L e a d e r s h i p Tr a i t s

and Ethics
GROUP 1
CONTENTS

Introduction

Big Five Model of

1 Personality

PRESENTED BY
Li Li
Introduction
Introduction

I am in a warm and well-organized group

Lovely group members:

Considerate group leader

Learning Outcomes

1. Big Five personality dimensions. (Li Li)

2. Universality traits of effective leaders. (Sun Dawei)

3. Achievement Motivation Theory and Leader Profile. (Sun Dawei)

4. Theory X, Theory Y, Pygmalion Effect. (Ain)

5. Three levels of moral development. (Jannah)

6.The stakeholder approach to ethics. (Maisarah)

 Review

1. What is leadership?
2. Why do we need leadership?
3. Are leaders born or bred?
 Leadership
• Leadership is the influencing process of leaders and followers to
achieve organizational objectives through change.
 The Chen Sheng-Wu Guang
Uprising (209 B.C.)
The first large-scale peasant
uprising in China's history

Is there anyone born as a king, duke, general or minister?

The following dynasties had to consider the issue of popular support,

which alleviated the oppression of the people to a certain extent

Mencius said: To a state,the people are the most important thing.The

state comes second.The ruler is the least important.
 Importance
■ For crisis situations
■ For organizational performance
■ For employee job satisfaction
■ For successful management

Speech by Elizabeth I in 1588

I know I have the body of a weak and feeble

woman, but I have the heart and stomach of a king
and a King of England too, and think foul scorn
that Spain or any prince of Europe, should dare
invade the borders of my realm to which rather
dishonour I myself will take up arms.
 Born or bred
How about your idea? and can you give some examples to
support your idea?

https://www.bilibili.com/video/BV1HA411F7n4/?spm_id_from=333.788.recommend_more_video.-1
 O N E

1
Big Five Model of
Personality
 Content

1. The Great Man Theory

2. Trait Theory
3. Big Five Model of
Personality
The Great Men theory
Carlyle- "The history of the world is but Characteristic of Great men
the biography of great men."
• charismatic and pleasant
Assumptions:
• they bring order to Chaos
Effective leaders are born and not made
• born with the right traits
and possess certain traits which were
inherited • pick a suitable Hero class

Great leaders can arise when there is a

great need
The great men theory
On Heroes, Hero-Worship, and the
Heroic in History (1841)
Six hero type
• as divinity (pagan myths),
• as prophet (Muhammad),
• as poet (Dante and William
Shakespeare),
• as priest (Martin Luther and John
Knox),
• as man of letters (Samuel Johnson
and Robert Burns)
• as king (Oliver Cromwell and
Napoleon Bonaparte) .
Conclusion:
Leaders are exceptional people, born
with innate qualities, destined to lead
Term 'man' was intentional - concept
was primarily male, military and
Western.
Reference:
https://www.bing.com/videos/search?q=the+great+man+
theory&qpvt=the+great+man+theory&view=detail&mid=6
5D8235D3A6699C8336665D8235D3A6699C83366&&F
ORM=VRDGAR&ru=%2Fvideos%2Fsearch%3Fq%3Dth
e%2Bgreat%2Bman%2Btheory%26qpvt%3Dthe%2Bgre
at%2Bman%2Btheory%26FORM%3DVDRE
The great men theory
Criticism

• “You must admit that the genesis of

a great man depends on the long
series of complex influences which
has produced the race in which he
appears, and the social state into
which that race has slowly grown....
before he can remake his society,
his society must make him”

