Chapter 2
Chapter
Part One:
Individuals As2Leaders
Leadership Traits
and Ethics
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Learning Outcomes
1) Explain the universality of traits of effective leaders.
2) Describe the Big Five personality dimensions.
3) Discuss why the trait of dominance is so important for
managers to have.
4) State how the Achievement Motivation Theory and the
Leader Motive Profile are related and different.
5) Identify similarities and differences among Theory X and
Theory Y, the Pygmalion effect, and self-concept.
6) Describe how attitudes are used to develop four leadership
styles.
7) Compare the three levels of moral development.
8) Explain the stakeholder approach to ethics.
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Personality Trait
• Traits are distinguishing personal
characteristics.
• Personality is a combination of traits that
classifies an individual’s behavior.
> Understanding personalities helps explain and
predict others’ behavior and job performance.
• Personality profiles identify an individuals’
stronger and weaker traits.
> Usage can increase self awareness.
See Exhibit 2.1: Why Executives Are Derailed.
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Big Five Model of Personality
• The Big Five Model of Personality
categorizes traits into the dimensions of
surgency, agreeableness, adjustment,
conscientiousness, and openness to
experience.
• In applying trait theory, remember:
> Many successful leaders have the Big Five
traits, but there are always exceptions.
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Big Five Model of Personality
• The surgency personality dimension includes
•
•
•
•
dominance, extraversion and high energy with
determination.
The agreeableness personality dimension includes
traits of sociability and emotional intelligence.
The adjustment personality dimension includes traits
of emotional stability and self-confidence.
The conscientiousness personality dimension includes
traits of dependability and integrity.
The openness-to-experience personality dimension
includes traits of flexibility, intelligence and internal
locus of control.
See Exhibit 2.2.
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with a certain product or service or otherwise on a password-protected website for classroom use.
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Effective Leader Personality Profiles
• David McClelland’s trait theories have strong
research support and great relevance to the
practice of leadership.
• Achievement Motivation Theory attempts to explain
and predict behavior and performance based on a
person’s need for achievement, power, and affiliation.
> Relates to Conscientiousness, Surgency and Agreeableness.
• Leader Motive Profile Theory attempts to explain
and predict leadership success based on a person’s need
for achievement, power, and affiliation.
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with a certain product or service or otherwise on a password-protected website for classroom use.
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Leader Motive Profile (LMP)
• The Leader Motive Profile (LMP) includes a high
need for power, which is socialized; that is
greater than the need for affiliation and with a
moderate need for achievement.
> Socialized power is the Big Five adjustment dimension.
> Conscientiousness – Big Five dimension.
> Effective leaders have a lower need for affiliation than
power.
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with a certain product or service or otherwise on a password-protected website for classroom use.
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The Big Five
Model
of Personality
Leadership Traits
within the Big Five
Achievement
Motivation Theory
and LMP
Surgency
a. Dominance
b. Extraversion
c. Energy/Determination
Need for power
Agreeableness
d. Sociability/Sensitivity
e. Emotional intelligence
Need for affiliation
Adjustment
f. Emotional Stability and
Narcissism
g. Self-confidence
Socialized power (LMP)
h. Dependability
i. Integrity
Need for achievement
Conscientiousness
Openness
j. Flexibility
k. Intelligence
l. Locus of control
No separate need; it is
included in the other
needs
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Leadership Attitudes
• Attitudes are positive or negative feelings
about people, things, and issues.
• Everyone has positive and negative
attitudes, but
> Being positive or negative is a choice.
• Successful leaders have positive, optimistic
attitudes.
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Theory X and Theory Y
• Douglas McGregor classified attitudes or
belief systems, called assumptions as
Theory X and Theory Y.
• Theory X and Theory Y attempt to explain
and predict leadership behavior and
performance based on the leader’s attitude
about followers.
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Pygmalion Effect
• The Pygmalion effect proposes that
leaders’ attitudes toward and expectations
of followers, and their treatment of them,
explain and predict followers’ behavior and
performance.
> In business, expectations are stated as
objectives and standards.
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Self-Concept
• Self-concept refers to the positive or negative
attitudes people have about themselves.
> If you have a positive view of yourself, you likely
have the positive self-confidence trait.
• Self-efficacy is the belief in your own
capability to perform in a specific situation.
> Based on your self-concept and self-confidence.
> Henry Ford said: “If you think you can, you can; if
you think you can’t, you can’t”.
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Developing a Positive Attitude and
Self-Concept
• Behavior and performance are consistent
with how we see ourselves.
• Self-awareness and self-development help.
• See the text for ideas on how to change
your attitudes and develop a positive selfconcept.
Also see Exhibit 2.4.
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with a certain product or service or otherwise on a password-protected website for classroom use.
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Ethical Leadership
• Ethics are the standards of right and
wrong that influence behavior.
> Members of organizations face moral issues.
> Leaders set the ethical climate and are
responsible for employee behavior.
> Government laws help keep business honest.
Sarbanes-Oxley Act of 2002.
o AACSB says ethical understanding is an important
competency.
o
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Does Ethical Behavior Pay?
• Yes – direct link to bottom-line performance.
• Unethical decisions have led to:
> dramatic costs in fines and reputational damage,
> imprisonment, and
> financial damage to society.
• Being ethical is difficult, but it has rewards.
• There is a direct link between being ethical
and being an effective leader.
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Factors Affecting Ethical Behavior
Personality
Traits and
Attitudes
Moral
The Situation
Development
• Moral development refers to understanding right from
wrong and choosing to do the right thing.
> Three levels of moral development: Postconventional,
Conventional and Preconventional. See exhibit 2.5.
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Justifying Unethical Behavior
• Moral justification is the thinking process
of rationalizing unethical behavior.
> Higher purpose.
> Displacement of responsibility.
> Diffusion of responsibility.
> Advantageous comparison.
> Disregard or distortion of consequences.
> Attribution of blame.
> Euphemistic labeling.
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Guides to Ethical Behavior
• Golden rule – lead others as you want to be led.
• Four-way test – ask yourself four questions.
> Is it the truth? Is it fair to all concerned? Will it build
goodwill and better friendship? Will it be beneficial to
all concerned?
• Code of ethics – also called Codes of Conduct.
• Stakeholder approach to ethics, one creates a win-
win situation for relevant parties affected by the
decision.
• Reluctance to ask advice and continual justification
means the decision may not be ethical.
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Key Terms
• achievement motivation theory
• adjustment personality
dimension
• agreeableness personality
dimension
• attitudes
• big five model of personality
• conscientiousness personality
dimension
• ethics
• leader motive profile (LMP)
• leader motive profile theory
• moral justification
• openness-to-experience
personality dimension
• personality
• personality profiles
• Pygmalion effect
• self-concept
• stakeholder approach to ethics
• surgency personality
dimension
• theory X and theory Y
• traits
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
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