1. WEEK 2 LEADERSHIP TRAITS AND ETHICS
BPA 3112
WEEK 2
LEADERSHIP TRAITS AND ETHICS

2. TOPICS TO BE COVERED Personality traits and leadership
Traits of effective leaders
Personality profile of effective leaders
Leadership attitudes
Ethical leadership

3. Personality traits and leadership
A combination of traits that classifies an individual’s behavior
Develop based on genetics and environmental factors
Traits
Distinguishing personal characteristics; intelligence, honesty, self-confidence, appearance
A trait is a specific component of personality that describe how people feel, think and act in certain ways such as shy, easy going, critical and other.
Traits: identify the traits effective leaders possessed – personality, physical abilities, social, and work-related characteristics.
Personality: affects behaviour as well as perceptions and attitudes – knowing personality helps explain and predict behaviour and job performance.

4. Personality traits and leadership
The Big Five Model of Personality
Surgency
Agreeableness
Adjustment
Openness to experiences
Conscientiousness

5. Personality traits and leadership
The Big Five Personality Dimensions
1.Surgency (Extraversion)
Includes leadership and extroversion traits. Commonly called dominance personality traits want to be in charge
(leading through competing and influencing)
2.Agreeableness
Includes traits related to getting along with people such as easygoing, friendly and sociable
3. Adjustment (Emotional
stability)
Includes traits related to emotional stability such as self-control, being calm, good under pressure, relaxed.
4. Openness to experiences
Includes traits related to being willing to change and try new things
5. Conscientiousness
Includes traits related to achievement such as credibility, conformity
(focus on few goals, in purposeful way)

6. Traits of effective leaders
surgency
conscientiouness
agreeableness
Openness-to-experience
adjustment
Openness-to-experience
adjustment

7. Personality profile of effective leaders
(identify individual stronger and weaker traits – categorize people in predicting job success )
Achievement Motivation Theory – (David McClelland, 1940)
explain & predict behavior and performance based on a person’s need for achievement, power, and affiliation.
The need for achievement (n Ach) – unconscious concern for excellence (internal locus of control)
The need for power (n Pow)– unconscious concern for influencing others and seek positions of authority.
The need for Affiliation (a Aff)– unconscious concern for developing, maintaining, and restoring close personal relationships.
2. Leader Motive Profile (LPM) – high need for power, which is socialized greater than the need for affiliation and with a moderate need for achievement.
Power – influencing followers
Socialized power – used personal gain at the expense of others, help oneself/others.
Achievement – seek individual achievement
Affiliation - acceptance
David beliefs that we have needs and that our needs motivate us to satisfy them – our behavior thus motivated by our needs (unconscious process).
He further states that needs are based on personality and are developed as we interact with the environment.

8. Combination of traits and profile of effective leaders
The Big Five Model
Nine Traits
Profile of effective leaders
Surgency
Dominance
Need for power
Agreeableness
Sensitivity to other
Need for achievement
Adjustment
Stability
Socialized power
Conscientiousness
High energy, self confidence, integrity
Openness to experiences
Internal locus of control, intelligence, flexibility
No separate need, included within other needs

9. Leadership attitudes
Attitudes are positive or negative feelings about something (people, things and issues).
Attitudes have an important influence on behavior and performance
Example : If you have high need for achievement (positive attitudes), you may work hard to succeed

10. Leadership attitudes Theory X and Theory Y By Douglas McGregor
Explain and predict leaders behavior and performance based in leader’s attitudes about follower
Theory X
Negative attitudes
Theory Y
Positive attitudes
Employees dislike work – most be closely supervised, pessimistic, autocratic leadership styles, external means of control (threats and punishment)
Employees like work – no need closely supervised, optimistic, participative leadership styles, internal motivation and reward

11. Leadership style based on attitudes
Leadership attitudes
Leadership style based on attitudes
Theory Y attitudes
Theory X attitudes
Positive self-concept
The leader typically gives and accept positive feedback, expects others to succeed and lets others do the job their way
The leader typically is bossy, pushy and impatient, does much criticizing with little praising, and is very autocratic
Negative self-concept
The leader typically afraid to make decisions, is unassertive, and self-blaming when things go wrong
The leader typically blames others when things go wrong, is pessimistic about resolving personal or organizational problems, and promotes a feeling of hopelessness among followers

12. By J-Sterling Livingston
Leadership attitudes
The Pygmalion Effect
By J-Sterling Livingston
Proposes that leader’s attitudes towards expectations of followers, and their treatment of them, explain and predict followers’ behavior and performance
“Effective leaders set clear standards and expect the best from their followers”

13. Positive or negative attitudes people have about themselves
Leadership attitudes
Self-Concept
Positive or negative attitudes people have about themselves
Developing a more positive attitudes and self-concept
Consciously try to have and maintain positive, optimistic attitudes
Realize that there are few, if any benefit to negative attitudes about other and yourself
Cultivate optimistic thought
If you catch yourself complaining being negative in any way, stop and change to positive attitudes
Avoid negative people especially any that make you feel negative about yourself
Set and achieve goals

14. Leadership attitudes Focus on your success Accept compliment
Don’t belittle accomplishments or compare yourself to others
Think of yourself
Be a positive role model
When thing goes wrong and you’re feeling down, do something to help someone who worse off than you

15. GROUP DISCUSSION
(CASE STUDY)

16. Ethical Leadership
The standards of right and wrong that influence behavior
Concern to both managers and employees
Code of ethics - should provide assistance in making ethical decisions.

17. Principles of ethical leadership
Respects Others
Builds Community
Ethical Leadership
Serves Others
Manifests Honesty
Shows Justice

18. How Personality Traits and Attitudes, Moral Development, and the situation Affect Ethical Behavior
Ethical behavior is related to individual needs and personality traits
Moral Development
Our ability to make ethical choices is related our level of moral development (right from wrong)
The Situation
Highly competitive and unsupervised situations increase the odds of unethical behavior

19. Simple Guide to Ethical Behavior
Golden Rules
“Don’t do anything to other people that you would not want them to do to you”
“Let others as you want to be led”
Four-Way Test
When making decision try to answer these four questions:
i. Is it the true?
ii. Is it fair to all concerned
iii. Will it built good will and better friendship
iv. Will it be beneficial to all concerned?