• - Herbert Spencer
Donald Trump

• the 45th president of the United States,
is a prominent business figure and
f o r m e r r e a l i t y T V s t a r. H i s e l e c t i o n i n
2016 triggered discussion among
leadership theorists. While Great Man
Theory has been nearly put to sleep
across the board, the controversy
surrounding President Trump has
rea wakened the idea. Wit h his drast ic
willfulness, self-confidence, and
unrepressed spontaneity. Regardless of
whether he was elected for his
personality or not, these theorists argue
that his characteristics are crucial to the
results of his presidency.
• Even though recent years have
considered Great Man Theory dead and
the personality of the leader more or
less irrelevant to the success of a group,
P res ident Trump’ s pers onalit y has
been shown to play a major role in his
a c t i o n s a s o u r n a t i o n ’ s l e a d e r. T h i s
contrasts from most of the presidents
w e ’ v e s e e n t h r o u g h o u t h i s t o r y, w h o
have relied on the advice and ruling of
their cabinet and strict systematic
processes, which made the impact of
their personalities quite small. In this
w a y, t h e o r i s t s s u g g e s t , G r e a t M a n
Theory has made a comeback to the
modern world (Bell).
Donald Trump
Discussion Questions:

• 1. How much of an influence do the

characteristics of a leader really have
on their role?

• 2. Can characteristics have different

c o n n o t a t i o n s i n d i ff e r e n t s e t t i n g s ? F o r
example, can someone with a
personalit y trait vie wed negat iv ely in a
social setting, maybe bluntness, be R e f e r e n c e : D a vi d A . B e l l :

viewed positively in a polit ical setting? • h t t p s :/ / f o r e i g n p o l i c y. c o m/ 2 0 1 7 / 0 1 / 1 2 / d o n a l d -

t r u mp - i s - mak i ng - t he - gr eat - ma n - the or y - o f- h i s t or y -
What other traits have different
great-again/
connotations in multiple settings?
• h t t p s :/ / d i g i t a l c o mmo n s . i ms a . e d u / c g i / vi e wc o n t e n t . c
g i ? a r t i c l e =1 0 1 3 & c o n t e xt =c o r e
Trait and personality
P e r s on a l it y
Trait
• t h e s u m t o t a l o f a l l t h e b e h a vi o u r a l a n d m e n t a l
• a quality that makes one person or thing
c h a r a c t e r i s t i c s b y m e a n s o f wh i c h a n i n d i vi d u a l i s
different from another (webster)
recognized as being unique(collins)
Connection betw een the Great men theory and Trait theory
• Trait Theory is derived from Great • Contrary to Great Man Theory,
Man Theory and follows the same • Trait Theory identifies the specific
concept characteristics that leaders hold, and
• that successful leaders are those suggests that some traits are only
that possess a certain list of traits useful when specific to the situation,
that enhance their abilities. while others are universal among
leaders. Among the universal traits

Reference:

https://digitalcommons .i msa.edu/cgi /viewconte

nt.cgi?article=1013&context=core
Trait Theory

Assumptions Aims

• People are born with inherited traits. • to find the traits that all great
leaders have in common.
• Some traits are particularly suited to
leadership. • to use these traits to identify future

• People who make good leaders have leaders.

the right (or sufficient) combination

of traits • Reference: https ://www.bing.com/videos /sear
ch

• Reference: http://changingminds .org/disciplin

es/leadership/theories /trai t_theor y.htm
• Reference:

• https://www.bing.com/videos /searc h?q=thom

as+carlyle+great+man+theory&ru=%2fvideos
%2fsearch%3fq%3dthomas%2bcarlyle%2bgr
eat%2bman%2btheory%26qpv t%3dthomas %
2bcarlyle%2bgreat%2bman%2btheor y%26FO
RM%3dVDRE&qpv t=thomas +c arl yle+great+m
an+theory&view=detail&mi d=E07B088C5C75
7ABC005BE07B088C5C757ABC005B&&FOR
M=VDRVRV
Big five personality model
• To d a y, m a n y r e s e a r c h e r s b e l i e v e
that there are five core personality
traits.1

• Evidence of this theory has been

g ro w ing for man y yea rs , be g i nn i n g
w i t h t h e r e s e a r c h o f D . W. F i s k e
(1949) and later expanded upon by
other researchers including Norman
(1967), Smith (1967), Goldberg
(1981), and McCrae & Costa (1987).
• Reference: https ://www.ver ywellmind.com/the
-big-five -pers onality -dimensi ons -2795422
Openess,conscientiousness,extraversion, agreebleness, neurotism
Big five personality model
Advantages and disadvantages

