CHAPTER 2 LEADERSHIP TRAITS AND ETHICS PDF

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CHAPTER 2

LEADERSHIP TRAITS AND ETHICS
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CHAPTER2

LEADERSHI PTRAI TSANDETHI CS

Chapt erOut l i ne I.

PERSONALITY TRAITS AND LEADERSHIP A. Personality and Traits B. Personality Profiles C. Applying Trait Theory

II. THE BIG FIVE INCLUDING TRAITS OF EFFECTIVE LEADERS A. B. C. D. E.

Surgency Agreeableness Adjustment Conscientiousness Openness

III. THE PERSONALITY PROFILE OF EFFECTIVE LEADERS A. Achievement Motivation Theory B. Leader Motive Profile Theory IV. LEADERSHIP ATTITUDES A. B. C. D.

Theory X and Theory Y The Pygmalion Effect Self-Concept How Attitudes Develop Leadership Styles

V. ETHICAL LEADERSHIP A. B. C. D. E.

Does Ethical Behavior Pay? Factors Influencing Ethical Behavior How People Justify Unethical Behavior Guides to Ethical Behavior Being an Ethical Leader

New To Chapter 2 (Changes from the 4e to 5e) 

The chapter has been updated throughout. There are 77 references with only 7 classical references from the 4e; so 70 or 92 percent of the references are new to this edition.

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There has been a major reorganization of the first two sections of chapter 2. The Big Five and traits of effective leaders are now combined with a new major heading “The Big Five Including Traits of Effective Leaders.” The discussion of the Big Five has been moved to this

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Instructor’s Manual for Leadership: Theory, Application, Skill Development, 5e

new section with the nine traits listed under their Big Five classification. The nine traits have been expanded to 12, adding determination, sociability, narcissism, and dependable. The definitions of the Big Five have been changed to include the individual traits of effective leaders. The discussion of several individual traits has been rewritten. 

The concepts of emotional intelligence—re l a t i on s hi pma n a g e me n t ,s e l f a wa r e ne s s ,s e l f ma n a g e me n t ,a nds o c i a la wa r e n e s sa r es t i l li nt het e x tbu ta r en ol on g e rk e yt e r ms .

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Fr omj us t i f y i n ge t hi c a lb e h a v i or ,mor a lj us t i fic a t i on,a t t r i b ut i ono fb l a me ,d i ffus i ono f r e s pon s i bi l i t y ,d i s pl a c e me n to fr e s po ns i bi l i t y ,d i s r e g a r do rdi s t o r t i o no fc o ns e q u e n c e s , e u p he mi s t i cl a b e l i n g ,a n da d v a n t a g e ousc ompa r i s o n,a r es t i l li nt het e xtb u ta r en ol on g e rk e y t e r ms .Th ed e fin i t i o no fmor a lj us t i fic a t i onha sb e e nc ha n g e d .

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Several of the questions in Self-Assessment 1 Personality Profile have been changed to coincide with the reorganization list of traits.

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Learning Outcomes 1, “List the benefits of classifying personality traits,” has been deleted. LO 3 is now 1, LO 4 s now 3, and LO 5-50 are now 4-9.

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There is a new opening case with answers throughout the chapter.

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There is a new sub-section, “Applying Trait Theory.”

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The prior Derailed Leadership Traits subsection is now discussed in the Applying Trait Theory subsection.

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There is a new sub-section for the topic leadership and neuroscience.

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The four key terms related to emotional intelligence (self-awareness, social awareness, selfmanagement, and relationship management) and the seven key terms related to why we use unethical behavior (moral justification, displacement of responsibility, diffusion of responsibility, advantageous comparison, disregard or distortion of consequences, attribution of blame, and euphemistic labeling) are still in the chapter but they are no longer key terms. We have also added a new key term for moral rationalization.

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The section on “Leadership Attitudes” has been shortened a bit, and the subsection on “Developing a More Positive Attitude and Self-Concept” tips have been re-organized and have gone from 12 down to 11 by deleting 10 think for yourself.

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Self-assessment 5, Theory X, Theory Y has new directions and two more questions.

©2 0 1 3Ce n g a g eLe a r n i n g .Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d ,c o p i e do rd u pl i c a t e d ,o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri npa r t .

