Bài giảng Leadership - Chapter 4 The Leader as an Individual

Chapter 4The Leader as an Individual1Chapter ObjectivesIdentify 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.2Chapter 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.3PersonalityThe set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment4Ex. 4.1 The Big Five Personality DimensionsLowExtroversionHighLowAgreeablenessHighLowConscientiousnessHighLowEmotional StabilityHighLowOpenness to ExperienceHighQuiet, withdrawn, unassertiveAloof, easily irritatedImpulsive, carefreeMoody, tense, lower self-confidenceNarrow field of interests, likes the tried-and-trueOutgoing, energetic, gregariousWarm, considerate, good-naturedResponsible, dependable , goal-orientedStable, confidentImaginative, curious, open to new ideas5Personality TraitsLocus of ControlDefines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forcesAuthoritarianismThe belief that power and status differences should exist in an organization6ValuesFundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes and behavior.End ValuesSometimes called terminal values, these are beliefs about the kind of goals or outcomes that are worth trying to pursue.Instrumental ValuesBeliefs about the types of behavior that are appropriate for reaching goals.7AttitudeAn evaluation (either positive or negative) about people, events, or things.Self-ConceptThe collection of attitudes we have about ourselves; includes self-esteem and whether a person generally has a positive or negative feeling about him/herself.8Theory X and Theory YTheory X: the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibilityTheory Y: the assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about9Cognitive StyleHow a person perceives, processes, interprets, and uses information10Ex. 4.4 Hermann’s Whole Brain ModelLogicalAnalyticalFact-basedQuantitativeHolisticIntuitiveIntegratingSynthesizingOrganizedSequentialPlannedDetailedInterpersonalFeeling-basedKinestheticEmotionalAUpper leftBLowerleftCLowerrightDUpperright11Myers-Briggs Type Indicator (MBTI)Personality test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions12Ex. 4.5 Distinguishing Characteristics of Charismatic and Noncharismatic LeadersNoncharismatic LeadersCharismatic LeadersLikablenessShared perspective makes leader likableShared perspective and idealized vision make leader likable and an honorable hero worthy of identification and imitationTrustworthinessDisinterested advocacy in persuasion attemptsPassionate advocacy by incurring great personal risk and costRelation to status quoTries to maintain status quoCreates atmosphere of changeFuture goalsLimited goals not too discrepant from status quoIdealized vision that is highly discrepant from status quo13Ex. 4.5 (contd.)Noncharismatic LeadersCharismatic LeadersArticulationWeak articulation of goals and motivation to leadStrong and inspirational articulation of vision and motivation to leadCompetenceUses available means to achieve goals within framework of the existing orderUses conventional means to transcend the existing orderBehaviorConventional, conform to normsUnconventional, counter-normativeInfluencePrimarily authority of position and rewardsTranscends position; personal power based on expertise and respect and admiration for the leader14Transactional versus Transformational LeadershipTransactional leadershipa transaction or exchange process between leaders and followersTransformational Leadershipleadership characterized by the ability to bring about significant change in followers and the organization15