong Kong Branch Office Case (In class) • Discussion about alternatives • Results

18. Hong Kong Branch Office Case (In class) • 4 Factor Theory

19. Hong Kong Branch Office Case (In class) Video, “Pygmalion in Mangement” “I can train/develop any person if: 1) I______________________ 2) I______________________ 3) He/She_________________ 4) He/She_________________”

20. Managerial LeadershipSupplemental Resources • M. Goldsmith, L. Lyons, A. Freas, Coaching for Leadership: How the World’s Greatest Coaches Help Leaders Learn. (2000) • Donelson R. Forsytyh, Group Dynamics. (1999) • Peter F. Drucker, Management Challenges for the 21st Century (1999) • F. Hesselbein, M. Goldsmith, R. Beckhard, The Leader of the Future. (1996) • Kenichi Ohmae, The Evolving Global Economy: Making Sense of the New World Order. (1995) • James Champy, Reengineering Management: The Mandate for New Leadership. (1995) • J. M. Kouzes, B. Z. Posner, The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations (1995) • J. Collins, J. Porras, Built to Last: Successful Habits of Visionary Companies. (1994) • L. M. Spencer, S. M. Spencer, Competence at Work: Models for Superior Performance. (1993) • Edgar H. Schein, Organizational Culture and Leadership (1992) • K. B. Clark, M.B. Clark, Measures of Leadership (1990) • Warren Bennis, On Becoming a Leader (1989) • Kathy Kram, Mentoring at Work: Development Relationships in Organizational Life. (1988) • W. Bennis, B. Nanus, Leaders: The Strategies of Taking Charge (1985) • T. J. Peters, R. H. Waterman, In Search of Excellence: Lessons from America’s Best-Run Companies (1982) • Richard E. Boyatzis, The Competent Manager: A Model of Effective Performance. (1982)