CHRISSY DELLA CORTE

HRE 7723

NOVEMBER 15, 2011

Personality & Transformational

Leadership

What is personality?2

Personality is 'the sum total of all the biological innate dispositions, impulses, tendencies, appetites & instincts of the individual and the acquired dispositions and tendencies’ (Prince, 1924).

The more or less stable and enduring organization of a person's character, temperament, intellect, and physique determines his unique adjustment to the environment (Eysenk, 1947, p.21).

Theory of Personality3

Personality is mostly biological but can be influenced by environment

Biological view validated by: The same three personality orientations are found

universally regardless of social and cultural factors These traits show stability within individuals over long

periods of time in the face of differing experiences Evidence supported by twin studies

Based on three dimensions (Types or Superfactors): Extraversion / Introversion Neuroticism / Stability Psychoticism / Superego

Personality of Leaders4

OutgoingExtravertedSociableConfidentHigh self esteemPositiveOptimisticEmotionally balancedInnovatorsRisk-takers

Personality, cont.5

Personality is just one of the (highly) complex variables that need to be correlated among many others in order to do a "deep evaluation" of ourselves.

How we behave depends on the situation. Our situation at any given moment must always be taken into consideration, as well as the many dimensions of self, or individual.

So, we have both the individual structure (the personality, self-needs, abilities, satisfaction, goals, etc.) and those of the organization (boss, colleagues, reward system, tasks, their personalities, etc.).

People with similar styles problem-solve well together.

Personality distinguishes humans from other species, and oneself from other humans.

What is temperament?6

Temperament is about individual differences.

Temperament is composed of the traits, with which a person is born, which are genetic in nature.

It differs from personality, which is a combination of person’s temperament and life experiences.

Temperament is "the stable individual differences in quality and intensity of emotional reaction" and is present at birth (Berk, 1998).

Temperament, cont.7

McCall (1984) defined temperament as “biologically based individual differences in reactions to the world”.

He also described further that these reactions are relatively stable over time and it is not personality but is one of the bases of later personality traits.

Personality characteristics are based on traits and behaviors which are normally acquired after infancy.

Some of the personality characteristics are not influenced by the biological factors.

Temperament traits are not completely inherited.

The key aspects of people’s personalities are habits, goals, and self-perceptions which are not considered as temperament traits.

What is a learning style?8

Learning Style: A consistent way an individual responds to, and uses stimuli in the context of learning. (Claxton & Ralston, 1978).

Cognitive Style: The consistent individual differences found in ways of organizing and processing information and experience. (Messick, 1984).

Types of Learning Styles9

MBTI – Jung (1960)GEFT – Witkin etc. (1973)KAI– Kirton (1976)Multiple Intelligences – Gardner (1983)LSI – Kolb (1984)

VAK – Fleming (2001)

Why study learning styles?10

People learn better when info is presented in their own learning style.

For every study that finds this to be true, there is another study finding it false.

Experiential Learning11

Starting Point—What are we doing?Starting Point—What are we doing? ExamplesExamples

Must incorporate the here and now

Gets you ready to learn (gives motivation)

In a sense, a controlled failure…

Must anticipate things go wrong

Making products or models

Solving problems or analyzing case studies

Negotiating or bargaining

Guided imageryRole playing

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Concrete Experience

What happened?What happened? ExamplesExamples

Three Steps Return to the

experience Promote positive

feelings and remove obstructing feelings

Re-evaluate the experience

JournalingVideotaping and

reviewingGroup discussionPrivate discussionArt (singing,

painting)

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Reflection

1. WHAT DID YOU DO?2. WHY DID YOU DO IT?

3. HOW DID IT MAKE YOU FEEL?4. WHAT DID YOU LEARN?

5. WHAT CAN BE DONE TO IMPROVE?

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Reflection Questions

Abstract Conceptualization15

So, what do I conclude?Teacher applies conceptual knowledge

Connects book learning to real-life learning Or Theory to Practice

What can be concluded?

