Nghệ thuật lãnh đạo - Chapter 3: Individual differences and traits

er's personality influences his/her preferences, style, and behavior. Personality may affect the ease with which a leader learns skills and able to implement them. Being aware of key personality traits shown to affect work-related behaviors can help leaders develop their self-awareness and aid them in their learning and development. Traits can be strong predictors of leadership when considered in an integrated system that includes several individual difference characteristics and situational and contextual variables. The Big Five Personality Dimensions Conscientiousness Extraversion-Introversion Agreeableness Emotional Stability Openness to Experience The Big Five Personality Dimensions Conscientiousness The extent to which individuals are hardworking, organized, dependable, and persevering (high conscientiousness) versus lazy, disorganized, and unreliable (low conscientiousness). The Big Five Personality Dimensions Extraversion-Introversion The degree to which individuals are gregarious, assertive, and sociable (extraverts) versus being reserved, timid, and quiet (introverts). The Big Five Personality Dimensions Agreeableness The extent to which individuals are cooperative and warm (highly agreeable) versus cold and belligerent (highly disagreeable). The Big Five Personality Dimensions Emotional Stability The degree to which individuals are insecure, anxious, depressed, and emotional (emotionally unstable) versus calm, self-confident, and secure (emotionally stable). The Big Five Personality Dimensions Openness to Experience The extent to which individuals are creative, curious, and cultured (open to experience) versus practical and with narrow interests (closed to experience). Other Personality Traits Locus of Control Type A Behavior Self-Monitoring Myers-Briggs Type Indicator (MBTI) Machiavellian Personality Narcissism Locus of Control Locus of control is an indicator of an individual’s sense of control over the environment and external events. Locus of Control People with a high internal locus of control believe that many of the events around them are a result of their action, feel a sense of control over their lives, attribute their successes and failures to their own efforts, are more proactive and take more risks, demonstrate the motivation, energy, and self-confidence, are less anxious, set harder goals, and are less conforming to authority, make greater efforts to achieve their goals and tend to be more task oriented, tend to be more ethical in their decision making and harsher on bribery, and open to globalization. Locus of Control People with a external locus of control attribute the events in their lives to forces external to them – such as luck, other powerful people, or a deep religious faith, attribute their success to luck and interpersonal skills rather than to their intelligence and ability do not generally perceive a high degree of control over their lives are more reactive to events and less able to rebound from stressful situations rely on others’ judgments and conform to authority more readily are likely to use more coercive power tend to be reactive, believe others will do the same and overcontrol their followers to compensate for how they perceive others. Type A vs. Type B Behavior Type A Behavior Pattern: A pattern of behavior involving high levels of competitiveness, time urgency, and irritability. Type B Behavior Pattern: A pattern of behavior characterized by a casual, laid-back style; the opposite of the Type A behavior pattern. Type A Behavior Type A: trying to do more in less and less time, need for control. Type A characteristics and behaviors: Time urgency: being in a hurry, impatience, and worries about time. Competitiveness: highly competitive in work, social, and sport situations; measure outcome against others and keep track of performance; getting ahead and winning. Polyphasic behaviors: involves doing several things at once. Although everyone is likely to undertake several activities when pressured, Type A often do so even when not required to by work or by other deadlines. Hostility: is manifested in explosive speech; diffused anger; intolerance for delays or mistakes; and a generally fiery, aggressive, and sometimes malicious style of interaction Type A Behavior Type A Behavior Relationship between Type A to leadership: Type A executives see more threats in the environment of their organizations, and set challenging strategies that still provide them with a sense of control; tend to be poor delegators and generally prefer to work alone. With the increasing focus on cooperation, use of teams, and empowerment as a leadership style, the inability to delegate can present an obstacle to successful leadership. like to maintain control over all aspects of their works; tend to set high performance goals, and have high expectations for themselves and those around them. Such high expectations lead to faster promotions at lower organizational