Leadership Traits and Ethics

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Chapter 2

• Leadership Traits and Ethics

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Chapter 2 Learning Objectives

• Benefits of classifying traits.
• Big Five personality dimensions.
• Universality of leaders traits.
• Trait of dominance.
• Achievement Motivation Theory and Leader Profile.
• Theory X, Theory Y, Pygmalion Effect.
• Four leadership styles and attitude.
• Stakeholder approach to ethics.

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Two Meanings of Personality

• The impression a person makes on others
• The unseen structures and processes inside a
  person that explain why we behave the way we do.

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Traits

• Traits refer to regularities or trends in a
  persons behavior.
• The trait approach to personality maintains that
  people behave the way they do because of the
  strength of the traits they possess.

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Great Man (Person) Approach

• Sought to identify
• the traits effective
• leaders possessed.

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Big Five Model of Personality
Surgency
Adjustment
Agreeableness
Open to experience
Conscientiousness
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Big Five Model of Personality
Surgency
Adjustment
Agreeableness
Open to experience
Conscientiousness
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Advantages of Big 5 Model

• Advantages of the Big Five Model
• Provides explanation of leader and follower
  tendencies.
• Personality traits tend to be constant over time.
• Important for leader to know own traits to assess
  likelihood of success in various environments
• Successfully works in many environments.

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Advantages of Big 5 Model

• Useful categorization scheme for discussions
• Good profiling for corporate and occupational
  functions
• Universally accepted across cultures

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Disadvantages of Big 5 Model

• 5 factors are not enough to adequately encompass
  all the different personality traits
• Dimensions tend to be fairly heterogeneous
  internally, which makes them poor predictors of
  job performance

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6 Major Reasons for Executive Derailment
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Locus of Control
Integrity
High energy
Flexibility
9 Traits of Effective Leaders
Dominance
Sensitivity to others
Self-confident
Intelligence
Stability
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Achievement MotivationTheory

• attempts to explain and predict behavior and
  performance based on ones need for achievement,
  power, and affiliation.

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Need for Achievement

• Unconscious concern for excellence in
  accomplishments through individual efforts
• Goal oriented, set moderate, realistic,
  attainable goals
• Seek challenge, excellence, individuality
• Take calculated, moderate risk
• Desire feedback, work hard

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Need for Power

• Unconscious concern for influencing others and
  seeking positions of authority
• Want to control situation, influence others
• Enjoy competition they can win
• Willing to confront others, seek positions of
  authority status

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Need for Affiliation

• Unconscious concern for developing, maintaining,
  and restoring close personal relationships
• Want to be liked by others, enjoy social
  activities, seek to belong
• Enjoy developing, helping, and teaching others
• More concerned about what others think of them
  rather than getting their own way

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Theory X.................Theory Y(Autocratic)
(Participative)
Control
Support
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Pygmalion Effect

• Managers attitudes, expectations, and treatment
  of employees explain and predict behavior and
  performance..

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If you think you canyou can,if you think you
cant,you cant.
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Ways to Develop a Positive Self-Concept

• Maintain a positive. Optimistic attitude--few, if
  any, benefits to negative pessimistic attitudes
  about others
• Cultivate optimistic thoughts
• If you catch yourself complaining, stop and
  change to positive statements
• Avoid negative people!!

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Ways to Develop a Positive Self-Concept

• Set and achieve goals
• Focus on successes--do not dwell on failures
• Accept compliments
• Think for yourself
• Do things to help others less fortunate--youre
  never as bad off as you think

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Leadership Styles Based on Attitudes
Theory Y Attitudes
Theory X Attitudes
Positive Self-Concept
Gives and accepts positive feedback Expects
others to succeed Lets others do the job their
way
Bossy Pushy Impatient Critical Autocratic
Negative Self-Concept
Pessimistic Promotes hopelessness
Afraid to make decisions Unassertive Self-bla
ming
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Golden Rule

• Do unto others as you want them to do unto you.
• or
• Dont do anything to anyone that you would not
  want them to do to you.

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Stakeholders Approach to Ethics

• creates a win-win situation for relevant parties
  affected by the decision.

Win-Win
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