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LEADERSHIP:Theory, Application, Skill Development
2d Edition
Robert N. Lussier and Christopher F. Achua
.
This presentation edited and enhanced by: This presentation edited and enhanced by:
George W. CrawfordGeorge W. CrawfordAsst. Prof. of Mgmt.Asst. Prof. of Mgmt.
Clayton College & State UniversityClayton College & State UniversityMorrow, GA 30260Morrow, GA 30260
[email protected]@mail.clayton.edu
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 2-1
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Chapter 2
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Chapter 2 Learning Outcomes
Benefits of classifying personality traits. Big Five personality dimensions. Universality traits of effective leaders. Trait of dominance. Achievement Motivation Theory and
Leader Profile. Theory X, Theory Y, Pygmalion Effect. Four leadership styles and attitude. Three levels of moral development. Stakeholder approach to ethics.
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Traits and Personality
What are traits?
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Traits and Personality
What are traits?
Distinguishing personal characteristics
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Traits and Personality
What is personality?
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Traits and Personality
What is personality?
A combination of traits that classifies an
individual’s behavior
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Traits and Personality
Traits: Distinguishing personal characteristics
Personality: A combination of traits that classifies an individual’s behavior
What value do they have in the study of leadership?
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What is/was the Great Man (Person)
Approach?
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Great Man (Person) Approach
Sought to identifythe traits effective leaders possessed.
Was it successful?
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Big Five Model of Personality
SurgencySurgency
AdjustmentAgreeableness
Openness to experience
ConscientiousnessSource: Adapted from T.A. Judge, D. Heller, and M.K. Mount, 2002. “Five Factor Model of Personality and Job Satisfaction: A Meta-Analysis.”
Journal of Applied Psychology,87 (June), 530(12)
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The Big Five
Surgency (dominance) Leadership & Extraversion traits
Agreeableness Getting along with people traits
Adjustment Emotional stability traits
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The Big Five
Conscientiousness Achievement traits
Openness to experience Willingness to try new things
traits With all of this, why are many
leaders unsuccessful?
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1.Bullying style1.Bullying style
2.Cold, aloof, arrogant2.Cold, aloof, arrogant
3.Betrayed personal trust3.Betrayed personal trust
4.Self-centered4.Self-centered
5.Specific performance problems
5.Specific performance problems
6.Overmanaged6.Overmanaged
66MajorMajorReasonsReasonsforforExecutiveExecutiveDerailmentDerailment
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What are some traits of effective leaders?
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Locus of Control
Locus of Control IntegrityIntegrity
High energyHigh energy FlexibilityFlexibility
DominanceDominance Sensitivity to others
Sensitivity to others
Self-confidentSelf-confident IntelligenceIntelligence
99Traits ofTraits ofEffectiveEffectiveLeadersLeaders
StabilityStability
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Traits of Effective Leaders
Dominance Want to be in charge Affects all other traits
High Energy Drive, hard work, stamina, persistence
Self-confidence Trust own judgments, decisions, ideas,
capabilities
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Traits of Effective Leaders Locus of Control
Belief in control of own destiny Stability
Emotionally in control, secure, positive Integrity
Honest, ethical, trustworthy Intelligence
Above average, educated
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Traits of Effective Leaders Emotional Intelligence
Self-awareness, managing emotions, motivating oneself, empathy, social skills
Flexibility Change, adjust to changes
Sensitivity Understand group members,
communicate well, people centered
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What is Achievement Motivation Theory?
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Achievement MotivationTheory
Attempts to explain and predict behavior and performance based on a person’s need for achievement, power, and affiliation.
What are the characteristics of each need?
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Need for Achievement Internal locus of control Self-confidence High energy Goal oriented
Realistic goals Moderate risks Competitive
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Need for Affiliation
Strong personal relationships Sensitivity to others Joiners Prefer “helping professions” Concerned about what people
think of them Usually have low need for power
Avoid leadership
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What is the Leader Motive Profile (LMP)?
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Leader Motive Profile (LMP)
A set of traits that match up to the “typical” effective leader
Tends to have a high need for power, a moderate need for achievement, and a lesser need for affiliation
These vary significantly from leader to leader
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Need for Power
Want to be in charge (in authority) Self-confident High energy Competitive Ambitious Less concerned with people
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POWER
Much maligned word Power is the fuel of accomplishment Leadership = Power Socialized Power: Used for the good of
one’s self, the group, and the organization
Personalized Power: Used for selfish reasons and contrary to the good of the group and organization
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What are Theory X and Theory Y?