What have I learned about this experience, about myself, about my team?

Active Experimentation16

Now what do I do?Application of new knowledge (requires a plan)A chance to do betterReach level of expertise desired by teacherProvides another opportunity for a concrete experienceAgain, needs pre-teaching

Experiential Learning17

Kolb’s Learning Styles18

Diverging: Having many points of view concerning concrete situations with an approach of observe rather than to take action.

Assimilating: Being able to take a wide range of information and put it into concise logical form.

Converging: Being able to find practical uses for ideas and theories.

Accommodating: Having the ability to learn from hands-on experiences.

Kirton’s Adaption Innovation Theory19

In problem-solving… ALL PEOPLE ARE CREATIVE!!!

Some people are more adaptive.

Some people are more innovative.

Both adaptors and innovators are needed to solve complex problems.

AdaptorsAdaptors InnovatorsInnovators

Produce few ideasExpect high rate of

successViewed as dull &

boring

Produce many ideasTolerate high failure

rateViewed as illogical

& random

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Adaptors & Innovators--Originality

AdaptorsAdaptors InnovatorsInnovators

Precise with detailWelcomes change

as an improverMakes things betterViewed as narrow

minded

Sees the larger picture

Welcomes change as a mould breaker

Makes things different

Viewed as inefficient

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Adaptors & Innovators--Efficiency

AdaptorsAdaptors InnovatorsInnovators

Solve problems using rules

Rarely challenges the rules

Prudent with authority

Viewed as over-cautious

Solves problems by altering rules

Always challenges rules

RadicalViewed as reckless

or rude

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Adaptors & Innovators—Rules/Structures

Coping Behavior23

Your preferred problem-solving style is determined early in life and does not change.

We learn to cope in situations that do not match our preferred style.

Coping behavior is psychologically expensive.

A-I in groups & teams24

Diversity of thought

Cognitive Gap A gap of 20 points is significant and causes problem-

solving difficulty if not addressed

Bridgers A person who has a score between extreme scores A person who is willing and able to act as a bridger

Homogenous GroupsHomogenous Groups Heterogeneous GroupsHeterogeneous Groups

Everyone thinks the same

ComfortableFriendlyCan solve a narrow

range of problems

Think differentlyCan have conflictCan solve a broad

range of problems

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A-I in groups & teams

Everyone is Creative!Everyone is Creative! Your Preferred Creative StyleYour Preferred Creative Style

All make decisions and solve problems; in the brain, this is creative activity

Your creative style or preference is based on how your brain functions

Creative style is NOT the same as level

Probably genetically determined (a component of personality)

Cannot choose or change your style

Can be measured at an early age

Remains stable with age, experience

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Final Points on A-I Theory

Which style is better?27

• Neither style is inherently better at solving problems & making decisions; there is no “right” or “wrong” score.

• In specific situations, different degrees of adaptation and/or innovation may be seen as more appropriate.

• We have a tendency to feel comfortable with and value our own style.

• Differences or gaps do exist• Between people• Between groups or teams• Between people/teams and the requirements of the task

CREATIVE QUESTIONNAIREHTTP://TALENTDEVELOP.COM/SELFTEST.HTML

KEIRSEY TEMPERAMENT SORTER (KTS-II)HTTP://WWW.KEIRSEY.COM/SORTER/INSTRUMENTS2.ASPX?PARTID=0

VAKVISUAL, AUDITORY, AND KINESTHETIC LEARNING STYLEHTTP://SOS.NET/~DONCLARK/HRD/STYLES/VAKT.HTML

KOLB LEARNING STYLE INVENTORY (LSI)HTTP://LEARNINGFROMEXPERIENCE.COM/TOOLS/KOLB-LEARNING-STYLE-INVENTORY-LSI/

HTTP://WWW.BUSINESSBALLS.COM/KOLBLEARNINGSTYLES.HTM

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Any Questions?