Advantages Disadvantages

• easy to understand and intuitive • not possible to know the relative

importance of traits
• lots of research has been done to
confirm the importance of traits • it ignores cultural factors

• gives you pointers to improve • traits are situation-dependent

• universal traits don’t exist

Summary
• the Great Men theory • Next speaker will be my group member

• Trait theory • Sun Dawei

• Big Five personality Model • Universality traits of effective leaders

• Achievement Motivation Theory and Leader

Profile.
THANKS
Leadership Traits and Ethics

2. Universality Traits of
Effective Leaders
Sun Dawei
 I. L e a d e r s h i p Tr a i t s

CONTENTS II. Tr a i t s o f E f f e c t i v e L e a d e r s
and Personal Perspective
 I

Leadership Traits
 Leadership Traits
Early Research
In the early 20th century, leadership traits were
studied to determine what made certain people
great leaders. The theories that were developed
were called “great man” theories because they
focused on identifying the innate qualities and
characteristics possessed by great social, political,
and military leaders (e.g., Catherine the Great,
Mohandas Gandhi, Indira Gandhi, Abraham
Lincoln, Joan of Arc, and Napoleon Bonaparte).
It was believed that people were born with these
traits, and that only the “great” people possessed
them.
 Leadership Traits

Mid-20th and 21th Century Research

In the mid-20th century, the trait approach was challenged

by research that questioned the universality of leadership
traits. In a major review, Stogdill (1948) suggested that no
consistent set of traits differentiated leaders from non-
leaders across a variety of situations. An individual with
leadership traits who was a leader in one situation might
not be a leader in another situation. Rather than being a
quality that individuals possess, leadership was
reconceptualized as a relationship between people in a
social situation. Personal factors related to leadership
continued to be important, but researchers contended that
these factors were to be considered as relative to the
requirements of the situation.
 Leadership Traits

In a study to determine what distinguishes

charismatic leaders from others, Jung and Sosik
(2006) found that charismatic leaders consistently
possess traits of self-monitoring, engagement in
impression management, motivation to attain
social power, and motivation to attain self-
actualization. In short, the trait approach is alive
and well. It began with an emphasis on
identifying the qualities of great persons, shifted
to include the impact of situations on leadership,
and, currently, has shifted back to reemphasize
the critical role of traits in effective leadership.
 Leadership Traits
Two Typical Surveys :
Although the research on traits spanned the entire 20th century, a good
overview of this approach is found in two surveys completed by Stogdill
(1948, 1974).

Stogdill’s first survey showed that leaders in one situation may not
necessarily be leaders in another situation. It is said that leadership was not a
passive state but resulted from a working relationship between the leader and
other group members. This research marked the beginning of a new approach
to leadership research that focused on leadership behaviors and leadership
situations.

Stogdill’s second survey was more balanced in its description of the role of
traits and leadership. Whereas the first survey implied that leadership is
determined principally by situational factors and not traits, the second survey
argued more moderately that both traits and situational factors were
determinants of leadership. In essence, the second survey validated the
original trait idea that a leader’s characteristics are indeed a part of leadership.
 Early 1900s 1930-50s 1970s - Early 90s Today

5 Major Historical
Great Man Theories
Traits Interacting With Revival of Critical Role of 5 Major
Leadership Traits
Situational Demands on Leaders Traits in Leader Effectiveness
(Northouse)
Shifts
•Research focused • Landmark Stogdill (1948) • Stogdill (1974) • Intelligence
in
on individual study - analyzed and - Analyzed 163 new studies • Self- Trait
characteristics synthesized 124 trait studies with 1948 study findings Confidence
that universally - Leadership - Validated original study • Determination Perspective
differentiated reconceptualized - 10 characteristics • Integrity
leaders as a relationship between positively identified with • Sociability
from non-leaders people in a social situation leadership