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Theory X vs. Theory Y
People are lazy Dislike work Do as little as
possible Must be closely
supervised Carrot & stick
management
People are motivated
Get satisfaction from work
Will do what is right for organization
Participative management
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Theory X .....…......Theory Y (Autocratic) (Participative)
Control Support
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What is the Pygmalion Effect?
2-9
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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 can,you can,
if you think you can’t,you can’t.”
What does this mean?
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How can a would-be leader develop a positive
self concept?
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Develop a Positive Self Concept
Consciously Push out pessimism Cultivate optimism Stop complaining Avoid negative people Set and achieve goals Focus on success
Do not dwell on failure
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Develop a Positive Self Concept
Accept compliments Don’t belittle your accomplishments Don’t compare yourself to others Focus on being the best you can be Think for yourself Be a positive role model Help others
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Leadership Styles Based on Attitudes
Theory Y AttitudesTheory Y Attitudes Theory X AttitudesTheory X Attitudes
PositivePositive
Self-Self-ConceptConcept
•Gives and accepts positive feedback
•Expects others to succeed
•Lets others do the job their way
•Bossy •Pushy
•Impatient •Critical
•Autocratic
NegativNegativee
Self-Self-ConceptConcept
•Afraid to make decisions
•Unassertive
•Self-blaming
•Pessimistic
•Promotes hopelessness
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What are ethics?
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Ethics
Ethics are the standards of right and wrong that influence behavior There are moral absolutes Business ethics are always suspected People set the ethical standards, not
organizations Integrity is essential in leadership
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Ethics and Integrity
Integrity is an important leadership trait
Ethics and trust are part of integrity
Must start within the organization
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Traits, Attitudes, and Ethics
Ethics related to need and traits
Unethical behavior more likely Emotionally unstable External locus of control
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Moral Development and Ethics
Understanding right from wrong Three levels
Preconventional: Based on self-interests
Conventional: Based on expectations of others
Postconventional: Based on moral principles regardless of leader or group ethics
Source: Adapted from Lawrence Kohlberg, “Moral Stages and Moralization: The Cognitive-Development Approach.” In Thomas Likona
(ed.), Moral Development and Behavior: Theory, Research, and Social Issues (Austin, TX: Holt, Rinehart and Winston , 1976), 31-53.
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The Situation and Ethics
People are more likely to act unethically Highly competitive situations Unsupervised situations
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Justifications for Unethical Behavior
Moral justification: In terms of a higher purpose
Displacement of responsibility: Blaming your behavior on others
Diffusion of responsibility: A group is responsible, no one
person
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Justifications for Unethical Behavior
Advantageous comparison: Others are worse
Disregarding or distorting consequences: Minimizing the harm caused
Attribution of blame: Caused by someone else’s behavior
Euphemistic labeling Covering it with cosmetic words
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Golden Rule
“Do unto others as you want them to do unto you.”
or“Don’t do anything to other people that you would not want them to do to you.”
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Four-Way Test of Ethical Behavior
Is it true? If it fair? Will it build good will? Will it benefit all concerned?
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Stakeholder Approach
“Am I proud to tell the relevant stakeholders my decision?”
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Stakeholder’s Approach to Ethics
Creates a win-win situation for relevant parties affected by the decision.
Win-WinWin-Win
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Very few people see themselves as
unethical!
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Discussion Question #1 Would you predict that a person with a very strong agreeableness personality dimension would be a successful programmer?
Why or why not?
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Discussion Question #2 What is the primary use of personality profiles?
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Discussion Question #3 What are some of the traits that describe the high-energy trait?
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Discussion Question #4 Is the locus of control important to leaders?
Why?
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Discussion Question #5 What does intelligence have to do with leadership?
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Discussion Question #6 Does sensitivity to others mean that the leader does what the followers want to do?
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Discussion Question #7
Does McClelland believe that power is good or bad?
Why?
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Discussion Question #8 Should a leader have a dominant need for achievement to be successful?
Why or why not?
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Discussion Question #9 McGregor published Theory X and Theory Y over 30 years ago. Do we still have Theory X managers?
Why?
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Discussion Question #10
In test examples related to the Pygmalion effect, Lou Holtz calls for setting a higher standard. Have the standards in school, society, and work increased or decreased over the last five years?
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Discussion Question #11
Do you believe that if you use ethical behavior it will pay off in the long run?
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Discussion Question #12
Can ethics be taught and learned?
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Discussion Question #13
Which personal traits are more closely related to ethical and unethical behavior?
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Discussion Question #14
Do people change their level of moral development based on the situation?
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Discussion Question #15
Why do people justify their unethical behavior?
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Discussion Question #16
Which justification do you think is used most often?
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Discussion Question #17
As related to the simple guide to ethical behavior, how do you want to be led?