Đại cương về lãnh đạo trong tổ chức chapter 2 leadership treats and ethics

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Chapter 2

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Leadership Traits
and Ethics
Copyright © 2010 by South-Western/Cengage Learning
All rights reserved.
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PowerPoint Presentation by Rhonda S. Palladi
Georgia State University
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List the benefits of classifying personality traits.
Describe the Big Five personality dimensions.
Explain the universality of traits of effective leaders.
Discuss why the trait of dominance is so important for
managers to have.

State how the Achievement Motivation Theory and the
Leader Motive Profile are related and different.
Identify similarities and differences among Theory X and
Theory Y, the Pygmalion Effect, and self-concept.
Describe how attitudes are used to develop four leadership
styles.
Compare the three levels of moral development.
Explain the stakeholder approach to ethics.
Define the key terms listed at the end of the chapter.
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Chapter 2
Learning Outcomes

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Traits and Personality
 Traits

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 Are distinguishing personal characteristics

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 Personality

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 Is a combination of traits that classifies an
individual’s behavior

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What Value Do Traits and Personality Have
in the Study of Leadership?

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 Understanding people’s personalities is
important because personality affects
behavior as well as perceptions and
attitudes

 Knowing personalities help to explain and
predict others’ behavior and job
performance

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The Big Five Model of Personality

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Surgency

Adjustment

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Agreeableness

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Conscientiousness

Openness to
experience

Source: Adapted from T. A. Judge, D. Heller, and M. K. Mount. “Five-Factor Model of Personality and Job Satisfaction:
A Meta-Analysis.” Journal of Applied Psychology 87 (June 2002), 530(12).

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 Surgency (dominance)

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The Big Five
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 Leadership and extraversion traits
 Want to be in charge

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 Agreeableness

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 Traits related to getting along with people
 Sociable, friendly

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 Adjustment

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 Traits related to emotional stability
– Stable = self-control, calm, good under pressure,
relaxed, secure, and positive
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The Big Five (cont.)
 Conscientiousness

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 Traits related to achievement
 Responsible and dependable

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 Openness to experience

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 Traits related to the willingness to try new

things
 Seek change

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Personality Profiles
Identify individual stronger and weaker
traits
 Are used to ensure a proper match
between the worker and the job
 Are also used to categorize people as a
means of predicting job success

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Why Executives Are Derailed

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 Used a bullying style viewed as intimidating,
insensitive, and abrasive
 Were viewed as being cold, aloof, and arrogant
 Betrayed personal trust
 Were self-centered and viewed as overly
ambitious and thinking of the next job
 Had specific performance problems with the
business
 Overmanaged and were unable to delegate or
build a team
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Traits of Effective Leaders
Internal locus
of control

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Integrity

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High energy

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Sensitivity
to others

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Dominance

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Traits of
Effective
Leaders

Flexibility

Intelligence

Self-confidence

Stability
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Traits of Effective Leaders (cont.)
 Dominance

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 High energy

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 Want to be in charge
 Not overly bossy or bullying
 Affects all other traits

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 Drive, hard work, stamina, persistence
 Tolerate stress well

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 Self-confidence
 Trust own judgments, decisions, ideas,
capabilities
 Related to effectiveness and advancement
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Traits of Effective Leaders (cont.)
 Locus of control

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 Internal = belief in the control of your own
destiny
 External = belief in fate, luck, etc.

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 Stability

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 Emotionally in control, secure, positive
 Associated with managerial effectiveness and
advancement

 Integrity

 Honest, ethical, trustworthy
 Essential to running a successful business
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Traits of Effective Leaders (cont.)
 Intelligence

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– Self-awareness

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 Is the ability to think critically, solve problems, and
make decisions
 Is the best predictor of job performance
 Emotional intelligence

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 Being conscious of your own emotions and how they affect

your personal and professional life

– Social awareness

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 The ability to understand others

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– Self-management
 The ability to control disruptive emotions

– Relationship management
 The ability to work well with others
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Traits of Effective Leaders (cont.)
 Flexibility

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 Change, adjust to changes
 The ability to influence others about change

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 Sensitivity

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 Understand group members as individuals,
communicate well, people centered
 Requires empathy

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Achievement Motivation Theory

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 Attempts to explain and predict behavior
and performance based on a person’s
need for achievement, power, and
affiliation

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Internal locus of control
Self-confidence
High energy
Goal oriented

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 Realistic goals

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Characteristics of the
Need for Achievement (n Ach)

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 Moderate risks
 Competitive

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Want to be in charge (in authority)
Self-confident
High energy

Competitive
Ambitious
Less concerned with people

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Characteristics of the
Need for Power (n Pow)

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Characteristics of the
Need for Affiliation (n Aff)
Strong personal relationships

Sensitivity to others
Joiners
Prefer “helping professions”
Concerned about what people think of
them
 Usually have low need for power

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 Avoid leadership

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Leader Motive Profile (LMP)

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 Is a set of traits that match up to the
“typical” effective leader
 Tends to have a high need for socialized
power, a moderate need for
achievement, and a lesser need for

affiliation
 Socialized power

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– Used for the good of one’s self, the group, and the
organization

 Personalized power
– Used for personal gain at the expense of others
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Combined Traits and Needs
The Big Five
Model of
Personality

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Nine Traits of

Effective Leaders

Achievement
Motivation Theory
and LMP

Domination

Agreeableness

Sensitivity to others

Adjustment

Stability

Socialized power
(LMP)

Conscientiousness

High energy
Self-confidence
Integrity

Need for
achievement

Internal locus of control
Intelligence

Flexibility

No separate need;
included within other
needs

Need for power

Need for affiliation

Openness to
experience

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Surgency

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Leadership Attitudes

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 Are positive or negative feelings about
people, things, and issues
 Job attitudes and performance are
perhaps the two most central sets of
constructs in individual-level

organizational analysis research

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 Theory X and Theory Y

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Leadership Attitudes (cont.)

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 Pygmalion effect

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 Attempt to explain and predict leadership
behavior and performance based on the
leader’s attitude about followers

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 Proposes that leaders’ attitudes toward and
expectations of followers, and their
treatment of them, explain and predict
followers’ behavior and performance

 Self-concept
 Refers to the positive or negative attitudes
people have about themselves
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Theory Y Attitude:
 Employees like to work
 Employees do not need

to be closely supervised
 Managers display more
participative leadership
 Managers use internal
motivation and rewards

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Theory X Attitude:
 Employees dislike work
 Employees must be
closely supervised
 Managers display more
coercive, autocratic
leadership
 Managers use external
means of control, such
as threats and
punishment

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Theory X versus Theory Y

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Discussion Question #1

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McGregor published Theory X and
Theory Y over 30 years ago. Do
we still have Theory X managers?
Why?

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The Pygmalion Effect

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 Proposes that the leaders' attitudes
toward and expectations of followers,
and their treatment of them, explain and
predict followers' behavior and
performance
In other words:
“If you think you can,
you can;
if you think you can’t,
you can’t.”
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