The Leader as an Individual

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Chapter 4

• The Leader as an Individual

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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.

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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
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Ex. 4.1 The Big Five Personality Dimensions
Outgoing, energetic, gregarious
Quiet, withdrawn, unassertive
Extroversion
Low
High
Warm, considerate, good-natured
Aloof, easily irritated
Agreeableness
Low
High
Impulsive, carefree
Responsible, dependable , goal-oriented
Conscientiousness
Low
High
Moody, tense, lower self-confidence
Stable, confident
Emotional Stability
Low
High
Imaginative, curious, open to new ideas
Narrow field of interests, likes the
tried-and-true
Openness to Experience
Low
High
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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
• Authoritarianism
• The belief that power and status differences
  should exist in an organization

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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.

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Attitude

• An evaluation (either positive or negative) about
  people, events, or things.
• 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.

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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
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Cognitive Style
How a person perceives, processes, interprets,
and uses information
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Ex. 4.4 Hermanns Whole Brain Model
D Upper right
A Upper left
Logical Analytical Fact-based Quantitative
Holistic Intuitive Integrating Synthesizing
Organized Sequential Planned Detailed
Interpersonal Feeling-based Kinesthetic Emotional
C Lower right
B Lower left
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Myers-Briggs Type Indicator (MBTI)
Personality test that measures how individuals
differ in gathering and evaluating information
for solving problems and making decisions
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Ex. 4.5 Distinguishing Characteristics of
Charismatic and Noncharismatic Leaders
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Ex. 4.5 (contd.)
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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