• Mann (1959) reviewed 1,400 • Lord, DeVader, & Alliger

Innate Qualities findings of personality and
leadership in small groups
- Less emphasis on situations
- Suggested personality traits
could be used to discriminate
• Kirkpatrick & Locke (1991)
leaders from non-leaders
Situations
(1986) meta-analysis
- Personality traits can be
used to differentiate
leaders/non-leaders
- 6 traits make up the
“Right Stuff” for leaders
Personality / Behaviors
 II
Traits of Effective Leaders with
Personal Perspective
 Traits of Effective Leaders
Nine Traits of Effective Leaders
1.Dominance: want to be in charge of certain issues

2.High Energy: hard working ,persistence ,always energetic to “lead” or to “design”

3.Self-confidence:trust him/herself

4.Locus of Control: belief in control of own destiny

5.Stability:positive,one could control him/herself emotionally and physically

6.Integrity:Honesty ,fair in dealing with problems

7.Intelligence: high IQ and being professional in certain fields

8.Flexibility:willing to adopt to the changes in working process

9.Sensitivity:always be aware of new issues in working process

 Traits of Effective Leaders

 Perception that leaders are different in that they possess special traits
 People “need” to view leaders as gifted
 Deeper level understanding of how leader/personality related to leadership process
 Provides benchmarks for what to look for in a leader

Strength
 Traits of Effective Leaders

 Fails to delimit a definitive list of leadership traits

 Endless lists have emerged
 Doesn’t take into account situational effects
 Leaders in one situation may not be leaders in another situation
 Research fails to look at traits in relationship to leadership outcomes
 Not useful for training & development

Criticisms
Leadership Traits and Ethics

3. Achievement Motivation
Theory and Leader Profile
Sun Dawei
 I. Achievement
Motivation Theory

CONTENTS II. Leader Profile

 I

Achievement
Motivation Theory
 Achievement Motivation Theory
Achievement motivation theory was proposed by Harvard University professor David McLeland in a series of articles in
the 1950s, also called three theories of needs, which requires theory and acquired need theory. He summed up people's
high-level needs into demands for achievement, power, and affinity, namely, demands for achievement, power, and
affinity.
After more than 20 years of research, David McLeland concluded that many human needs are not physiological, but
social, while visual social needs are not innate, but acquired, from the environment, experience, and education.

Need For: Achievement, Power and Affiliation

 Achievement Motivation Theory
McClelland's theory of achievement needs. He believes that there are three basic needs
of human beings: achievement, power and Affiliation(friendship). People with high
achievement need to be concerned about the success or failure of their career, willing to
accept challenges and put forward some difficult goals for themselves. McClelland's
research shows that, for managers. Achievements need to be strong.

Need for Achievement

Need for Power

Need for Achievement(Friendship)

 Achievement Motivation Theory
Need for Achievement

Strong need for achievement people:

1.Take responsibility for results of behavior

2.Willing to take calculated risks
3.Set moderate achievement goals
4.Prefer to set performance standards for themselves
5.Prefer nonroutine tasks to routine assignments
6.Welcome feedback about how well they are doing
 Achievement Motivation Theory
Need for Power

Strong Need for Power people:

1.Focuses on "controlling the means of influencing the behavior of another person”

2.Having strong effects on other people
3.Means of influence: anything available to the person to control the behavior of
another
4.Actively searches for means of influence
 Achievement Motivation Theory
Need for Achievement (Friendship)

Strong Need for Affiliation people:

1. Focuses on "establishing, maintaining, and restoring positive affective relations with
others“
2. Want close, warm interpersonal relationships
3. Seek the approval of others, especially those about whom they care
4. Like other people, want other people to like them, and want to be in the company
of others
 II
Leader Profile
Leader Motive Profile: is a set of traits that
match up to the “Typical Effective” leaders

McClelland developed the concept of the leadership

motive pattern or LMP (McClelland, 1992, McClelland and
Boyatzis, 1982). He argued that in traditional bureaucratic
organizations high need for power, power lower than
affiliation, and inhibition of the need for power describe the
most effective leaders

Need for power motivates accomplishment of goals

through influencing others. Required actions such as
making decisions, competing for resources and influence,
and assuming more powerful positions over time provide
the incentives that satisfy the need for power.

Need for power may also lead to self-serving leader

behavior as well as behavior directed to the achievement of
organizational goals, so activity inhibition channels high
power motivation into organizationally beneficial paths.
 The value of McClelland's LMP is that it specifies
simultaneously multiple within-leader sources of motivation as well
as their organizational context.

