CH 02

LEADERSHIP:
Theory, Application, Skill Development
4th Edition
Robert N.
.
Lussier
and Christopher F. Achua
n
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved. 2-1
Chapter 2
Chapter 2
Learning Outcomes
n Benefits of classifying personality traits.
n Big Five personality dimensions.
n Universality traits of effective leaders.
n Trait of dominance.
n Achievement Motivation Theory and Leader
Profile.
n Theory X, Theory Y, Pygmalion Effect.
n Four leadership styles and attitude.
n Three levels of moral development.
n Stakeholder approach to ethics.
Traits and Personality
What are traits?
What are traits?
Distinguishing personal
characteristics
What is personality?
What is personality?
A combination of traits
that classifies an
individual’s behavior
n Traits: Distinguishing personal

characteristics
n Personality: A combination of
traits that classifies an
individual’s behavior
n What value do they have in
the study of leadership?
What is/was the Great
Man (Person) Approach?
Great Man (Person)
Approach
n Sought to identify
the traits effective
leaders possessed.
n Was it successful?
Big Five Model of Personality
Agreeableness Adjustment
Conscientiousness Openness to experience

Source: Adapted from T.A. Judge, D. Heller, and M.K. Mount, 2002. “Five Factor Model of Personality and Job Satisfaction: A Meta-Analysis.”
Journal of Applied Psychology,87 (June), 530(12)
The Big Five
n Surgency (dominance)
n Leadership & Extraversion traits
n Agreeableness
n Getting along with people traits
n Adjustment
n Emotional stability traits
The Big Five
n Conscientiousness
n Achievement traits
n Openness to experience
n Willingness to try new things traits
n With all of this, why are many
leaders unsuccessful?
1.Bullying style
2.Cold, aloof, arrogant
3.Betrayed personal trust
4.Self-centered
5.Specific performance
problems
6.Overmanaged
What are some traits
of effective leaders?
Locus of
Integrity
Control
High energy Flexibility
Sensitivity
Dominance
to others
Self-confident Intelligence
Stability
Traits of Effective Leaders
n Dominance
n Want to be in charge
n Affects all other traits
n High Energy
n Drive, hard work, stamina, persistence
n Self-confidence
n Trust own judgments, decisions, ideas,
capabilities
n Locus of Control
n Belief in control of own destiny
n Stability
n Emotionally in control, secure, positive
n Integrity
n Honest, ethical, trustworthy
n Intelligence
n Above average, educated
n Emotional Intelligence
n Self-awareness, managing emotions,
motivating oneself, empathy, social
skills
n Flexibility
n Change, adjust to changes
n Sensitivity
n Understand group members,
communicate well, people centered
What is Achievement
Motivation Theory?
Achievement Motivation
Theory
n Attempts to explain and predict

behavior and performance based on a
person’s need for achievement, power,
and affiliation.
n What are the characteristics of each
need?
Need for Achievement
n Internal locus of control
n Self-confidence
n High energy
n Goal oriented
n Realistic goals
n Moderate risks
n Competitive
Need for Affiliation
n Strong personal relationships
n Sensitivity to others
n Joiners
n Prefer “helping professions”
n Concerned about what people think of
them
n Usually have low need for power
n Avoid leadership
What is the Leader
Motive Profile (LMP)?
Leader Motive Profile (LMP)
n A set of traits that match up to the
“typical” effective leader
n Tends to have a high need for power,
a moderate need for achievement,
and a lesser need for affiliation
n These vary significantly from leader
to leader
Need for Power
n Want to be in charge (in authority)
n Self-confident
n High energy
n Competitive
n Ambitious
n Less concerned with people
POWER
n Much maligned word
n Power is the fuel of accomplishment
n Leadership = Power
n Socialized Power: Used for the good of
one’s self, the group, and the organization
n Personalized Power: Used for selfish
reasons and contrary to the good of the
group and organization
What are Theory X
and Theory Y?
Theory X vs. Theory Y
n People are lazy n People are
n Dislike work motivated
n Get satisfaction
n Do as little as from work
possible
n Will do what is
n Must be closely right for
supervised organization
n Carrot & stick n Participative
management management
Theory X .....…......Theory Y
(Autocratic) (Participative)
Control Support
What is the
Pygmalion Effect?
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.

