Download Leadership Traits & Ethics

LEADERSHIP:
Theory, Application, Skill Development
Robert N. Lussier
and Christopher F. Achua
Teacher: Inamullah
Chapter 2
Leadership Traits & Ethics
Inamullah, Kardan University
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Personality and Traits
• Traits are distinguishing
personal characteristics.
–Why are some people outgoing
and others shy, loud and quiet,
warm and cold, aggressive and
passive? This list of behaviors is
made up of individual traits.
Inamullah, Kardan University
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Personality and Traits
• Personality is a combination of traits that
classifies an individual’s behavior.
• Personality also influences the decisions we
make.
• Understanding people’s personalities is
important because personality affects
behavior as well as perceptions and attitudes.
• Knowing personalities helps you to explain
and predict others’ behavior and job
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performance.
Inamullah,
Kardan University
Big Five Model of Personality
• The Big Five Model of Personality categorizes
traits into the dimensions of:
• Surgency,
• Agreeableness,
• Adjustment,
• Conscientiousness, and
• Openness to experience.
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The Big Five Model of
Personality
Surgency
Agreeableness
Conscientiousness
Inamullah, Kardan University
Adjustment
Openness to
experience
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Big Five Model of Personality
• The surgency (most commonly called dominance)
personality dimension includes leadership and
extraversion traits.
• People strong in surgency personality traits want
to be in charge.
• Their dominant behavior ranges from interest in
getting ahead and leading through competing
and influencing.
• People weak in surgency want to be followers,
and don’t want to compete or influence.
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Big Five Model of Personality
• The agreeableness personality dimension includes
traits related to getting along with people.
• Agreeable personality behavior is strong when a
person is called warm and caring, easygoing and
compliant, compassionate and gentle, friendly, and
sociable;
• It is weak when a person is called cold, difficult,
uncompassionate, unfriendly, and unsociable.
• Strongly agreeable personality types are sociable,
spend most of their time with people, and have lots of
friends.
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Big Five Model of Personality
• The adjustment personality dimension includes
traits related to emotional stability.
• Adjustment is on a continuum between being
emotionally stable and unstable. Stable refers to
self-control, being calm—good under pressure,
relaxed, secure, and positive, praising others
• unstable (also called neuroticism) is out of
control—poor under pressure, nervous, insecure,
negative, and hostile, criticizing others.
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Big Five Model of Personality
• The conscientiousness personality dimension
includes traits related to achievement.
• Conscientiousness is also on a continuum
between responsible/dependable to
irresponsible/undependable.
• Other traits of high conscientiousness include
credibility, conformity, and organization.
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Big Five Model of Personality
• The openness-to-experience personality
dimension includes traits related to being
willing to change and try new things.
• They are imaginative, nonconforming,
unconventional, and autonomous, while those
with a weak openness dimension avoid
change and new things.
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Big Five Model and Leadership
• Researchers conducted a major meta-analysis combining 73
prior studies to correlate the Big Five personality dimensions
with leadership.
• The highest correlation with leadership was surgency,
followed by concensiousness and openness to experience .
• Agreeableness was weakly correlated, and adjustment was
negatively correlated with leadership.
• In other words, people high in surgency are perceived as
leader like—they work hard, and they bring about change.
They are not too concerned about being well-liked and
trying to please everyone, and they are stable or not overly
emotional.
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1.Bullying style
2.Cold, aloof, arrogant
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3.Betrayed personal trust
Major
4.Self-centered
Reasons
for
5.Specific performance
problems
Executive
Derailment
6.Overmanaged
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Locus of
Control
High energy
Dominance
Self-confident
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Integrity
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Traits of
Effective
Leaders
Flexibility
Sensitivity
to others
Intelligence
Stability
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Traits of Effective Leaders
1. Dominance is one of the two major traits of
the surgency Big Five, and it is correlated
with leadership.18 Successful leaders want to
be managers and to take charge.
2. Leaders have high energy with a positive
drive to work hard to achieve goals. They
focus on the positive and have stamina and
tolerate stress well. Their optimism shapes
their decisions to lead
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Traits of Effective Leaders
3. Self-confidence, can be strong to weak,
indicates whether you are self- assured in
your judgments, decision making, ideas, and
capabilities. Leaders display self-assurance
about their abilities and foster confidence
among followers.
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Traits of Effective Leaders
4. Locus of control is on a continuum between
external and internal belief in control over one’s
destiny.
• Externalizers believe that they have no control
over their fate and that their behavior has little to
do with their performance. They generally have
lower levels of performance.
