1. Personality, Attitude & Perception
Unit 2 - Leadership
Personality, Attitude & Perception

2. Personality – how does it develop?
All the qualities or characteristics which make a person a distinctive individual.
Factors that influence our personality:
Heredity/Genetics
Traits that are transmitted from parent to child through genetics
Culture and/or Religion
Establishes the way a group of people should interact
Teaches values

3. Personality – how does it develop?
Family
Role models of how to interact with people
Development of a sense of humour or other traits
Environment
Exposure to social relationships/groups
Traits of home environment

4. Attitude & Perception Attitude Perception
Posture or position of an individual
Perception
The process through which people receive, organize and interpret information from their environment
The way we form impressions
Influenced by values, culture and circumstances

5. Quotes & Stories – Attitude & Perception

6. Perception: Is the circle moving?

7. Perception: Are the lines of the square really bent?

8. Perception: Is the dot on the back of the cube of the front?

9. Perception: What do you see here?

10. Perception: The impossible fork?

11. Perception: Do the grey dots exist?

12. Can you find the hidden figures of Romeo and Juliet in this drawing of a forest sprite?

13. This design will generate apparent motion even though it isn’t moving at all!

14. Personality as indicated by pronouns
Personality & pronouns used:
Personality as indicated by pronouns

15. PERSONALITY

16. Power and Influence Power
The ability to get someone else to do something you want done
To make things happen the way you want
Essential to executive success
Desire to influence and control others for the good of the organization NOT desire to control for personal satisfaction
Positive face of power is the foundation for effective leadership.

17. Turning Power into Influence
To succeed you must acquire all types of power and appropriately use them to achieve goals and pursue a shared vision.
Different outcomes are associated with the use of various power bases
Reliance on rewards, legitimacy and coercion results in temporary compliance
Reliance on expert and referent power is the most enduring influence and creates commitment.

18. Turning Power into Influence
A position of power alone is often insufficient
Personal power is often the difference between leadership success and mediocrity
Ability to influence, keep four points in mind.
There is no substitute for expertise
Likeable personal qualities are very important
Effort and hard work breed respect
Personal behaviour must support expressed values.

19. Turning Power into Influence
Centrality is important:
need a broad network of contacts, avoid becoming isolated, need information flow.
Criticality is important:
must take care of dependents by doing things that add value to work settings.
Visibility is important:
helps to become known as influential in the organization, take part in presentations, task forces and pursue special assignments displaying leadership talents and capabilities

20. Limits to power
A leader’s directives will be followed and true influence achieved IF:
Others truly understand the directive
Others must feel capable to carry out directive
Others must believe directive is in organization’s best interest
Consistent with personal values

21. Power of POSITION Based on things managers can offer to others
Sources of power theoretically held by all managers.

22. Power of Position: Reward Power
Is the ability to influence through rewards
Capability to offer something of value as a means of influencing behaviour
Rewards can include: pay raises, bonuses, promotions, special assignments, and compliments
“If you do what I ask, I’ll give you a reward.”

23. Power of Position: Coercive Power
Ability to influence through punishment
Capacity to punish or withhold positive outcomes as a means of influencing behaviour
Can include: verbal reprimands, pay penalties or termination
“If you don’t do what I want, I’ll punish you.”

24. Power of Position: Legitimate Power
Ability to influence through authority
Capacity to exercise control over subordinates by virtue of one’s position or status
“I am the boss and therefore you are supposed to do as I ask.”

25. Power of the PERSON Based on the ways managers are viewed by others
Comes from unique personal qualities
Invaluable to truly successful managers

26. Power of the Person: Expert Power
influence through special expertise
Developed by acquiring relevant skills or competencies
Maintained by protecting credibility and not overstepping boundaries
“You should do what I want because of my special expertise or information.”

27. Power of the Person: Referent Power
Ability to influence through identification
People admire you and want to identify positively with you
Derived from charisma or interpersonal attractiveness
Developed and maintained through good interpersonal relations that encourage the admiration and respect of others
“You should do what I want in order to maintain a positive self-defined relationship with me.”

28. Power of the Person: Relational Power
Ability to influence through the way they work in groups and foster a team atmosphere

29. WORK – New Textbook TEXT: P. 300 MC #2, 3 P. 301 #17, 18 p.320 #1- 3
1) Explain the following: "power is not control for the sake of personal satisfaction"
2) When is a leader justified in using coercive power?
3) Handout - Case "what millennials want" - Q #1-3