Chapter 2 Leadership Traits and Ethics

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Thes e c t i on“ Ho wPe r s on a l i t yTr a i t sa n dAt t i t ude s ,Mo r a lDe v e l opme n t ,a n dt heSi t u a t i on

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Affe c tEt h i c a lBe ha v i or ”wa st o ol o n ga n dh a sb e e nc ha n g e dt o“Fa c t o r sI nflu e n c i n gEt h i c a l Be ha vi or ” There is a new Concept Application , Justifying Unethical Behavior, with seven examples to illustrate

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the different thinking processes of justification. 

You Make the Ethical Call 2 has been updated.

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The two sections “S i mpl eGu i de st oEt hi c a lBe h a vi o r ”a n dt he“ St a k e h ol d e rAp pr o a c ht o

Et hi c s ”h a sb e e nc ombi ne di n t oon en e wma j ors e c t i on“ Gui de st oEt hi c a lBe ha v i or . ” 

The subsection on ways to find courage has been deleted.

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The end of chapter case is still Bill & Melinda Gates Foundation, but it has been updated, reorganized, and includes new information about the Foundation.

Lect ur eOut l i ne PowerPoint: You may use the PowerPoint supplement to enhance your lectures. Even if your classroom is not equipped to use PowerPoint, you can review the material on your personal computer to get teaching ideas and to copy the slides. Copies of the slides can be made into overheads.

I .

PERSONALI TYTRAI TSANDLEADERSHI P

Self-Assessment 1 Personality Profile If you want students to complete the Self-Assessment exercises throughout the book, you may want to tell students and spend a little time talking about them. A. Personality and Traits Traits are distinguishing personal characteristics. Personality is a combination of traits that classifies an individual’s behavior. Personality is developed based on genetics and environmental factors. B. Personality Profiles Personality profiles identify individual stronger and weaker traits. WORK APPLICATION 1 Select a present or past manager, and describe his or her personality profile using each of the Big Five dimensions. After rating each dimension as strong, moderate, or weak, give an example of traits and typical behavior of the manager for each dimension. Which dimensions are strongest and weakest?

1.

Job Performance

©2 0 1 3Ce n g a g eLe a r n i n g .Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d ,c o p i e do rd u pl i c a t e d ,o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

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Instructor’s Manual for Leadership: Theory, Application, Skill Development, 5e

Personality profiles are used to categorize people as a means of predicting job success, and high conscientiousness is a good predictor of job performance, whereas people who are unstable tend to have poor job performance. People who are high in openness to experience tend to lead innovation to improve organizational performance. 2.

The Big Five Correlates with Leadership

People high in surgency are perceived as leaderlike—they work hard, and they bring about change. They are not too concerned about being well-liked and trying to please everyone, and they are stable or not overly emotional. Learning Outcome (LO) 1. Explain the universality of traits of effective leaders. Traits are universal in the sense that there are certain traits that most effective leaders have. However, traits are not universal in the sense that there is no one list of traits that is clearly accepted by all researchers, and not all effective leaders have all the traits. C. Applying Trait Theory 1 .Unde r s t a ndi ngPe r s o na l i t yi sI mpo r t a nt Un d e r s t a n d i n gp e o p l e ’ sp e r s o n a l i t i e si si mp o r t a n tb e c a u s ep e r s o n a l i t ya ffe c t sb e h a v i o ra swe l la sp e r c e p t i o n sa n d a t t i t u d e s . Kn o wi n gp e r s o n a l i t i e sh e l p su st oe x p l a i na n dp r e d i c to t h e r s ’b e h a v i o ra n dj o bp e r f o r ma n c e . 2 .The r ea r eI mpo r t a ntLe a de r s hi pTr a i t s ,butAl lHa v eEx c e pt i o ns Ye st h e r ea r ec o mmo nt r a i t st h a te ffe c t i v el e a d e r st e n dt oh a v e .Ho we v e r ,t h e r ei sn ou n i v e r s a l l ya c c e p t e dl i s tb e c a u s e t h e r ea r ea l wa y se x c e p t i o n st ot h et r a i t s .Sowed o n ’ tn e e dt oh a v ea l lt h et r a i t st ob es u c c e s s f u ll e a de r s . 3 .Wec a nI mpr o v e Ass t a t e d ,wec a nc h a n g eo u rb e h a v i o rt ob emo r ee ffe c t i v e .Th ek e yt os u c c e s si st oa s s e s so u rp e r s o n a l i t ys t r e n g t h a n dwe a kn e s s e sa n dp l a nh o wt oc h a n g eo u rb e h a v i o rt oi mp r o v eo u rr e l a t i o n s h i p sa n dl e a d e r s h i ps k i l l s . 4 .Le a de r s hi pa ndNe ur o s c i e nc e Th e r ei sr e s e a r c hb e i n gd o n et os t u d yt h eh u ma nb r a i na n dt h efie l do fn e u r o s c i e n c et ob e t t e rp r e d i c ti n s p i r a t i o n a l l e a d e r sa n dt ou n d e r s t a n de ffe c t i v el e a d e r s h i p ,i t sa s s e s s me n t ,a n di t sd e v e l o p me n t .Bu tb e i n gan e wfie l dofs t u d y , f u r t h e rr e s e a r c hi sn e e d e db e f o r ewec a na p p l yl e a de r s h i pa n dn e u r o s c i e n c e . 5.

