Chapter
4
The Leader as an
Individual
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accessible website, in whole or in part.
Your Leadership Challenge
• 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.
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Your Leadership Challenge (cont.)
• Explain attribution theory and recognize
how perception affects the leaderfollower relationship.
• Recognize individual differences in
cognitive style and broaden your own
thinking style to expand leadership
potential.
• Understand how to lead and work with
people with varied personality traits.
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©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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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©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Big Five Personality Dimensions
• Five general dimensions that describe
personality: extraversion,
agreeableness, conscientiousness,
emotional stability, and openness to
experience.
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Big Five Personality Dimensions
Defined
• Extraversion – the degree to which a
person is outgoing, sociable, talkative,
and comfortable meeting and talking to
new people.
• Agreeableness – the degree to which a
person is able to get along with others
by being good-natured, cooperative,
forgiving, compassionate,
understanding, and trusting.
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Big Five Personality Dimensions
Defined
• Conscientiousness – the degree to which a
person is responsible, dependable,
persistent, and achievement-oriented.
• Emotional stability – the degree to which a
person is well-adjusted, calm, and secure.
• Openness to experience – the degree to
which a person has a broad range of
interests and is imaginative, creative, and
willing to consider new ideas.
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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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Social Perception
• Perception: the process people use to
make sense out of the environment by
selecting, organizing, and interpreting
information.
• Perceptual distortions: errors in
judgment that arise from inaccuracies
in the perceptual process.
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Social Perception (contd.)
• Stereotyping: the tendency to assign an
individual to a broad category and then
attribute generalizations about the
group to the individual.
• Halo effect: an overall impression of a
person or situation based on one
characteristic, either favorable or
unfavorable.
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Social Perception (contd.)
• Projection: the tendency to see one’s
own personal traits in other people.
• Perceptual defense: the tendency to
protect oneself by disregarding ideas,
situations, or people that are
unpleasant.
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Attribution Theory
How people draw
conclusions about what
caused certain behaviors
or events.
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Cognitive Style
How a person
perceives, processes,
interprets, and uses
information.
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Hermann’s Whole Brain
Model
Ex. 4.4
A
Upper
left
B
Lower
left
Logical
Analytical
Fact-based
Quantitative
Organized
Sequential
Planned
Detailed
Holistic
Intuitive
Integrating
Synthesizing
Interpersonal
Feeling-based
Kinesthetic
Emotional
D
Upper
right
C
Lower
right
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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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©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.