Name: Ester Intan Sukma

ID: 11190002
Week 11

Leader:
-Traits
-Values
-Emotions
-Personality
-Temperament
-Characters

Leader:
-Attitude
→From your attitude impact on Leader Behaviors → Impact to Follower’s attitude
behavior → Impact to performance.

-What is Personality?
The sum total of ways in which an individual reacts and interacts with others.
Example: To interact from you to me.
What Determines Personality?
-Heredity = DNA, gen, how we think, react, behavior.
-Situation = you have done with experience, situation determines to your personality.
From like rich in economic, then impact to personality. Or family school, job society.
-Environment = Like Indonesia in good temperature, to behave personality.

Personality Traits
-Definition:
Enduring characteristics that describe an individual’s behavior
-Search for Primary Traits
-Attempt to identify and label enduring characteristics
-16 Personality Factors
-The Myers-Briggs Type Indicator (MBTI)
-The Big Five Model (to Leadership Behavior)
Big 5 Personality Model
Self Assessment:
1. 3
2. 2
3. 4
4. 2
5. 4
6. 5
7. 3
8. 5
9. 3
10. 4
11. 3
12. 3
13. 3
14. 5
15. 5
16. 3
 17. 4
18. 5
19. 5
20. 5
21. 5
22. 3
23. 5
24. 4
25. 4
26. 3
27. 4
28. 4
29. 5
30. 3
31. 5
32. 4
33. 3
34. 5
35. 4
36. 3
37. 5
38. 5
39. 5
40. 3
41. 2
42. 4
43. 5
44. 1
BFI scale scoring:
-Extraversion:
3+4+3+3+16+3+24+3 = 59
-Agreeableness:
1+3+9+4+3+21+4+29+4 = 78
-Conscientiousness:
4+6+3+14+18+4+3+5+34 = 91
-Neuroticism:
2+7+5+5+16+5+27+5 = 72
-Openness:
4+4+5+5+4+3+28+3+32+1 = 89
Big 5 Personality Model:
1. Extraversion → describing someone who is sociable, gregarious, assertive,
outgoing, talkative.
2. Agreeableness →describing someone who id good-natured, cooperative, and
trusting
3. Conscientiousness →describing someone who is responsible, dependable,
persistent, and organized
4. Emotional Stability (vs. Neuroticism) → Characterizing someone as calm, self-
confident, secure(positive) versus nervous, depressed, and insecure (negative).
5. Openness to Experience → characterizing someone in terms of imaginativeness,
artistic, sensitivity, and intellectualism.

-Conscientiousness predicted job performance for all occupational groups.

-Extraversion predicted performance in managerial and sales positions.
-Openness to experience is important in predicting training proficiency.

Understanding the relationship between personality traits and leadership behaviors

has important implications for the selection, training, and development of new
leaders.
Transformational Leadership:
-Idealized Influence: high standards of moral and ethical conduct, are held in high
personal regard, and engender loyalty from followers.
-Inspirational Motivation: a strong vision for the future based on values and ideals
-Intellectual Stimulation: challenge organizational norms, encourage divergent thinking,
and push followers to develop innovative strategies.
-Individual Consideration: aim at recognizing the unique growth and developmental
needs of follower.
Transactional Leadership:
-Contingent Reward: monitoring and controlling employees through rational or
economic means
-Management by Exception-Active: monitoring performance and taking action if
necessary
-Management by Exception-Passive: intervene only when problems become serious
-Laissez-faire: non-leadership or avoidance of leadership responsibilities.

Research Findings 1
-Extraversion
-Strong relationship with all three transformational leadership behaviors
-Strongest correlation of study was extraversion and charisma
-Negative association with passive leadership
-Neuroticism (negative leadership behavior)
-Negative relationship with all three transformational leadership behaviors
-Positive association with passive leadership.
-Agreeableness and Conscientiousness
-Negative associations with passive leadership
-All traits expect neuroticism
-Negatively associated with exception-passive leadership
-All other associations were deemed as weak, or showing a great deal of variability,
causing them to be of little practical use.
-The study indicates that extraversion may be an important trait in predicting and
understanding leadership
-Extraversion had the strongest correlation with transformational leadership of the big
five personality traits.

Research Findings II
-More extraverted men were more likely to emerge as leaders, but only when observed
by an attractive female
-Extraversion did not correlate with a desire to lead when a male observer was present
or when there was a lack of an observer

Research Findings III

-The research identified differential prediction by gender when using personality traits
to predict transformational leadership behaviors.
-Instances of differential prediction were found for each of the personality traits
examined: extraversion, neuroticism, and agreeableness.
-The most important finding was for extraversion, which emerged as a stronger
predictor of transformational leadership for women relative to men.
-Transformational leadership behaviors are viewed as more effective in women relative
to men.