2-9
2-31
Pygmalion Effect
Managers’ attitudes,
expectations, and
treatment of
employees explain
and predict behavior
and performance.
“If you think you can,
you can,
if you think you can’t,
you can’t.”
What does this mean?
How can a would-be
leader develop a positive
self concept?
Develop a Positive Self
Concept
n Consciously
n Push out pessimism
n Cultivate optimism
n Stop complaining
n Avoid negative people
n Set and achieve goals
n Focus on success
n Do not dwell on failure
Develop a Positive Self
Concept
n Accept compliments
n Don’t belittle your accomplishments
n Don’t compare yourself to others
n Focus on being the best you can be
n Think for yourself
n Be a positive role model
n Help others
Leadership Styles Based on
Attitudes
•Gives and accepts •Bossy •Pushy

positive feedback
•Impatient •Critical
•Expects others to
succeed •Autocratic
•Lets others do the job

their way
•Afraid to make decisions •Pessimistic
•Unassertive •Promotes hopelessness
•Self-blaming
What are ethics?
Ethics
n Ethics are the standards of right and
wrong that influence behavior
n There are moral absolutes
n Business ethics are always suspected
n People set the ethical standards, not
organizations
n Integrity is essential in leadership
Ethics and Integrity
n Integrity is an important
leadership trait
n Ethics and trust are part of
integrity
n Must start within the
organization
Traits, Attitudes, and Ethics
n Ethics related to need and traits
n Unethical behavior more likely
n Emotionally unstable
n External locus of control
Moral Development and
Ethics
n Understanding right from wrong
n Three levels
n Preconventional: Based on self-interests
n Conventional: Based on expectations of
others
n Postconventional: Based on moral principles
regardless of leader or group ethics
Source: Adapted from Lawrence Kohlberg, “Moral Stages and Moralization: The Cognitive-Development Approach.” In Thomas Likona
(ed.), Moral Development and Behavior: Theory, Research, and Social Issues (Austin, TX: Holt, Rinehart and Winston , 1976), 31-53.
The Situation and Ethics
n People are more likely to act
unethically
n Highly competitive situations
n Unsupervised situations
Justifications for Unethical
Behavior
n Moral justification:
n In terms of a higher purpose
n Displacement of responsibility:
n Blaming your behavior on others
n Diffusion of responsibility:
n A group is responsible, no one
person
Justifications for Unethical
Behavior
n Advantageous comparison:
n Others are worse
n Disregarding or distorting
consequences:
n Minimizing the harm caused
n Attribution of blame:
n Caused by someone else’s behavior
n Euphemistic labeling
n Covering it with cosmetic words
Golden Rule
“Do unto others as
you want them to
do unto you.”
or
“Don’t do anything
to other people
that you would not
want them to do to
you.” 2-46
Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
Four-Way Test of
Ethical Behavior
n Is it true?
n If it fair?
n Will it build good will?
n Will it benefit all concerned?
Stakeholder Approach
“Am I proud to tell the

relevant stakeholders my
decision?”
Stakeholder’s Approach
to Ethics
Creates a win-win
situation for
relevant parties
affected by the
decision.
Very few people see
themselves as unethical!
Discussion Question #1
n Would you predict that a
person with a very strong
agreeableness personality
dimension would be a
successful programmer?
n Why or why not?
Discussion Question
#2
n What is the primary use of
personality profiles?
Discussion Question
#3
n What are some of the
traits that describe the
high-energy trait?
Discussion Question
#4
n Is the locus of control
important to leaders?
n Why?
Discussion Question
#5
n What does intelligence
have to do with leadership?
Discussion Question
#6
n Does sensitivity to others
mean that the leader does
what the followers want to
do?
Discussion Question
#7
n Does McClelland believe
that power is good or bad?
n Why?
Discussion Question
#8
n Should a leader have a
dominant need for
achievement to be
successful?
n Why or why not?
Discussion Question
#9
n McGregor published
Theory X and Theory Y
over 30 years ago. Do we
still have Theory X
managers?
n Why?
Discussion Question
#10
n In test examples related to
the Pygmalion effect, Lou
Holtz calls for setting a
higher standard. Have the
standards in school, society,
and work increased or
decreased over the last five
years?
Discussion Question
#11
n Do you believe that if you
use ethical behavior it will
pay off in the long run?
Discussion Question
#12
n Can ethics be taught and
learned?
Discussion Question
#13
n Which personal traits are
more closely related to
ethical and unethical
behavior?
Discussion Question
#14
n Do people change their level
of moral development based
on the situation?
Discussion Question
#15
n Why do people justify their
unethical behavior?
Discussion Question
#16
n Which justification do you
think is used most often?
Discussion Question
#17
n As related to the simple
guide to ethical behavior,
how do you want to be led?

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CH 02

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LEADERSHIP:

Theory, Application, Skill Development

What are traits?

What are traits?

n Traits: Distinguishing personal

Conscientiousness Openness to experience

2.Cold, aloof, arrogant

3.Betrayed personal trust

High energy Flexibility

n Attempts to explain and predict

Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.

•Gives and accepts •Bossy •Pushy

•Lets others do the job

n Will it build good will?

n Will it benefit all concerned?

“Am I proud to tell the

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