1. Self-Awareness & Skill Development
leadership
Chapter 3
Self-Awareness & Skill Development

2. Chapter 3 Objectives
After completing this chapter, you should be able to:
Define personality and describe its components
Explain the concept of self-awareness and how it differs from personality
Understand why self-awareness is important to managerial and leadership situations
Appreciate the differences between identity and reputation

3. Chapter 3 Objectives (con’t)
Understand personality scales like the Big Five and CSES
Describe the importance of communication, listening, and negotiations to leadership situations
Highlight important skills associated with effective leadership
Analyze how values affect behaviors at work
Compare and contrast how culture and values are related

4. Self-Awareness
Self-Awareness is an understanding of our strengths, weaknesses, and limitations
Serves as a foundation for behaviors and skills
goal setting, effective communication, listening, stress and time management
Enables diagnosis of conflict sources, selection of appropriate strategies, management of interpersonal relations and conflicts

5. Personality
The entire ensemble of physical, mental, emotional, and social characteristics giving form to our behavior and lives
Personality is defined by both genetic and environmental factors (e.g., culture)
Personality is difficult to understand from one perspective
Consequently, numerous techniques and instruments are used to understand personality

6. Self-assessment and Personality Inventories

7. Self-Assessment & Personality
Whether we can change our personality depends on how we define it
Identity is who we believe we are our internal assessment
Reputation is who others believe we are an external assessment
Self-awareness involves understanding our personality
It is about understanding and reducing the gap between our identity and our reputation

8. Three Ways to Increase Self-Awareness
“Look in the mirror”
Take assessments and compare to others
Obtain feedback from others

9. Elements of Self-Awareness
Our personality has outcomes or implications in three broad categories
Individual or personal impacts
Interpersonal relations
Organizational and societal outcomes

10. The Big Five Inventory Originality or openness
Conscientiousness or orderliness
Extraversion or surgency
Accommodation or agreeableness
Neuroticism or emotional stability

11. Originality (or Openness)
The degree to which we are open to new experiences and ways of doing things
High Originality individuals tend to prefer a variety of interests, be more imaginative, and dislike dealing with details
Low Originality individuals tend to have more narrow interests and deeper knowledge on subjects

12. Conscientiousness (or Orderliness)
The degree to which we move toward goals
Highly Conscientious individuals tend to work toward goals in a disciplined and focused fashion
Low Conscientiousness individuals are more relaxed, spontaneous, and open-ended

13. Extraversion (or Surgency)
Extraverts prefer to be around other people and involved in many activities
Introverts prefer to work alone, and are described as serious, skeptical, quiet, and private
“Ambiverts” have characteristics of both, sometimes depending on the situation

14. Accommodation (or Agreeableness)
The degree to which we defer to others, with our need to control the situation and others
High Accommodation individuals tend to relate to others by being tolerant, agreeable, and accepting of others
Low Accommodation individuals tend to be tough, guarded, persistent, competitive, or aggressive

15. Neuroticism (or Emotional Stability)
Neurotic individuals tend to experience more negative emotions and report less satisfaction with life
Emotionally stable individuals tend to be more rational at work and appear impervious to what’s going on around them

16. Core Self-Evaluations
Composed of:
Self-Esteem, Locus of Control, Generalized Self- Efficacy, and Low Neuroticism
Self-Esteem: the extent to which individuals consider themselves worthy and valuable
Locus of Control: Generalized Self-Efficacy: confidence in our ability to succeed in specific situations

17. Core Self-Evaluation Scale

18. Interpersonal Relations
Fundamental Interpersonal Relations Orientation (version B) – FIRO-B
Measures:
need for inclusion
to be included and to include others
need for control
satisfactory balance of power and influence in a relationship
need for affection
closeness versus smothering

19. Change and Control
Tolerance of Ambiguity (see text) and Locus of Control Scales
Tolerance of Ambiguity: the extent to which individuals are threatened by situations that are changing rapidly or unpredictable
Locus of Control: perception about the underlying causes of events in an individual’s life
External Locus – outcomes are determined by fate, luck, or other external circumstances
Internal Locus – outcomes are influenced by self

20. Values
Philosophies and beliefs people consider important in their lives and careers, the standards and rules at the core of behavior
Reflect a person’s sense of right/wrong, drive life decisions, personal tastes, and preferences
Personality defines actions and behaviors while Values are belief systems that drive personality

21. Culture and Values Culture is hard to define
Some state it is to society what memory is to an individual
Others state it is a propagation of ideas through a population

22. Hofstede’s Leadership and Culture Research
Studied 100,000 IBM employees in 40 countries
Varied in 5 dimensions
Individualism vs. collectivism
Power distance
Masculinity vs. femininity

23. Hofstede’s Work (con’t)
Nine Dimensions along which cultures differ
Assertiveness
Power Distance
Gender Differentiation
Future Orientation
Uncertainty Avoidance
In-group Collectivism
Individual vs. Collectivism
Performance Orientation
Humane Orientation

24. Organizational Values
Individuals with congruent values (with the organization) tend to be more productive and satisfied at work
Lack of congruence yields frustration, non- productivity, and absenteeism

25. Communication: Useful Skill for Leadership
Communication is the heart of management and leading
There are two relevant components:
Public Speaking
Listening

26. Tips for Good Public Speaking
Avoid excessive arm or body movement
Avoid nonwords such as uhm, ahh, you know, so, and like
Speak about something you know
Know your audience
Prepare, Practice & Rehearse
Open strong & end strong

27. Tips for Good Listening
Pay Attention
“Listen” to nonverbal cues and body language
Don’t interrupt, listen for the entire message
Practice hearing before evaluating
Don’t get defensive and assume you know the speaker’s intentions
Be sure to paraphrase to avoid misunderstandings and help in remembering

28. Conflict Management Conflict is inevitable in organizations
Some conflict and diversity of opinion might contribute positively to organizational performance – but not too much
4 Sources of Conflict
Personal differences
Informational deficiency
Role incompatibility
Environmental stress

29. Strategies for Resolving Conflict