This chapter discusses how an individual leader's personality, values, attitudes, and cognitive style influence their leadership abilities. It identifies the Big Five personality dimensions and examines traits like locus of control and authoritarianism. Values are defined as stable beliefs that guide behavior, and attitudes are evaluations of people and things. The chapter contrasts theories of worker motivation and different cognitive problem-solving styles. It also differentiates charismatic leadership, which inspires great change, from transactional leadership, which focuses more on rewards and compliance.
This chapter discusses how an individual leader's personality, values, attitudes, and cognitive style influence their leadership abilities. It identifies the Big Five personality dimensions and examines traits like locus of control and authoritarianism. Values are defined as stable beliefs that guide behavior, and attitudes are evaluations of people and things. The chapter contrasts theories of worker motivation and different cognitive problem-solving styles. It also differentiates charismatic leadership, which inspires great change, from transactional leadership, which focuses more on rewards and compliance.
This chapter discusses how an individual leader's personality, values, attitudes, and cognitive style influence their leadership abilities. It identifies the Big Five personality dimensions and examines traits like locus of control and authoritarianism. Values are defined as stable beliefs that guide behavior, and attitudes are evaluations of people and things. The chapter contrasts theories of worker motivation and different cognitive problem-solving styles. It also differentiates charismatic leadership, which inspires great change, from transactional leadership, which focuses more on rewards and compliance.
This chapter discusses how an individual leader's personality, values, attitudes, and cognitive style influence their leadership abilities. It identifies the Big Five personality dimensions and examines traits like locus of control and authoritarianism. Values are defined as stable beliefs that guide behavior, and attitudes are evaluations of people and things. The chapter contrasts theories of worker motivation and different cognitive problem-solving styles. It also differentiates charismatic leadership, which inspires great change, from transactional leadership, which focuses more on rewards and compliance.
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Chapter 4
The Leader as an Individual
Chapter Objectives 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. Recognize individual differences in cognitive style and broaden your own thinking style to expand leadership potential. 2
Chapter 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.
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
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
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. 7
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.
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 9
Cognitive Style How a person perceives, processes, interprets, and uses information
Personality test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions
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Ex. 4.5 Distinguishing Characteristics of
Charismatic and Noncharismatic Leaders Noncharismatic Leaders
Charismatic Leaders
Likableness
Shared perspective makes leader likable
Shared perspective and
idealized vision make leader likable and an honorable hero worthy of identification and imitation
Trustworthiness
Disinterested advocacy in persuasion attempts
Passionate advocacy by incurring great personal risk and cost
Relation to status quo
Tries to maintain status
quo
Creates atmosphere of change
Future goals
Limited goals not too
discrepant from status quo
Idealized vision that is
highly discrepant from status quo
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Ex. 4.5 (contd.)
Noncharismatic Leaders
Charismatic Leaders
Articulation
Weak articulation of goals and motivation to lead
Strong and inspirational
articulation of vision and motivation to lead
Competence
Uses available means to
achieve goals within framework of the existing order
Uses conventional means to transcend the existing order
Behavior
Conventional, conform to norms
Unconventional, counternormative
Influence
Primarily authority of position and rewards
Transcends position; personal power based on expertise and respect and admiration for the leader
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Transactional versus Transformational Leadership Transactional leadership a transaction or exchange process between leaders and followers Transformational Leadership leadership characterized by the ability to bring about significant change in followers and the organization 15
