Ch 5 & 6 MGT Review

OCEAN model personality traits

Can be reliably categorized into the five major dimensions of the F F M Are good measures of leadership potential Can be used to make predictions about typical behavior at work Tend to be difficult to change Are exhibited automatically and without conscious thought Predispose people to act in certain ways, but behaviors can be modified through experience, feedback, and reflection

McGregor's styles of managerial behavior on the basis of people's implicit attitudes about human nature Theory X asserts that most people need extrinsic motivation because they are not naturally motivated to work Theory Y asserts that most people are intrinsically motivated by their work

Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important Play a central role in one's overall psychological makeup and can affect behavior in different situations

kidder offers the following principles for resolving ethical dilemmas

Ends-based thinking: Doing what's best for the greatest number of people Known as utilitarianism Rule-based thinking: Following the highest principle or duty Consistent with Kantian philosophy Care-based thinking: Doing what one wants others to do to him or her Similar to the Golden Rule of conduct common in many world religions

Sternberg's Triarchic Theory of Intelligence

Focuses on what a leader does when solving complex mental problems Types of intelligence Analytic intelligence: General problem-solving ability Practical intelligence: Knowing how things get done and how to do them Creative intelligence: Ability to produce novel and useful work Tests of creativity Tests that assess divergent thinking have many possible answers, and tests that assess convergent thinking have one single best answer

Upward ethical leadership: Leadership behavior enacted by individuals who take action to maintain ethical standards in the face of questionable moral behaviors by higher-ups

General quality of an organization's ethical climate affects whether or not employees raise ethical concerns In ethical climates, ethical standards or norms are consistently and clearly communicated, embraced, and enforced by organizational leaders In unethical climates, unethical behavior exists with little corrective action, and misbehavior may even be condoned

intelligence: a person's all around effectiveness in activities directed by thought

Intelligence is relatively difficult to change because of heredity but can be modified with education and experience Intelligent leaders: Are faster learners Make better assumptions, deductions, and inferences Are better at creating a compelling vision and strategizing to make their vision a reality Can develop better solutions to problems Can see more of the primary and secondary implications of their decisions

One of the most quoted principles of good leadership is "leadership by example" Research shows that role models can be characterized using the following categories of attitudes and behaviors:

Interpersonal behaviors: They show care, concern, and compassion for others Basic fairness: They show fairness to others Ethical actions and self-expectations: They hold themselves to high ethical standards and behave consistently in both their public and private lives Articulating ethical standards: They articulate a consistent ethical vision and are uncompromising toward it

limitations of MBTI

It was based on the theory of Jungian psychological types, which has never been proven The four preference dimensions omit critical aspects of personality, such as neuroticism More people are likely to exhibit characteristics associated with ambiverts than they are to exhibit characteristics solely associated with Extraversion or Introversion Types are not stable over time The Forer effect: People tend to give high accuracy ratings to descriptive statements that are personally flattering but so vague that they could apply to virtually anyone

implications of the triarchic theory of intelligence

Leadership effectiveness or emergence is positively correlated with analytic intelligence Sometimes, personality is much more predictive of leadership emergence and effectiveness than analytic intelligence In certain cases, analytic intelligence may have a curvilinear relationship with leadership effectiveness Leaders' primary role is to build an environment where others can be creative

dual process theory of moral judgement

Moral judgments dealing with rights or duties are made by automatic emotional responses while those made on a more utilitarian basis are made more cognitively

components of moral competency

Moral ownership Moral courage Moral efficacy

myers briggs type indicator or MBTI

Most popular measure of preferences Used to better understand oneself, co-workers, partners in intimate relationships, children, and educational and occupational choices People differ in the following preference dimensions: The extraversion and introversion dimension is concerned with where people get their energy The sensing and intuition dimension is concerned with how people look at data The thinking and feeling is concerned with the considerations leaders prefer when making decisions The judging and perceiving dimension describes the amount of information needed before a leader is comfortable making a decision Predominant preferences can be used to create 16 psychological types

