1. The Leader as an Individual4
The Leader as an Individual

2. Chapter Objectives
Identify major personality dimensions and understand how personality influences leadership and relationships within organizations.
Clarify your instrumental and end values, and recognize how values guide thoughts and behavior.
Define attitudes and explain their relationship to leader behavior.
Recognize individual differences in cognitive style and broaden your own thinking style to expand leadership potential.

3. Chapter Objectives (contd.)
Practice aspects of charismatic leadership by pursuing a vision or idea that you care deeply about and want to share with others.
Apply the concepts that distinguish transformational from transactional leadership.

4. 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

5. 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Quiet, withdrawn, unassertive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

6. The Big Five Personality Dimensions
Could have a low, moderate or high of each dimension
Researchers have found that 4 of the 5 dimensions are (usually) related to leadership – extroversion, agreeableness, conscientiousness & emotional stability

7. Personality Traits Locus of Control
Defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forces (ie, a high internal locus of control)
Usually high internal relates to self-motivation, more actively seeking info, etc.
Authoritarianism
The belief that power and status differences should exist in an organization
High authoritarianism related to traditional/rational approach, whereas low related to new leadership paradigm

8. 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.

9. Values A leader’s values affect his perception of a situation,
Affect the way leaders relate to others
Guide a leader’s choices and actions

10. Attitude
An evaluation (either positive or negative) about people, events, or things – a reflection of values
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.
A leader’s style is largely based on attitudes about people in general – hence Theory X and Theory Y (McGregor believed that Theory Y is more realistic and productive)

11. 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

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

13. 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

14. Hermann’s Whole Brain Model
Generally leaders need to be balanced
Like all the other concepts discussed in this chapter, leaders need to know where they stand so that they can extend/develop other styles

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

16. Noncharismatic Leaders
Ex. 4.5 Distinguishing Characteristics of Charismatic and Noncharismatic Leaders
Idealized vision that is highly discrepant from status quo
Limited goals not too discrepant from status quo
Future goals
Creates atmosphere of change
Tries to maintain status quo
Relation to status quo
Passionate advocacy by incurring great personal risk and cost
Disinterested advocacy in persuasion attempts
Trustworthiness
Shared perspective and idealized vision make leader likable and an honorable hero worthy of identification and imitation
Shared perspective makes leader likable
Likableness
Charismatic Leaders
Noncharismatic Leaders

17. Noncharismatic Leaders
Ex. 4.5 (contd.)
Transcends position; personal power based on expertise and respect and admiration for the leader
Primarily authority of position and rewards
Influence
Unconventional, counter- normative
Conventional, conform to norms
Behavior
Uses conventional means to transcend the existing order
Uses available means to achieve goals within framework of the existing order
Competence
Strong and inspirational articulation of vision and motivation to lead
Weak articulation of goals and motivation to lead
Articulation
Charismatic Leaders
Noncharismatic Leaders

18. Charisma
Such leaders have the ability to inspire/motivate people more than they would normally do, despite obstacles
They have an emotional impact – they appeal to heart and mind
Usually comes from the leader pursuing activities that he loves
Making them energetic, enthusiastic and attractive
Can be bad – Hitler, etc

19. Transactional versus Transformational Leadership
Transactional leadership
a transaction or exchange process between leaders and followers
Transformational Leadership
leadership characterized by the ability to bring about significant change in followers and the organization

20. Transactional/Transformational Leader
Transactional leader recognises followers’ needs/desires and clarifies these
Transformational on the other hand, is characterised by the ability to lead changes in organisation’s vision, strategy and culture, a well as innovation (see pg 154)