©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. 6e ©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. Chapter 4 The Leader as an Individual

©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. Learning Objectives Understand the importance of self- awareness and recognize one’s blind spots Identify major personality dimensions and understand how personality influences leadership and relationships within organizations 2

©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. Learning Objectives Clarify instrumental and end values, and recognize how values guide thoughts and behavior Define attitudes and explain their relationship to leader’s behavior Explain attributions and recognize how perception affects the leader-follower relationship 3

©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. Learning Objectives Recognize individual differences in cognitive style and broaden one’s own thinking style to expand leadership potential Understand how to lead and work with people with varied personality traits 4

©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. Self-Awareness Being conscious of the internal aspects of one’s nature – Personality traits – Emotions – Values – Attitudes and perceptions – Appreciating how your patterns affect other people 5

©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. Big Five Personality Dimensions Extroversion : Degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people – Characteristic of dominance High degree of dominance could even be detrimental to effective leadership 6

©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. Big Five Personality Dimensions Agreeableness : Degree to which a person is able to get along with others – Being good-natured, cooperative, forgiving, compassionate, understanding, and trusting Conscientiousness : Degree to which a person is responsible, dependable, persistent, and achievement-oriented – Focus on a few goals 7

©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. Big Five Personality Dimensions Emotional stability : Degree to which a person is well-adjusted, calm, and secure – Emotionally stable leader can: Handle stress and criticism well, and does not take mistakes or failures personally Develop positive relationships Improve relationships – Leaders with a low degree of emotional stability can become tense, anxious, or depressed 8

©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. Big Five Personality Dimensions Openness to experience : Degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas – Important as leadership is about change 9

©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. Differences in Behavior Between Internals and Externals Internals More self-motivated Better in control of their own behavior Participate more in social and political activities Actively seek information Better able to handle complex information and problem solving Externals Have structured, directed work situations Better able to handle work that requires compliance and conformity 10

©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. Theory X and Theory Y Assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility Theory X Assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about Theory Y 11

©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. Exhibit Attitudes and Assumptions of Theory X and Theory Y 12 Source: J. Hall and S. M. Donnell, “Managerial Achievement: The Personal Side of Behavioral Theory,” Human Relations 32 (1979), pp. 77–101

©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. Social Perception Making sense out of the environment by selecting, organizing, and interpreting information – Values and attitudes affect perceptions, and vice versa 13

©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. Perpetual Distortions Errors in judgment that arise from inaccuracies in the perceptual process – Stereotyping : Assigning an individual to a group and attributing generalizations about the group to the individual Hinders from knowing people who are stereotyped – Halo effect : Overall impression of a person or situation based on one characteristic Blinds the perceiver to other characteristics 14

©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. Perpetual Distortions – Projection : Tendency to see one’s own personal traits in others – Perceptual defense : Protecting oneself by disregarding ideas, situations, or people that are unpleasant 15

©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. Exhibit Hermann’s Whole Brain Model 16 Source: Ned Herrmann, The Whole Brain Business Book (New York: McGraw-Hill, 1996) p. 15

©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. Myers-Briggs Type Indicator (MBTI)™ Measures how individuals differ in gathering and evaluating information for solving problems and making decisions Uses different pairs of attributes to classify people in 1 of 16 different personality types – Introversion versus extroversion – Sensing versus intuition – Thinking versus feeling – Judging versus perceiving 17

©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. Working with Different Personality Types Leaders can work effectively by: – Understanding one’s own personality and how they react to others – Treating everyone with respect – Acknowledging each person’s strengths – Striving for understanding – Remembering that everyone wants to fit in 18