“Fit no stereotypes. Don’t chase the latest management fads “Fit no stereotypes. Don’t chase the latest management fads. The situation dictates which approach best accomplishes the team’s mission.” Colin Powell

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

Ex. 4.1 The Big Five Personality Dimensions Outgoing, energetic, gregarious Quiet, withdrawn, unassertive Low Extroversion High Warm, considerate, good-natured Aloof, easily irritated Low Agreeableness High Impulsive, carefree Responsible, dependable ,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

Personality Traits Locus of Control Authoritarianism 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

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.

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.

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.

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.

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.

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.

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

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

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.

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.

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

Perceptual Distortions Stereotyping Halo effect Projection Perceptual defense

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

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?

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.

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

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

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

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)

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.

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.

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

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

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