The major limitation is that a complete motivational leader

profile is available only for traditional bureaucracies, and not for
other traditional and contemporary organizational forms.
 2021

Thank you ！
PART 4

Theory x, theory y & pygmalion

effect
By nurun ain najwa binti Nordin
 Theory x & theory y
DOUGLAS MCGREGOR

A leadership theory (1960) about

organization and management in which
he represented two opposing perceptions
about people.
 Theory x
According to McGregor, Theory X management assumes the following:

Work is inherently distasteful to most people.

Most people are not ambitious, have little desire for responsibility, and prefer to be directed.

Most people have little aptitude for creativity in solving organizational problems.

Motivation occurs only at the physiological and security levels of Maslow’s hierarchy of needs.

Most people are self-centered. As a result, they must be closely controlled and often coerced to achieve organizational objectives.

Most people resist change.

Most people are gullible and unintelligent.

Management

As a result,
they must be
closely
controlled and
often coerced to
achieve
Staff organizational
objectives.
 Theory y
Theory Y management makes the following assumptions:

Employees can view work as being as natural as rest or play.

People will exercise self-direction and self-control if they are
committed to the objectives.
The average person can learn to accept, even seek, responsibility.
The ability to make innovative decisions is widely dispersed
throughout the population.
Employees derive the satisfaction of social, esteem and self-
actualization needs within this kind of environment.
Management
Theory Y assumes that people are
happy to work and they are motivated to
pursue objectives.
There is no need for the system that
involves rewards and punishments.
People are responsible for
everything they do.
They use their creativity and they
Staff like to take a creative problem
solving approach.
Pop quiz 1
Susan has been working for Ahmad, the
supermarket manager for about 5 months
and she knows her job well and she
knows exactly what she needs to do.
But every single morning, Ahmad comes
in and watch her stock shelves and
nitpicks about every little thing making
sure it’s perfect. Susan complies but it
makes her feel down.
 Pop quiz 2
Tina just came to tell Bob, her boss that she had
completed the spreadsheets for their upcoming meeting.
She had stayed up all night working on them and had gone
through carefully to ensure that they were just perfect.
Bob takes one look at them and instead of saying anything
about the spreadsheets.
He immediately says that I don’t like the look of it and
asked Tina to go changed it.
Tina responds calmly to Bob but when she gets back to his
room, she’s just too upset. His response just makes Tina
not want to work very hard for him.
 Pop quiz 3
Emma is an entry level marketing
employee and she works under Mia who
is mid level marketing manager.
Emma has bright idea for uniques
marketing campaign while it is not
necessarily her job.
Mia encourages she shares her bright
idea with other managers and Mia even
asked Emma to share the idea with the
boss if she feels that it is really strong
idea.
Emma absolutely loves that Mia sees her
creativity and hopes to foster it.
 Pygmalion effect

A psychological phenomenon wherein high expectations lead to improved performance in a given area.
Mitchell, Terence R.; Daniels, Denise (2003) Handbook of Psychology (volume 12)
Pygmalion Research in the Classroom
Robert Rosenthal and Lenore Jacobson showed that if teachers were led to expect

enhanced performance from some children, then the children did indeed show

that enhancement.
Pygmalion Effect on Lab Rat
Pygmalion Research in LEADERSHIP
Good managers create high-performance expectations, that challenge, and

motivate their subordinates to fulfil the company’s target or goals.