Derailed Leadership Traits

The six major reasons why executives are derailed are: 1.

They used a bullying style viewed as intimidating, insensitive, and abrasive.

2.

They were viewed as being cold, aloof, and arrogant.

3.

They betrayed personal trust.

4.

They were self-centered and viewed as overly ambitious and thinking of the next job.

5.

They had specific performance problems with the business.

6.

They overmanaged and were unable to delegate or build a team.

WORK APPLICATION 2 ©2 0 1 3Ce n g a g eLe a r n i n g .Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d ,c o p i e do rd u pl i c a t e d ,o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

Chapter 2 Leadership Traits and Ethics

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Select a present or past manager, and state whether he or she has any of the six traits of derailment. Give specific examples of weaknesses. 6 .Le a de r s hi pa ndNe ur o s c i e nc e There is research being done to study the human brain and the field of neuroscience to better predict inspirational leaders and to understand effective leadership, its assessment, and its development.

I I .

TheBi gFi v eI ncl udi ngTr ai t sofEffect i v eLeader s

LO 2. Describe the Big Five personality dimensions. The surgency personality dimension includes leadership and extraversion traits. The agreeableness personality dimension includes traits related to getting along with people. The adjustment personality dimension includes traits related to emotional stability. The conscientiousness personality dimension includes traits related to achievement. The openness-to-experience personality dimension includes traits related to being willing to change and try new things. The Big Five Model of Personality categorizes traits into the dimensions of surgency, agreeableness, adjustment, conscientiousness, and openness to experience. A. Surgency The surgency personality dimension includes dominance, extraversion, and high energy with determination. LO 3. Discuss why the trait of dominance is so important for managers to have. Because the dominance trait is based on the desire to be a leader, this trait affects the other traits in a positive or negative way based on that desire. 1. Dominance. Successful leaders assert themselves and want to be managers and to take charge. 2. Extraversion. It is on a continuum between extravert and introvert. 3 .Hi g he ne r g ywi t hde t e r mi na t i o n.Le a d e r st e n dt oh a v eh i g he n e r g ywi t hap o s i t i v ed r i v et owo r kh a r dt oa c h i e v e g o a l s . WORK APPLICATION 3 Se l e c tap r e s e n to rp a s tma n a g e ra n da s s e s sh i so rh e rs u r g e n c yt r a i t so fe ffe c t i v el e a d e r s .Gi v ea ne x a mp l eo ft h e ma n a g e r ’ ss t r o n go rwe a kd o mi n a n c e ,e x t r o v e r s i o n ,a n de n e r gy / d e t e r mi n a t i o ni nat y p i c a ls p e c i fics i t u a t i o n .

B.Agr eeabl eness Th ea g r e e a bl e ne s spe r s o na l i t ydi me ns i o ni n c l u d e st r a i t so fs o c i a b i l i t ya n de mo t i o n a li n t e l l i g e n c e . 1 .So c i a bi l i t y / Se ns i t i vi t y.So c i a b l e ‘ sa r ei n c l i n a t i o nt os e e ko u te n j o y a b l es o c i a lr e l a t i o n s h i p s .S e n s i t i v i t yr e f e r st o u n d e r s t a n d i n gg r o u pme mb e r sa si n d i v i d u a l s ,wh a tt h e i rp o s i t i o n so ni s s u e sa r e ,a n dh o wb e s tt oc o mmu n i c a t ewi t h a n di n flu e n c et h e m.