Personality has two meanings Public reputation, or the impression a person makes on others Identity, or how people see or define themselves

Most research about the relationship between personality and leadership success and effectiveness is based on the trait approach Traits are recurring regularities or trends in a person's behavior Trait approach maintains that people behave the way they do because of the strengths of the traits they possess

implications of OCEAN model

Personality traits help explain leaders' and followers' tendencies to act in consistent ways over time Behavioral manifestations of personality traits are often exhibited automatically and unconsciously Behaviors can be modified through experience, feedback, and reflection The O C E A N model is useful in the following ways: Helps leadership researchers categorize findings of the personality and leadership performance research Helps in profiling leaders Seems to be universally applicable across cultures

People in an organization vary in the relative importance they place on values Instrumental values: Modes of behavior, such as being helpful or being responsible Terminal values: Desired end states, such as family security or social recognition

Pervasive influences of broad forces at a particular time tend to create common value systems May contribute to misunderstandings and tension in the interactions between older leaders and younger followers All generations are molded by distinctive experiences at their critical developmental periods The Veterans, 1922 to 1943 The Baby Boomers, 1942 to 1960 The Gen Xers, 1961 to 1981 Millennials, 1982 to 2005

"Fronts" of leadership action required to create an ethical climate Formal ethics policies and procedures Core ideology Integrity Structural reinforcement Process focus

Principle-centered leadership asserts a fundamental interdependence between the personal, interpersonal, managerial, and organizational levels of leadership Interdependence between the levels posited in principle-centered leadership is similar to the conceptualizations of authentic leadership

CRT 2

Problematic issues concerning C R T There is apparent dichotomy between intelligence and experience Ability of leaders to tolerate stress differs Leadership implications of C R T Best leaders are often smart and experienced Leaders may be unaware of the degree to which they are causing stress in their followers Level of stress inherent in the position needs to be understood before selecting leaders

cognitive resources theory CRT 1

Provides a conceptual scheme for explaining how leader behavior changes under stress levels to impact group performance Key concepts of C R T: Intelligence, experience, stress, and group performance Predictions Greater experience but lower intelligence may account for higher-performing groups in high-stress conditions Leaders with high levels of experience may misapply old solutions when situations require creative solutions

Leaders face dilemmas that require choices between competing sets of values and priorities Leaders set a moral example that becomes the model for an entire group or organization Leaders should internalize a strong set of ethics, which are principles of right conduct or a system of moral values Gardner and Burns stressed the centrality and importance of the moral dimension of leadership

Qualities of leadership that engender trust Vision Empathy Consistency Integrity

Gen Xers have a clearly different view of authority than previous generations Define leading as removing obstacles and giving followers what they need to work well Expect managers to earn their promotions and not be rewarded with leadership responsibilities because of seniority

Research has found little evidence of a generation gap in basic values Studies show that Boomers, Xers, and Millennials in the managerial workforce are more similar than different in their views of organizational leadership

Authentic leaders exhibit consistency among their values, beliefs, and actions Are self-aware Self-consciously align their actions with their inner values

Study of authentic leadership has gained momentum because of the following beliefs: Enhancing self-awareness can help people in organizations find more meaning at work Promoting transparency and openness in relationships builds trust and commitment Fostering more inclusive structures and practices can help build more positive ethical climates

implications of triarchc continued

To improve the group and organizational factors affecting creativity, leaders should be mindful that: Various sorts of incentives or rewards can have various effects on creativity Creativity can be hindered if ideas will be evaluated In order to develop new products and services, the level of turnover should be low and goals should be clear

Organizations have dominant values just as individuals do Values represent the principles by which employees are to get work done and treat other employees, customers, and vendors Leaders in an organization fail because of a misalignment between personal and organizational values

