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Discussion Questions
• Do you agree that self-awareness is
essential for being a good leader?
Can you think of negative
consequences that may result from
not having self-awareness?
• Extroversion is often considered a
good quality for a leader to have.
Why might introversion be
considered equally positive quality?
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Discussion Questions
• A survey found that 79% of CEOs
surveyed fall into the category of
being “highly optimistic”, but a much
lower percentage for CFOs. Do you
think these differences reflect
personality characteristics or the
different requirements of the two
jobs?
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The Secret Ingredient for
Leadership Success
• Self Awareness
• Leader Blind Spots
– Being a Jerk (Occasional vs. Perpetual)
– Too nice (People Pleaser)
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Definition of Personality
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• Value of understanding personality is
primarily to help leaders understand
their own basic personality
dimensions, and then to learn to
emphasize the positive and mitigate
the negative aspects of their own
style.
• Also helps you understand others to
know something about their
personality – knowledge that you can
use to guide YOUR behavior.
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Ex. 4.1 The Big Five Personality Dimensions
Quiet, Outgoing,
withdrawn, Low Extroversion High energetic,
unassertive gregarious
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Leader’s Self-Insight 4.1
• Page 103
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Personality Traits and
Leader Behavior
Two personality attributes that have significant impact
on behavior
• 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
– Dogmatism: receptiveness to others’ ideas and
opinions. Highly dogmatic people are close
minded and not receptive to others’ ideas. 10
Locus of control
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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 (happiness,
prosperity, freedom, equality, salvation).
• Instrumental Values
– Beliefs about the types of behavior that are
appropriate for reaching goals (e.g. honesty,
politeness, courage).
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Ex. 4.2 Differences in Value
Ranking
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• Values affect your perception of
situations. Perception is the process
people use to make sense of the
world by selecting, organizing, and
interpreting information.
• Affect how leaders relate to others
• Guide leaders’ choices and actions.
• http://blogs.wsj.com/independentstr
eet/2007/10/10/take-your-kids-to-
work-day-every-day/
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• National Culture, Generational
differences and Family Background
can influence how people rank values
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Leader’s Self-Insight 4.3
• Page 110
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Attitude
• Values help determine the attitudes
leaders have about themselves and about
their followers.
• An evaluation (either positive or negative)
about people, events, or things.
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Theory X and Theory Y
Two sets of attitudes how to interact with and influence subordinates:
Theory X Theory Y
• Dislike work • View work as natural
• Must be threatened • Self-directed
with punishment
• Exercise self-control
• Avoid responsibilities
• Accept responsibility
• Seek formal direction
• Seek responsibility
• Require security
• Make innovative
• Little ambition decisions
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Cognitive Style
How a person perceives,
processes, interprets, and
uses information
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Ex. 4.4 Hermann’s Whole Brain
Model
A D
Upper Upper
left Logical Holistic right
Analytical Intuitive
Fact-based Integrating
Quantitative Synthesizing
Organized Interpersonal
Sequential Feeling-based
Planned Kinesthetic C
B
Detailed Emotional Lower
Lower
left right
There is a reason why people think (and act) differently than you
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Action memo
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Myers-Briggs Type Indicator
(MBTI)
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MBTI Preferences
(see page 124 for more)
Preferences Represents
How one
E/I Extraversion Introversion re-energizes
Sensing Intuiting How one gathers
S/N
information
T/F Thinking Feeling How one makes
decisions
J/P Judging Perceiving How one orients to the
outer world
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MBTI
• All individuals have some development of both
sides of each pair of functions/attitudes.
• Each type has advantages and pitfalls. No
type is better than another.
• Accepting and understanding type helps
individuals be more effective.
• Understanding the full range of types helps an
individual to communicate and work effectively
with others.
• Pitfalls: labeling or excuse for behavior
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