• Internalizes (leaders) believe that they control
their fate and that their behavior directly affects
their performance.
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Traits of Effective Leaders
5. Stability is associated with managerial
effectiveness and advancement. Being too
emotional can cause problems. Stable leaders
are emotionally in control of themselves. They
don’t let their anger have negative outcomes.
6. Integrity refers to behavior that is honest and
ethical, making a person trustworthy. Integrity is
the opposite of seeking self-interest at the
expense of others; it’s about being honest—no
lying, cheating, or stealing
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Traits of Effective Leaders
7. Intelligence refers to cognitive ability to think
critically, to solve problems, and to make
decisions. It is also referred to as general
mental ability. Intelligence is the best
predictor of job performance. The manager’s
job calls for a high degree of intelligence, and
leaders generally have above-average
intelligence.
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Traits of Effective Leaders
• Emotional Intelligence- refers to the ability to do
such things as understand one’s feelings, have
empathy for others, and regulate one’s emotions to
enhance one’s quality of life.
Daniel Goleman’s research discovered that the most
effective leaders are alike in one essential way: they all
have a high degree of emotional intelligence.
Four Key Factors in EI:
1. Self-awareness
2. Self-management
3. Social-awareness
4. Relationship management
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Traits of Effective Leaders
8. Flexibility refers to the ability to adjust to
different situations. Recall that leaders who set
objectives and possess the ability to influence
others bring about change.
9. Sensitivity to others refers to understanding
group members as individuals, what their
positions on issues are, and how best to
communicate with and influence them. To be
sensitive to others requires EI. Lack of sensitivity
is part of the reason for executive derailment.
Inamullah, Kardan University
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Personality Profile of Effective
Leaders
• Effective leaders have specific personality
traits.
• McClelland’s trait theories of Achievement
Motivation Theory and Leader Motive Profile
Theory have strong research support and a
great deal of relevance to the practice of
leadership.
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Achievement Motivation Theory
• The late David McClelland developed the theory in
the 1940s.
• This theory attempts to explain and predict behavior
and performance based on a person’s need for
achievement, power, and affiliation.
• McClelland believed that we have needs and that our
needs motivate us to satisfy them. Our behavior is
thus motivated by our needs. However, McClelland
says this is an unconscious process.
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Achievement Motivation Theory
• The Need for Achievement (n Ach) The need for
achievement is the unconscious concern for
excellence in accomplishments through individual
efforts. People with strong n Ach tend to have an
internal locus of control, self-confidence, and high
energy traits.
• They are goal oriented and set moderate, realistic,
attain- able goals. They seek challenge, excellence,
and individuality; take calculated, moderate risk;
desire concrete feedback on their performance; and
work hard.
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Achievement Motivation Theory
• The Need for Power (n Pow) is the unconscious
concern for influencing others and seeking positions
of authority. People with strong n Pow have the
dominance trait and tend to be self-confident with
high energy.
• The want to control the situation, want to influence
or control over others, enjoy competition in which
they can win (they don’t like to lose).
• They are willing to confront others, and seeking
positions of authority and status.
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Achievement Motivation Theory
• The Need for Affiliation (n Aff) is the unconscious
concern for developing, maintaining, and restoring
close personal relationships.
• People with strong n Aff have the trait of sensitivity
to others.
• They are characterized as seeking close relationships
with others, wanting to be liked by others, enjoying
lots of social activities, and seeking to belong; so
they join groups and organizations.
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Leader Motive Profile Theory
• Leader Motive Profile Theory attempts to explain
and predict leadership success based on a person’s
need for achievement, power, and affiliation.
• McClelland found that effective leaders consistently
have the same motive profile, and that Leader
Motive Profile has been found to be a reliable
predictor of leader effectiveness.
• The Leader Motive Profile (LMP) includes a high
need for power, which is socialized; that is, greater
than the need for affiliation and with a moderate
need for achievement.
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Leader Motive Profile
• Power is essential to leaders because it is a means of
influencing followers. Without power, there is no
leadership.
• McClelland further identified power as neither good
nor bad.
– It can be used for personal gain at the expense of others
(personalized power), or
– it can be used to help oneself and others (socialized
power)
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Few more words on 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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Leader Motive Profile
• Achievement
To be effective, leaders generally need to have a
moderate need for achievement. They have high
energy, self-confidence, and openness-to-experience
traits.
• Affiliation
Effective leaders have a lower need for affiliation
than power, so that relationships don’t get in the way
of influencing followers.
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The Pygmalion Effect
• The Pygmalion effect proposes that leaders’
attitudes toward and expectations of followers, and
their treatment of them, explain and predict
followers’ behavior and performance.