levels, to high performance and high quality, as well as to overload and burnout when carried to an extreme. do not recognize and admit that they are tired. They are hard workers who may not understand other people’s less approach to work. Self-Monitoring Self-monitoring: identifies the degree to which people are capable of reading and using the cues from their environment to determine their behaviors. A personality trait involving the extent to which individuals adapt their behavior to the demands of specific situations so as to make good impressions on others. Self-Monitoring High self-monitors (SMs) – individuals who score high on the scale – are able to read environmental and social cues regarding what is appropriate behaviors, and use those cues to adjust their behaviors; can present themselves and manage impressions, and are able to mirror and mimic others’ behaviors; are particularly good at getting along with others and even may be more likely to emerge as leaders because of their ability to get ahead, and that they may be more adaptive and innovative. Self-Monitoring Self-Monitoring Low self-monitors do not read the cues or do not use them to change their behaviors; are more internally determined and are likely to appear constant across different situations  make them more accurate decision makers regarding performance ratings and personnel decisions. Impact on conflict management Impact of gender, self-monitoring, and Type A on conflict management and leadership in organizations: High SMs emerge as leaders more often than do Low SMs. Men emerge as leaders more often than do women. Type As are in conflict more often than are Type Bs, particularly when dealing with their subordinates. High SMs resolve conflicts cooperatively when dealing with their subordinates and supervisors. Women generally report lower levels of conflicts with both their subordinates and supervisors. High SM women are especially sensitive to various organizational cues and seem to perceive more conflict. Myers-Briggs Type Indicator (MBTI) MBTI is one of the most widely used personality tests in organizations for leadership training and team building (Hammonds, 2001) Four MBTI Categories: Myers-Briggs Type Indicator (MBTI) Machiavellian Personality A personality trait involving willingness to manipulate others for one’s own purposes. The Machiavelli (Mach) scale: measures an individual’s willingness to put self-interest and his/her preferences above the interests of the groups, and the ability to influence and manipulate others for personal gain (Jaffe, Nebenzahl, and Gotesdyner, 1989; Panitz, 1989). Machiavellian Personality High Machs: view human nature cynically, show few scruples, and are willing to set outside the bounds of formal authority; are more flexible in the type of behavior they use to influence others, relying on emotional appeals rather than logic and rational argument. Low Machs: tend to be overly naïve and trusting. Machiavellian Personality Neither the high Machs nor low Machs are likely to be effective leaders. High Machs are too focused on their personal goals; Low Machs are not skilled at the legitimate tactics essential for effective leadership. Individuals who are medium Machs tend to be the most effective leaders. They are good negotiators, and savvy about manipulation of others to reach goals, but, they do not abuse their power, and they focus on achieving organizational rather than personal goals. Narcissism Characteristics of narcissism: Grandiose sense of self-importance and exaggeration of one’s achievement and talents Preoccupation with power and success Arrogance Indifference to others and self-absorption Inability to tolerate criticism and a fragile self-esteem Desire to be the center of attention at all times Sense of entitlement Exploiting others without guilt to achieve goals Lack of empathy for others and inability to understand others’ feelings Trouble building meaningful relationships Chapter 3 3.6- Characteristics of Leaders Who Fail Characteristics of leaders who fail Abrasive, intimidating style Coldness and arrogance Untrustworthiness Self-centeredness and overly political actions Poor performance Inability to delegate Chapter 3 3.7- Using Individual Characteristics Using individual characteristics Despite the validity of the constructs presented, it is important to limit the use of the scales to the purpose for which they are developed. The scales are all good self-awareness and self-development tools. Self-awareness: the first step to leadership effectiveness is being aware of one’s strengths, weaknesses, and personality characteristics. The self-awareness trends in the business sector are leading to the use of 360-degree feedback, which allow managers to receive feedback about their behaviors, style, and performance, not only from their bosses but also from their peers and subordinates. Another self-awareness tool is the use of mediation and self-reflection  increasing self-awareness and managing stress. Questions ?