Chapter 4

The Leader as an Individual

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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.
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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.

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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

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 Ex. 4.1 The Big Five Personality
Dimensions
Quiet, Outgoing,
withdrawn, Low Extroversion High energetic,
unassertive gregarious

Aloof, easily Warm,

Low Agreeableness High considerate,
irritated
good-natured

Impulsive, Low Conscientiousness High Responsible,

carefree dependable ,
goal-oriented

Moody, tense, Stable,

lower self- Low Emotional Stability High confident
confidence

Narrow field Imaginative,

of interests, Low Openness to Experience High curious, open to
likes the tried- new ideas
and-true
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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

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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.
Instrumental Values
Beliefs about the types of behavior that are
appropriate for reaching goals.
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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.

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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

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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

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Myers-Briggs Type Indicator (MBTI)

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 Charismatic Leaders
Leaders
Likableness Shared perspective Shared perspective and
makes leader likable idealized vision make
leader likable and an
honorable hero worthy of
identification and
imitation
Trustworthiness Disinterested advocacy Passionate advocacy by
in persuasion attempts incurring great personal
risk and cost

Relation to status quo Tries to maintain status Creates atmosphere of

quo change

Future goals Limited goals not too Idealized vision that is

discrepant from status highly discrepant from
quo status quo 13
Ex. 4.5 (contd.)
Noncharismatic Charismatic Leaders
Leaders
Articulation Weak articulation of Strong and inspirational
goals and motivation to articulation of vision and
lead motivation to lead

Competence Uses available means to Uses conventional

achieve goals within means to transcend the
framework of the existing existing order
order
Behavior Conventional, conform to Unconventional, counter-
norms normative

Influence Primarily authority of Transcends position;

position and rewards personal power based
on expertise and respect
and admiration for the
leader 14
 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

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