Leadership & Management

Slides:



Advertisements
Similar presentations
INDIVIDUAL DIFFERENCES
Advertisements

1 The Leader as an Individual. 2 Chapter Objectives Identify major personality dimensions and understand how personality influences leadership and relationships.
Appreciating Individual Differences: Self-Concept, Personality,
Leadership & Management Discussion for Lesson 11: Personality and Reflection as a Leadership Tool.
Mgt 4310 Individual Differences Week 2. Objectives  Examine how individuals differ in the work place  Explain the competing values framework  Examine.
McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. 7-1 Chapter Seven Personality and Attitudes.
Organizational Behavior (MGT-502) Lecture-8. Summary of Lecture-7.
Lecture 5 PERSONALITY II: Dimensions of Personality.
Personality Traits of Leaders What type of personality traits does it take to lead?
© 2008 The McGraw-Hill Companies, Inc. All rights reserved 2 - 2ChapterChapter McGraw-Hill/Irwin Personality, Stress, Learning, and Perception.
 Personality is the profile of characteristics making a person unique from others.  Individual personalities are important managerial considerations.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Defining Leadership.
Leadership Theories.
Self-Awareness Chapter 2 © 2010 McGraw-Hill Higher Education. All rights reserved. McGraw-Hill.
Attitudes, Job Satisfaction, Personality & Values Madiha Khalid.
Chapter 2  Individual differences exert a profound effect on job performance and behavior.  Key sources of individual differences on the job are personality,
ORGANIZATIONAL BEHAVIOR
LEARNING STYLES: How do you learn the best? Presented by: Annette Deaton Coordinator of Orientation Services.
What is Mental Health? *How do you define it?.
Personality and the Trait, Humanistic, and Social Cognitive Perspectives.
Personality Traits of Leaders Building Connections: Community Leadership Program Improving Lives. Improving Texas. What personality traits does it take.
Basic Characteristics of People Definitions and sources Ways of looking at personality MBTI Big 5 Locus of control Machiavellianism Self-esteem and self-efficacy.
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, All Rights Reserved. Chapter Eleven Managing Individual Differences & Behavior Supervising.
Personality Theory: The Big Five Traits: uConscientiousness u Careful, persevering. uAgreeableness u Likable, care about others. uNeuroticism (vs. Emotional.
Spring 2007Personality and Attitudes1 Spring 2007Personality and Attitudes2 Motivation: Applications Individual Differences Organization Commitment Job.
3-1Decision Making and Problem Solving Unit Objectives n Identify your psychological type and relate it to personal preferences. n Describe factors and.
1 Personality Learning and Development HR Session Objectives By the end of this session you should be able to:  Define personality  Identify.
Health Ch. 2 Personality, Self-Esteem & Emotion
MANAGEMENT RICHARD L. DAFT.
MANAGEMENT RICHARD L. DAFT.
Ch.2 Values, Attitudes, Emotions and Culture
2-1 Personality and Values. 2-2 MARS Model of Individual Behavior Individual behavior and results SituationalfactorsSituationalfactors Values Personality.
Who Are You? Stress and Anger!!!
Chapter 11: Managing Individual Differences & Behavior
Personality.
School of Education & Social Sciences Master’s of Social Work Program
Solving Problems Skillfully
Section 2.1 Personality Objectives
Personality.
Assessing Leaders 1.
Health Chapter 2.
What is Mental Health? *How do you define it?.
Personality, Self-Esteem, and Emotions
Personality Objectives: Students will define personality.
Does personality shape our behavior?
ORGANIZATIONALBEHAVIOR- Individual & Group Behavior
Personality, Self-Esteem, and Emotions
Chapter 10: Individual Behaviour
Wednesday, Feb 12 C Day-Early Release
Notes Personality Theories.
Extraversion Introversion
WEEK 2 LEADERSHIP TRAITS AND ETHICS
Personality, Self-Esteem, and Emotions
WEEK 2 LEADERSHIP TRAITS AND ETHICS
Personality Intro to Wellness.
Leadership & Management
Defining Leadership.
And Building Self-Esteem
How do we understand people at work?
The Leader as an Individual
The Leader as an Individual
And Building Self-Esteem
Personality and Human Behaviour
Section 2.1 Personality Objectives
Organizational Behavior and Human Resource Management
My Attitudes What I Show!.
Personality traits are internal characteristics that are stable, consistent over time, and displayed through multiple situations. Trait theories predict.
The Big Five: Personality Traits
Section 2.1 Personality Objectives
Presentation transcript:

Leadership & Management Reading for Lesson 11: Personality and Reflection as a Leadership Tool

Lesson 11 Reading Objectives 1. The student will comprehend and distinguish personality traits and psychological types. 2. The student will know his/her psychological type and describe the implications for his/her relationships and leadership performance. 3. The student will comprehend why introspection and reflection are valuable tools for a leader.