©2 0 1 3Ce n g a g eLe a r n i n g .Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d ,c o p i e do rd u pl i c a t e d ,o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

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Instructor’s Manual for Leadership: Theory, Application, Skill Development, 5e

2 .Emo t i ona lI nt e l l i g e nc e .Anoffs h oo to fI Qi sEQ( e mo t i ona lq uo t i e n t —EQo re mo t i on a l i nt e l l i g e nc e —EI ) .EIi st h ea b i l i t yt owo r kwe l lwi t hp e o pl ea ndi ti n flue n c e so u ra s s e s s me nto f p e o pl e . Th e r ea r ef o urc o mpo ne n t so fEQ: 

S e l f a war e n e s sr e l a t e st ob e i n gc ons c i ouso fy oure mo t i o nsa n dh o wt he ya ffe c ty ou r p e r s o na la n dpr of e s s i ona ll i f e .

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S oc i ala wa r e n e s sr e l a t e st ot h ea b i l i t yt ou n d e r s t a n do t he r s .

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S e l f ma na g e me n tr e l a t e st ot hea bi l i t yt oc o n t r old i s r u p t i v ee mo t i o ns ,o ur sa n do t he r s .

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Re l at i o ns hi pman a g e me n tr e l a t e st ot h ea b i l i t yt owo r kwe l l wi t ho t h e r s , wh i c hi sd e p e n d e n t o nt h eo t h e rt h r e eEIc o mp o n e n t s . .

WORK APPLICATION 4

Us i n gt hes a mema n a g e rf r om Wo r kAppl i c a t i o n3,a s s e s sh i so rh e ra gr e e a bl e n e s st r a i t sof e ffe c t i v el e a d e r s .Gi v ea ne x a mpl eo ft h ema n a g e r ’ ss t r on go rwe a ks oc i a b i l i t y/ s e n s i t i v i t ya n d e mo t i on a li nt e l l i g e nc ei nat y pi c a ls pe c i fics i t u a t i on

C.Adj ust ment Thea dj us t me ntpe r s onal i t ydi me ns i oni nc l u de st r a i t so fe mot i o nals t a bi l i t yands e l f c o nfid e nc e . 1 .Emo t i ona ls t a bi l i t y / s e l f c o nt r ola ndna r s s i s i m.Ad j us t me n ti sonac ont i n uumb e t we e n b e i n ge mo t i o na l l ys t a bl e( i nc o n t r olo fo ure mot i o ns )t ou ns t a b l e( o uto fc o n t r ol ) . Na r c i s s i s ta r ep r e o c c up i e dwi t ht h e ms e l v e s ,i gno r i n gt h ene e dso fo t he r s , ha v eu nr e a l i s t i c a s s e s s me nto ft h e i ra c t ua lc a pa b i l i t i e s ,a n dha v eas e n s eo fe nt i t l e me n t . 2 . Se l f c o nfide nc e .I ti sonac o nt i n u u mf r o ms t r o n gt owe a k , i n di c a t i n gwh e t h e rwea r es e l f a s s u r e d i no u rj u d g me n t s , d e c i s i o nma k i n g , i d e a s , a n dc a p a b i l i t i e s . WORK APPLICATION 5

Us i n gt hes a mema n a g e rf r om Wor kAppl i c a t i o n3 , a s s e s sh i so rh e re mo t i on a la d j us t me n t t r a i t sofe ffe c t i v el e a d e r s .Gi v ea ne x a mpl eo ft h ema n a g e r ’ ss t r o n go rwe a ke mo t i ona ls t a bi l i t y a n dn a r c i s s i s ma nds e l f c o n fide n c ei nat ypi c a ls pe c i fics i t u a t i o n.