 OUR BELIEFS
(about others) Influence
Reinforce
OUR ACTIONS
OTHERS' ACTIONS The Pygmalion (toward others)
(toward us) Effect

OTHERS' BELIEFS Impact

Cause (about themselves)
Pygmalion effect
•The Pygmalion effect is a psychological phenomenon
that describes how expectations modify behavior or
performance.
•The Pygmalion effect can be thought of as a cyclical,
self-fulfilling process between two parties.
•The Pygmalion effect can be used in business to
encourage strong leadership and higher employee
performance. Managing expectations and the setting of
ambitious goals are crucial. Positive affirmation is also
important as a means of increasing trust and buy-in.
Thank you
 Three levels
of moral
development
LINDA NURUL JANNAH BT MOHD
MASTER OFRIZAL
PHILOSOPHYKHOO
(PHYSICS EDUCATION)
LAWRENCE KOHLBERG
➢ Born on October 25, 1927-died on
January 17, 1987)
➢ American psychologist and
educator known for his theory of
moral development.
➢ A psychologist who portrayed on
education, anthropology, and
philosophy, to inform his work on
the development of moral
judgement and on moral behavior.
➢ Introduced by Kohlberg (1984).

➢ Moral development have 3 level with 6 stages.

➢ Each level built on life experiences and active reasoning.

➢ “How the people determined what was right or wrong?

what is moral
development?
➢ Is an aspect of a person’s overall development
that follows cover the course of a lifetime.

➢ Is growth and, like all growth, it takes place

according to a pre-determined sequence.
STAGES OF MORAL
DEVELOPMENT
SCENARI A man named Heinz, who lived in Europe, had a wife whom he loved
very much. His wife was diagnosed with a rare type of cancer and did
not have long to live. Luckily, there was a pharmacist who invented a
O1 drug called radium that could cure her. The pharmacist owned all
rights to this medication and decided to sell it at a high markup in
order to make a profit. While it cost only $200 to make, he sold it for
10 times that amount: $2000. Heinz did not have enough money to
pay the exorbitant price, so he tried fundraising to cover the costs.
With time running out, he had only managed to gather $1000, which
was not enough to buy the medication. Heinz begged the pharmacist
to sell it to him at a reduced price but the man refused. Desperate
and running out of time, Heinz broke into the pharmacy after hours
and stole the drug. Was this the right or wrong thing to do? Why?
Level 1: pre-conventional
morality
➢Tends to judge the morality of an action by its direct
consequences.

➢4- 10 years old children.

➢People at this stage do not really understand the conventions /

rules of a society
Stage 1: punishment- obedience
orientation
➢Consequences of acts determine whether they’re good or bad
➢Possible stage 1 responses to Heinz Dilemma:

Heinz should not Heinz should steal

steal the drug the drug because if
because he might he doesn’t then his
be caught and sent wife might scold
to jail him.
 Stage 2: instrumental relativist
orientation
➢The ethics of “what’s in it for me?
➢Obeying rules and exchanging favors are judged in terms of the benefit to the
individual.
➢Possible stage 2 responses to Heinz Dilemma:

It is right for Heinz to The pharmacists had spent

steal the drug because it lots of money and many
can cure his wife and years of his life to develop
then she can cook form the cure so its not fair to
him him if Heinz stole the drug.
Level 2: conventional
morality
➢People at this stage conform to the conventions/ rules of a society.

➢10-13 years old children.

 Stage 3: good boy-nice girl
orientation
➢The individuals make moral choices on conforming to the expectations of
others and trying to behave like a “good” person.
➢A student says:”I am not going to cheat because that is not what a good
students does.”
➢Possible stage 3 responses to Heinz Dilemma:

Yes, Heinz should steal the drug. He probably will go to jail for
a short time for stealing but his in-laws will think he is a good
husband.
 Stage 4: law and order
orientation
➢Right behavior consists in doing one’s duty, showing respect for authority and
maintaining the given social order for its own sake.
➢Eg: a person does not run a red light in the middle night when no other cars
around because it is important to maintain and support the traffic laws of
community.
➢Possible stage 4 responses to Heinz Dilemma:

As her husband, Heinz has a duty to save his wife’s life so he

should steal the drug. But it’s wrong to steal, so Heinz should
be prepared to accept the penalty for breaking the law.
Level 3: post-conventional
morality
➢The moral principles that underline the conventions of a society are
understood.

➢Individuals have developed their own personal set of ethics and

morals that guide their behavior.