Lesson 11 Reading Objectives 4. The student will comprehend the Paul Principle and how to avoid it.   5. The student will apply reflection and introspection to better understand their strengths and weaknesses as a leader.

Lesson 11 Discussion Objectives 1. The student will know their psychological type and describe the implications for their relationships and leadership performance.  2.  The student will apply reflection and introspection to better understand their strengths and weaknesses as a leader.

Personality Traits Five personality traits impact interpersonal relations and job performance: Extroversion Agreeableness: Conscientiousness Emotional Stability (Neuroticism) Openness to Experience Additionally, self-monitoring of behavior

Personality Traits Extroversion Emotional stability Social, gregarious, assertive, talkative, active Outgoing person, as opposed to shy, introverted person Emotional stability Anxious, depressed, angry, embarrassed, emotional, worried Person with low emotional stability is often referred to as neurotic or emotionally unstable

Personality Traits Agreeableness Conscientiousness Courteous, flexible, trusting, good-natured, cooperative, forgiving, softhearted and tolerant Agreeable person is friendly and cooperative Conscientiousness Careful, thorough, responsible, organized, purposeful, hardworking, achievement-oriented, and persevering Generally, the trait implies a dependable person

Personality Traits Openness to experience Self-monitoring of behavior Imaginative, cultured, curious, original, broad-minded, intelligent and artistically sensitive Persons of well-developed intellects Self-monitoring of behavior Refers to process of observing and controlling how we are perceived by others High self-monitors are pragmatic, and even chameleon-like actors—often say what others’ want to hear Low self-monitors avoid situations requiring them to adopt different outer images—can lead to inflexibility

Psychological Types Psychological types help define cognitive styles, i.e., mental processes used to perceive and make judgments from information Knowledge of these cognitive styles can help you relate better to people because you better appreciate how they make decisions According to Psychiatrist Carl Jung, how people gather and evaluate information determines their cognitive style

Psychological Types Gathering Information Sensation type Individuals Prefer routine and order Search for precise details Prefer to work with established facts Intuitive type Individuals Prefer overall perspective – “big picture” Enjoy solving problems Dislike routine Prefer to look for possibilities

Psychological Types Evaluating Information Feeling type individuals Need to conform Adapt to others’ wishes Avoid problems that may cause disagreement Thinking type Individuals Rely on reason and intellect Downplay emotion in problem solving and decision making

Psychological Types Cognitive Styles—two dimensions of information gathering and evaluation are combined to produce a four-way classification of cognitive styles: Sensation/Thinking Intuitive/Thinking Sensation/Feeling Intuitive/Feeling

Figure 11-2 goes here

Introspection and Reflection Enables leader to realize gaps between who they are, who they think they are, and who they are perceived to be The introspection process should be accomplished systematically, and should be done regularly with the help of an executive assistant, trusted friend or spouse

Introspection and Reflection Systematic introspection process—questions to ask and examine about yourself: Establishing your schedule—how do you spend your time? Establishing your priorities—what are they? Examining your reliability—do you honor commitments? Who tells you the news—good and bad? How long are your meetings—are they short, brisk and to the point?

Introspection and Reflection How well do you listen? Only by listening do you learn what’s going on Are you feared, distrusted, like, respected or loved? What is your body language like—are you approachable? Are you a communicator—do you help your people learn, understand and develop? Do you speak and write well? Are you a disciplinarian—are you fair and do you follow your own standards?

Introspection and Reflection Do you enjoy your job? Are you an innovator? Are you flexible? Do you maintain physical and intellectual fitness? Do you deflect or magnify pressure? Are you tuned in or out of touch?

Introspection and Reflection Are you a delegator? Are you a non-drinker, drinker or alcoholic? Are you an optimist or pessimist? Are you religious? What are your ethics and values? Are you a writer? Are you ambitious? Are you secure or insecure?

Introspection and Reflection Are you a philanderer? What is your integrity level? Are you intense or relaxed? Are you decisive or a “decision ducker”? How conceptual are you—can you put mission, goals, requirements and responsibilities in a conceptual framework?

Introspection and Reflection The Paul Principle Gradual obsolescence of leaders as they lose touch with the organization they lead Become too conservative Resist innovation and change Fail to take advantage of technological breakthroughs Antidote—systematic reading program, attending management training symposia and workshops, interacting with long-range planners, and brainstorming activities with staff can all help defeat the Paul Principle