©2 0 1 3Ce n g a g eLe a r n i n g .Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d ,c o p i e do rd u pl i c a t e d ,o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

Chapter 2 Leadership Traits and Ethics

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D.Consci ent i ousness Thec ons c i e nt i ous ne s spe r s o nal i t ydi me ns i oni nc l u de st r a i t so fde p e n dab i l i t ya n di n t e g r i t y . 1 .De pe nda bi l i t y .I ti so nac o nt i n uumbe t we e nr e s po ns i b l e / de p e nd a b l et o i r r e s p ons i bl e / u nd e pe n da b l e . Hi gh l yc ons c i e n t i ou spe o pl ea r ewi l l i n gt owor kha r da ndp uti n e xt r at i mea nde ffor tt oa c c o mp l i s hg o a l st oa c hi e v es uc c e s s —a l s oc a l l e dor g a ni z at i onc i t i z e n s hi p b e h a v i or . 2 .I nt e g r i t y.I ti sonac ont i nuumbe t we e nb e i n gh one s ta nde t hi c a lo rn ot .I n t e gr i t yi st he f oun da t i onf ort r u s t wo r t hi ne s s . Wed i s c u s se t h i c si nmor ed e t a i li nt h el a s ts e c t i ono ft h i sc ha p t e r . WORK APPLICATION 6

Us i n gt hes a mema n a g e rf r om Wor kAppl i c a t i o n3 , a s s e s sh i so rh e rc o n s c i e n t i ou s ne s st r a i t so f e ffe c t i v el e a d e r s .Gi v ea ne x a mpl eo ft h ema n a g e r ’ ss t r on go rwe a kde p e n da b i l i t ya n di nt e g r i t y i nat ypi c a ls p e c i fics i t u a t i on. ETHICAL DILEMMA 1 Downsizing and Part-Time Workers Answers will vary based on opinion.

E.Openness Theo pe nne s s t o e x pe r i e nc epe r s onal i t ydi me ns i oni nc l u de st r a i t so ffle x i b i l i t y ,i nt e l l i g e nc e , a ndi nt e r n all o c u so fc o nt r ol . 1 .Fl e x i bi l i t y .I tr e f e r st ot hea b i l i t yt oa d j us tt od i ffe r e n ts i t u a t i o nsa n dc ha n g e . Fl e xi b l ep e op l e a r eg e n e r a l l ymo r ec r e a t i v ea n di nno v a t i v e —wi l l i n gt ot r yn e wt hi n ga n dc ha n g e . 2 .I nt e l l i g e nc e . I tr e f e r st oc o gni t i v ea bi l i t yt ot hi nkc r i t i c a l l y ,t os ol v ep r ob l e ms ,a ndt oma k e d e c i s i ons .I ti sa l s or e f e r r e dt oa sg e n e r a lme n t a la b i l i t yi n t e l l i g e nc eq u o t i e n t( I Q) . I Q,EQ,a ndIg o tac l ue .I th a sb e e ns a i dt ha tt ob es u c c e s s f ulahi g hI Qi sn ote n ou gh .Wea l s o n e e ds t r on gi nt e r p e r s ona ls ki l l s ,o rah i g hEQ( l e a d i n g ) .Pl u s ,weh a v et oh a v eac l ueo fwha twe a r et r yi n gt oa c c o mpl i s h( ob j e c t i v e s )a ndho wwewi l lg e tt hej obd on e( pl a n ni n g ,o r g a ni z i n g ,a n d

©2 0 1 3Ce n g a g eLe a r n i n g .Al lRi g h t sRe s e r v e d .Ma yn o tb es c a n n e d ,c o p i e do rd u pl i c a t e d ,o rp o s t e dt oap u b l i c l y a c c e s s i b l ewe b s i t e ,i nwh o l eo ri np a r t .

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Instructor’s Manual for Leadership: Theory, Application, Skill Development, 5e

c o n t r ol l i n g ) .Ca ny out hi nko fa n yp e o pl ewhoa r ei nt e l l i g e n t ,bu tl a c kpe o pl es ki l l sord on ’ ts e e m t oh a v eac l ueo nwha tt od oo rh o wt og e tt hi n g sd o ne ? 3 .Loc uso fc o nt r ol .I ti so nac on t i nu um b e t we e nt h eb e l i e fi nwhoh a sc ont r o lo fou r p e r f or ma n c e .I n t e r n a l i z e r sbe l i e v et h e yha v ec on t r olo v e rt h e i rd e s t i n y/ p e r f or ma n c ea nd e xt e r na l i z e r sdo n ’ t . WORK APPLICATION 7

Us i n gt hes a mema n a g e rf r om Wor kAppl i c a t i o n3 , a s s e s sh i so rh e ro pe n ne s st oe xpe r i e n c e t r a i t sofe ffe c t i v el e a d e r...