.c om th an co ng Chapter cu u du o ng Leadership Traits and Ethics Copyright © 2010 by South-Western/Cengage Learning All rights reserved CuuDuongThanCong.com PowerPoint Presentation by Rhonda S Palladi Georgia State University https://fb.com/tailieudientucntt     ng co an th ng du o  u  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 cu     c om Chapter Learning Outcomes CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Traits and Personality  Traits ng  Are distinguishing personal characteristics co  Personality cu u du o ng th an  Is a combination of traits that classifies an individual’s behavior CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om What Value Do Traits and Personality Have in the Study of Leadership? cu u du o ng th an co ng  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 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om The Big Five Model of Personality an co ng Surgency Adjustment du o ng th Agreeableness cu u 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) CuuDuongThanCong.com https://fb.com/tailieudientucntt  Surgency (dominance) c om The Big Five co ng  Leadership and extraversion traits  Want to be in charge th an  Agreeableness du o ng  Traits related to getting along with people  Sociable, friendly u  Adjustment cu  Traits related to emotional stability – Stable = self-control, calm, good under pressure, relaxed, secure, and positive CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om The Big Five (cont.)  Conscientiousness co ng  Traits related to achievement  Responsible and dependable th an  Openness to experience cu u du o ng  Traits related to the willingness to try new things  Seek change CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om 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 cu u du o ng th an co ng  CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Why Executives Are Derailed cu u du o ng th an co ng  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 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Traits of Effective Leaders Internal locus of control co ng Integrity an High energy du o Sensitivity to others cu u Dominance ng th Traits of Effective Leaders Flexibility Intelligence Self-confidence Stability 10 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Developing a More Positive Attitude and Self-Concept (cont.) cu u du o ng th an co ng  Focus on success and don’t dwell on failure  Accept compliments  Don’t belittle your accomplishments  Don’t compare yourself to others  Think for yourself  Be a positive role model  When things go wrong, help others who are worse off than you 30 CuuDuongThanCong.com https://fb.com/tailieudientucntt ng Theory Y Attitudes c om Leadership Styles Based on Attitudes co an th • Bossy, pushy, and impatient • Critical • Autocratic du o ng • Lets others the job their way • Afraid to make decisions u Negative selfconcept • Expects others to succeed cu Positive selfconcept • Gives and accepts positive feedback Theory X Attitudes • Unassertive • Pessimistic • Promotes hopelessness • Self-blaming 31 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Ethics ng  Are the standards of right and wrong that influence behavior an co  Right behavior is considered ethical  Wrong behavior is considered unethical cu u du o ng th  Business ethics, and ethics codes, guide and constrain everyday business conduct 32 CuuDuongThanCong.com https://fb.com/tailieudientucntt co ng c om Discussion Question #3 cu u du o ng th an Can ethics be taught and learned? 33 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Personality Traits, Attitudes, and Ethics cu u du o ng th an co ng  Ethical behavior is related to individual needs and personality traits  To gain power, people may be unethical  Irresponsible persons may unethically cut corners  Self-confidence can allow a person to make ethical choices 34 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Personality Traits, Attitudes, and Ethics (cont.) ng  Unethical behavior is more likely found in people with the following characteristics: an co  Emotionally unstable  External locus of control cu u du o ng th  Being ethical is part of integrity  People with positive attitudes about ethics tend to be ethical 35 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Moral Development and Ethics cu u du o ng th an co ng  Moral development refers to understanding right from wrong and choosing to the right thing  There are three levels of personal moral development 36 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Levels of Moral Development  Based on self-interest co  Conventional ng  Preconventional th an  Based on expectations of others ng  Postconventional cu u du o  Based on universal principles of right and wrong, regardless of the leader or group’s expectations Source: Adapted from Lawrence Kohlberg, “Moral Stages and Moralization: The Cognitive-Development Approach.” In Thomas Likona (ed.), Moral Development and Behavior: Theory, Research, and Social Issues (Austin, TX: Holt, Rinehart and Winston, 1976): 31–53 37 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om The Situation and Ethics  People are more likely to act unethically: cu u du o ng th an co ng  In highly competitive situations  In unsupervised situations  When there is no formal ethics policy  When unethical behavior is not punished or is rewarded 38 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om How People Justify Unethical Behavior  Moral justification co ng  Reinterpreting immoral behavior in terms of a higher purpose an  Displacement of responsibility ng th  Blaming one’s unethical behavior on others du o  Diffusion of responsibility cu u  Using the unethical behavior with no one person being held responsible  Advantageous comparison  Comparing oneself to others who are worse 39 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om How People Justify Unethical Behavior (cont.)  Disregard or distortion of consequences co ng  Minimizing the harm caused by the unethical behavior th an  Attribution of blame du o ng  Claiming the unethical behavior was caused by someone else’s behavior  Euphemistic labeling cu u  Using “cosmetic” words to make the behavior sound acceptable 40 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Simple Guides to Ethical Behavior  Golden Rule co ng “Do unto others as you want them to unto you.” th u du o ng Is it the truth? If it fair to all concerned? Will it build goodwill and better friendship? Will it be beneficial to all concerned? cu     an  Four-Way Test 41 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om Stakeholder Approach to Ethics co ng  Creates a win-win situation for relevant parties affected by the decision cu u du o ng th an “Am I proud to tell relevant stakeholders my decision?” 42 CuuDuongThanCong.com https://fb.com/tailieudientucntt .c om What Does It Take to Be an Ethical Leader? Courage! co ng  An ethically courageous leader must: th an  Focus on a higher purpose  Draw strength from others ng – Family and friends du o  Take risks without fear of failure – We all fail sometimes cu u  Use frustration and anger for good  Take action to stop unethical behavior 43 CuuDuongThanCong.com https://fb.com/tailieudientucntt ng c om Discussion Question #4 cu u du o ng th an co Do you believe that if you use ethical behavior it will pay off in the long run? 44 CuuDuongThanCong.com https://fb.com/tailieudientucntt ... 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... 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 20 02) , 530( 12) CuuDuongThanCong.com https://fb.com/tailieudientucntt... Are the standards of right and wrong that influence behavior an co  Right behavior is considered ethical  Wrong behavior is considered unethical cu u du o ng th  Business ethics, and ethics codes,