• Lou Holtz advises setting a higher standard; the
worst disservice you can do as a coach, teacher,
parent, or leader is to say to your followers, “I don’t
think you are capable of doing very much—so I’m
going to lower the standard,” or just to do it without
saying anything
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The Pygmalion Effect
In other words:
“If you think you can,
you can;
if you think you can’t,
you can’t.”
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Self-Concept
• Refers to the positive or negative attitudes
people have about themselves
• Self-efficacy is the belief in one’s own
capability to perform in a specific situation
• Both are closely related to self-confidence,
the belief that one can be successful
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Developing a More Positive
Attitude and Self-concept
1. Consciously try to have and maintain a positive,
optimistic attitude.
2. Realize that there are few, if any, benefits to negative,
pessimistic attitudes about others and yourself.
3. Cultivate optimistic thoughts.
4. If you catch yourself complaining or being negative in
any way, stop and change to a positive attitude.
5. Avoid negative people, especially any that make you
feel negative about yourself.
6. Set and achieve goals.
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Developing a More Positive
Attitude and Self-concept
7. Focus on your success; don’t dwell on failure.
8. Accept compliments.
9. Don’t belittle accomplishments or compare yourself
to others.
10. Think for yourself.
11. Be a positive role model.
12. When things go wrong and you’re feeling down, do
something to help someone who is worse off than
you.
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Leadership Styles Based on
Attitudes
Theory Y Attitudes
Positive
selfconcept
Negative
selfconcept
Theory X Attitudes
• Gives and accepts
positive feedback
• Bossy, pushy, and
impatient
• Expects others to
succeed
• Critical
• Lets others do the
job their way
• Afraid to make
decisions
• Unassertive
• Autocratic
• Pessimistic
• Promotes
hopelessness
• Self-blaming
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Ethics
• Are the standards of right and wrong that
influence behavior
– Right behavior is considered ethical
– Wrong behavior is considered unethical
• Business ethics, and ethics codes, guide and
constrain everyday business conduct
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Ethics and Leadership
Does Ethical Behavior Pay?
• Generally, the answer is yes. Research studies have
reported a positive relationship between ethical
behavior and leadership effectiveness.76 It pays to
be ethical.
• A second factor affecting ethical behavior is moral
development, which refers to understanding right
from wrong and choosing to do the right thing.
• Our ability to make ethical choices is related to our
level of moral development.86 There are three
levels of personal moral development
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Inamullah, Kardan University
Ethics and Leadership
• Ethics are the standards of right and wrong
that influence behavior. Right behavior is
considered ethical, and wrong behavior is
considered unethical
• Ethics is so important that some large
organizations have ethics officers who are
responsible for developing and implementing
ethics codes.
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Moral Development
• Moral Development refers to understanding
right from wrong and choosing to do the right
thing.
• Our ability to make ethical choices is related
to our level of moral development.
• There are three levels of personal moral
development
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Moral Development
3. Post-conventional behavior is motivated by universal principles of
right and wrong, regardless of the expectations of the leader or group.
“I don’t lie to customers because it is wrong.”
2. Conventional behavior is living up to expectations of acceptable
behavior defined by others motivates behavior to fulfill duties and
obligations.
“I lie to customers because the other sales reps do it too.”
1. Pre-conventional Self-interest motivates behavior to meet one’s
own needs to gain rewards while following rules and being obedient to
authority to avoid punishment.
“I lie to customers to sell more products and get higher commission checks.”
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How People Justify Unethical
Behavior
• Moral justification is the process of reinterpreting
immoral behavior in terms of a higher purpose.
• Displacement of responsibility is the process of
blaming one’s unethical behavior on others.
• Diffusion of responsibility is the process of the
group using the unethical behavior with no one
person being held responsible.
• Advantageous comparison is the process of
comparing oneself to others who are worse.
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How People Justify Unethical
Behavior
• Disregard or distortion of consequences is the
process of minimizing the harm caused by the
unethical behavior.
• Attribution of blame is the process of claiming the
unethical behavior was caused by someone else’s
behavior.
• Euphemistic labeling is the process of using
“cosmetic” words to make the behavior sound
acceptable.
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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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What Does It Take to
Be an Ethical Leader?
Courage!
• An ethically courageous leader must:
– Focus on a higher purpose
– Draw strength from others
– Family and friends
– Take risks without fear of failure
– We all fail sometimes
– Use frustration and anger for good
– Take action to stop unethical behavior
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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?
When making your decision, if you can answer
yes to these four questions, it is probably
ethical.
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