➢Their own ethical principles-principles that typically include such

basic human rights as life, liberty and justice.
 Stage 5: social contact
orientation
➢Rules and laws represent agreement among people about behavior that
benefits society.
➢Rules can be changed when they no longer meet society’s need.
➢Possible stage 5 responses to Heinz Dilemma:

Heinz should steal the drug because everyone has the right to
life regardless of the law against stealing. Should Heinz be
caught and prosecuted for stealing then the law (against
stealing) needs to be reinterpreted because a person’s life is
at stake.
Stage 6: UNIVERSAL ETHICAL PRINCIPAL
ORIENTATION
➢Right is defined by the decision of conscience in accord with self-chosen ethical
principles appealing to logical comprehensiveness, universality and
consistency.
➢Recognized the importance of protecting human rights while also resolving
challenges in democratic way.
➢Possible stage 6 responses to Heinz Dilemma:

Heinz should steal the drug to save his life because preserving
human life is a higher moral obligation than preserving
property.
 conclusion
Every person’s moral reasoning People pass through the same
develops through the same stages at different rates.
stages in the same order.
1 2
Development is gradual and
continuous, rather than sudden
3 4 Intervention usually results in
moving only to the nest
and discrete. higher stage of moral
reasoning.
 TRY IT
Michael had several friends including Roger and Daniel. Roger has recently met and
started dating a wonderful lady named Phyllis. He is convinced this is a long-term
relationship. Unknown to Roger, Michael observed them at a restaurant several
days ago and realized Phyllis is the girlfriend of his other friend Daniel. Michael is
deciding whether to tell Roger that Phyllis is in a relationship when he receives a
call from Daniel. Daniel suspects his girlfriend has another relationship and since
they and Michael share many friends and contacts, he asks if Michael has heard
anything regarding a relationship.

QUESTION/S: To whom does Michael owe greater friendship to in this situation?

USING MICHAEL’S STORY, CREATE RESPONSES AND

REGARDS TO THE 6 MORAL DEVELOPMENT STAGES.
Thank
you!
The Stakeholder Approach
To Ethics
Presented by
Siti Nur Maisarah binti Noor Affandi
MPP213011
 Who is stakeholder?
Any group or individual that can affect or ● Suppliers
is affected by the achievement of an ● Customers
organization’s objectives ● Competitors
Examples: ● Investors
● Owners ● Environmentalists
● Employees ● Regulators
● Volunteers ● Donors
● Special interest groups ● Government
● Consumer advocates
● Media
BIG SIX
STAKEHOLDER
CHARACTERISTICS
1. Interest
- what will influence their decision-making; financial, social, moral?
2. Needs
- what is non-negotiable for the stakeholders?
3. Attitude
- to you and to your leadership goals
4. Impact
- how can they affect you and what are you trying to achieve
5. Power
- to what extent can they impose their will over people and events
that matter to you
6. Influence
- how can they affect other people’s attitudes and behaviours?
3 Stakeholder
Approaches
 STRATEGIC APPROACH
● Views stakeholder primarily as factors managers should manage in
pursuing of shareholder profits
● A management philosophy that aims to maximize the interests of all
stakeholders
 MULTI-FIDUCIARY APPROACH
● Views stakeholders as a group to which management has a fiduciary
responsibility
● Multi fiduciary means every firms have some fiduciary responsibility to its
stakeholder. That responsibility can be economical responsibility or other sides
responsibility

○ Fiduciary – a trusted person or legal entity. eg: lawyer, legal representative

 STAKEHOLDER SYNTHESIS APPROACH
● Consider stakeholders as a group to whom management owes an
ethical, but not a fiduciary obligation
● Strategic Stakeholder Synthesis occurs when the stakeholders who
hold the highest degree of influence in the corporation are identified
and inducted into the decision-making process of the corporation
CONCLUSION
LEADERSHIP TRAITS AND ETHICS
What we have learnt:
Big Five personality dimensions.

Universality traits of effective leaders.

Achievement motivation theory and leader profile.

Theory X, Theory Y, Pygmalion Effect.

Three levels of moral development.

The stakeholder approach to ethics.

LEADERSHIP is an ACTION,
not a POSITION
Donald McGannon
THANK YOU
FOR YOUR ATTENTION AND CONSIDERATION