1. The Leader as an Individual
Chapter 4
The Leader as an Individual

2. “It’s not hard to make decisions when you know what your values are.”
Roy Disney

3. 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

4. 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Quiet, withdrawn, unassertive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

5. 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.

6. 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.

7. 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.

8. 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.

9. Personality Traits Locus of Control Authoritarianism Dogmatism
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
Dogmatism
A person’s receptiveness to others’ ideas and opinions

10. 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.

11. 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.

12. Positive Attitude and Self-Concept
Consciously try to have and maintain a positive, optimistic attitude.
Realize that there are few, if any benefits to negative, pessimistic attitudes about yourself and others.
Cultivate optimistic thoughts.
If you catch yourself complaining or being negative in any way, stop and change to a positive attitude.
Avoid negative people, especially any that make you feel negative about yourself.
Set and achieve goals

13. Positive Attitude and Self-Concept
Focus on your success; don’t dwell on failure.
Accept compliments.
Don’t belittle your accomplishments or compare yourself to others.
Think for yourself.
Be a positive role model.
When things go wrong and you’re feeling down, do something to help someone who is worse off than you.
Lussier/Achua, Leaderhship: Theory, Application and Skill Development

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

15. 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

16. 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.

17. 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.

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

19. Perceptual Distortions
Stereotyping
Halo effect
Projection
Perceptual defense

20. 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

21. 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?

22. 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.

23. 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

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

25. 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

26. 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)

27. 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.

28. 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.

29. 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

30. 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

31. 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