Top leadership's collective values play a significant role in determining the dominant values throughout the organization Many of the most difficult decisions made by leaders are choices between opposing values Leaders must set a personal example of values-based leadership and ensure that clear values guide everyone's behavior in an organization

Personality traits are useful for explaining why people act fairly consistently in different situations Knowing the differences in personality traits can help predict more accurately how people will tend to act in different situations Leader behavior reflects an interaction between personality traits and various situational factors

Traits play an important role in determining how people behave in unfamiliar, ambiguous, or weak situations Strong situations are governed by specific rules, demands, or organizational policies, which can minimize the effects that traits have on behavior Strength of the relationship between personality traits and leadership effectiveness is inversely related to the relative strength of the situation

common but challenging ethical dilemmas involve choosing between two rights. kidder identified the following common ethical dilemmas:

Truth versus loyalty: Honestly answering a question that may compromise real or implied promise of confidentiality to others Individual versus community: Protecting the confidentiality of someone's medical condition when the condition itself may pose a threat to the larger community Short-term versus long-term: Balancing spending time with family against making career investments for future benefits Justice versus mercy: Deciding whether to excuse a person's misbehaviour because of extenuating circumstances or a conviction that he or she has learned a lesson

An alternative framework to describe the differences in people's day-to-day behavioral patterns is through types, or in terms of a personality typology

Types are thought of as relatively discrete categories Psychological typologies are often expressed in terms of polar opposites Typologies tend to put people into discrete psychological categories and emphasize the similarities among people in the same category and the differences between people of different types regardless of actual score

Moral reasoning: Process used by leaders to make decisions about ethical and unethical behaviors Value differences among individuals often result in different judgments regarding ethical and unethical behavior Not everyone fully develops their moral judgment

Unconscious biases may affect one's moral judgments, which is why many organizations are developing programs to develop moral decision-making competence among leaders Effectiveness of such programs depends on understanding the moral decision-making process

Research has identified biases that affect our moral decision-making Implicit prejudice: Subconscious prejudices that affect one's decisions without him or her being aware of them In-group favoritism: Doing acts of kindness and favors for those who are like us Overclaiming credit: Overrating the quality of one's own work and contributions Conflicts of interest: Adversely impact ethical judgments and bias one's perceptions of situations

Ways in which people with firm moral principles may behave badly without feeling guilt or remorse over their behavior Moral justification: Justifying otherwise immoral behavior in terms of a higher purpose Euphemistic labeling: Disguising morally distasteful behavior with cosmetic words Advantageous comparison: Avoiding self-contempt for one's behavior by comparing it to even more heinous behavior by others Displacement or diffusion of responsibility: Violating personal moral standards by attributing responsibility to others Diffusion of responsibility: Excusing one's own reprehensible behavior because others are behaving in the same way Disregard or distortion of consequences: Minimizing the actual harm caused by one's behavior Dehumanization: Avoiding the consequences of one's behavior by dehumanizing those who are affected Attribution of blame: Justifying one's immoral behavior by claiming it was caused by someone else's actions

building blocks of skill photo:

intelligence, personality traits and types, values, interests, motives/goals are DIFFICULT TO CHANGE knowledge, experience, skills are EASIER to change

moral person: principled decision maker who cares about other people and the broader society

moral manager: makes ethics an explicit part of the leadership agenda by communicating messages of ethics and values and by modeling ethical behavior

5 factor or OCEAN model of personality

openness-i like traveling to foreign countries. i enjoy going to school. conscientiousness- likes putting together detailed plans. rarely gets in trouble extraversion-likes having responsibility for others, large group of friends agreeableness-sympathetic, gets along well with others neuroticism-i remain calm in pressure situations and take personal criticism well

ways leaders can stifle the creativity of their followers

take away all discretion and autonomy create fragmented work schedules provide insufficient resources focus on short term goals create tight timelines and rigid processes discourage collaboration and coordination keep people happy