Prepared By:DEWI SULASTRI BT BARTANMUHAMMAD HUNAIDI BIN

ISMAIL KHO PUI WUN

LEE BOON KIAT

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Learning OutcomesLearning Outcomes• Benefits of classifying personality

traits.• Big Five personality dimensions.• Universality traits of effective leaders.• Trait of dominance.• Achievement Motivation Theory and

Leader Profile.• Theory X, Theory Y, Pygmalion Effect.• Four leadership styles and attitude.• Three levels of moral development.• Stakeholder approach to ethics.

LEADERSHIP LEADERSHIP

TRAITS & TRAITS & ETHICSETHICS

The great man The great man approachapproach

  "The history of the world is but the biography "The history of the world is but the biography of great men“of great men“

•Man shape history through both their Man shape history through both their personal attributes and divine inspirationpersonal attributes and divine inspiration

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Big Five Model of Personality

SurgencySurgency

AdjustmentAgreeableness

Openness to experience

Conscientiousness

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Locus of Control

Locus of Control IntegrityIntegrity

High energyHigh energy FlexibilityFlexibility

DominanceDominance Sensitivity to others

Sensitivity to others

Self-confidentSelf-confident IntelligenceIntelligence

99Traits ofTraits ofEffectiveEffectiveLeadersLeaders

StabilityStability

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS1.Dominance1.Dominance

o Want to be in chargeWant to be in chargeo Affects all other traitsAffects all other traits

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS2.High Energy2.High Energy

o Drive, hard work, stamina, persistenceDrive, hard work, stamina, persistence

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS3.Self-confidence3.Self-confidence

o Trust own judgments, decisions, ideas, capabilitiesTrust own judgments, decisions, ideas, capabilities

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS4.Locus of Control4.Locus of Control

o Belief in control of own destinyBelief in control of own destiny

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS5.Stability5.Stability

o Emotionally in control, secure, positiveEmotionally in control, secure, positive

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS6.Integrity6.Integrity

o Honest, ethical, trustworthyHonest, ethical, trustworthy

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS7.Intelligence7.Intelligence

o Above average, educatedAbove average, educated

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS8.Emotional Intelligence8.Emotional Intelligence

o Self-awareness, managing emotions, motivating Self-awareness, managing emotions, motivating oneself, empathy, social skillsoneself, empathy, social skills

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS9.Flexibility9.Flexibility

o Change, adjust to changesChange, adjust to changes

TRAITS OF TRAITS OF EFFECTIVE LEADERSEFFECTIVE LEADERS10.Sensitivity10.Sensitivity

o Understand group members, communicate well, people Understand group members, communicate well, people centeredcentered

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Theory X vs. Theory Y

• People are lazy• Dislike work• Do as little as

possible• Must be closely

supervised• Carrot & stick

management

• People are motivated

• Get satisfaction from work

• Will do what is right for organization

• Participative management

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Theory X .....…......Theory Y (Autocratic) (Participative)

Control

Support

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Pygmalion Effect

Managers’ attitudes, expectations, and treatment of employees explain and predict behavior and performance.

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Develop a Positive Self Concept

• Consciously• Push out pessimism• Cultivate optimism• Stop complaining• Avoid negative people• Set and achieve goals• Focus on success– Do not dwell on failure

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Develop a Positive Self Concept

• Accept compliments• Don’t belittle your

accomplishments• Don’t compare yourself to others• Focus on being the best you can

be• Think for yourself• Be a positive role model• Help others

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Leadership Styles Based on Attitudes

Theory Y AttitudesTheory Y Attitudes Theory X AttitudesTheory X Attitudes

PositivePositive

Self-Self-ConceptConcept

•Gives and accepts positive feedback

•Expects others to succeed

•Lets others do the job their way

•Bossy •Pushy

•Impatient •Critical

•Autocratic

NegativeNegative

Self-ConceptSelf-Concept

•Afraid to make decisions

•Unassertive

•Self-blaming

•Pessimistic

•Promotes hopelessness

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Achievement Motivation theory??

Achievement Motivation Theory

Attempts to explain and

predict behavior and performance based on a person’s need for :

Achievement

Power

Affiliation

The n-ach person is 'achievement motivated'achievement motivated‘

Achievement motivation drives humans to strive for excellence by improving on performance

There is a strong need for feedback

The n-ach person is 'achievement motivated'achievement motivated‘

Achievement motivation drives humans to strive for excellence by improving on performance

There is a strong need for feedback

Need for Achievement (n-ach)

Need for Affiliation (a-affil)

1. The n-affil person is 'affiliation motivated'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people.

2. They need to be liked and held in popular regard.

3. These people are team players.

Need for Power (n-pow)

The n-pow person is 'authority motivated'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.

What is the leader motive

profile(LMP)??

Leader Motive Leader Motive Profile (LMP)Profile (LMP)

• the leader motive profile predicts managerial effectiveness under conditions where leaders need to exercise social influence in the processes of making decisions and motivating others to accept and implement decisions.

• Tends to have a high need for power, a moderate need for achievement, and a lesser need for affiliation

• These vary significantly from leader to leader

Leader Motive Leader Motive Profile (LMP)Profile (LMP)

• Tends to have a high need for power, a moderate need for achievement, and a lesser need for affiliation

• These vary significantly from leader to leader

leaders to determine what's leaders to determine what's right and wrong. Some make right and wrong. Some make the wrong choices – and end the wrong choices – and end

up in the news or in the courts. up in the news or in the courts.

leaders to determine what's leaders to determine what's right and wrong. Some make right and wrong. Some make the wrong choices – and end the wrong choices – and end

up in the news or in the courts. up in the news or in the courts.

Ethics is….Ethics is….• ““pertaining to morality”pertaining to morality”• ““the science of morals, the moral principles by the science of morals, the moral principles by

which a person is guided”which a person is guided”

((Compact Oxford English DictionaryCompact Oxford English Dictionary, 1991, p. 534), 1991, p. 534)

Moral is….Moral is….• defined as pertaining to the distinction defined as pertaining to the distinction

between right and wrong, or good and evil between right and wrong, or good and evil in relation to the actions, volitions, or in relation to the actions, volitions, or character of human beings (Oxford English character of human beings (Oxford English Dictionary, 1991, p. 1114)Dictionary, 1991, p. 1114)

Integrity is….Integrity is….• a concept of a concept of CONSISTENCY of actions, values,  of actions, values,

methods, measures, principles, expectations, and methods, measures, principles, expectations, and outcomes.outcomes.

•WHY INTEGRITY IS IMPORTANT??

?

Traits, Attitudes, and Traits, Attitudes, and EthicsEthics

• Unethical behavior more likely

Justifications for Justifications for Unethical BehaviorUnethical Behavior

• Moral justification: Moral justification: – In terms of a higher purpose In terms of a higher purpose

• Displacement of responsibility: Displacement of responsibility: – Blaming your behavior on othersBlaming your behavior on others

• Diffusion of responsibility: Diffusion of responsibility: – A group is responsible, no one personA group is responsible, no one person

Justifications for Justifications for Unethical BehaviorUnethical Behavior

• Advantageous comparison: Advantageous comparison: – Others are worseOthers are worse

• Disregarding or distorting consequences: Disregarding or distorting consequences: – Minimizing the harm causedMinimizing the harm caused

• Attribution of blame:Attribution of blame:– Caused by someone else’s behaviorCaused by someone else’s behavior

• Euphemistic labelingEuphemistic labeling– Covering it with cosmetic wordsCovering it with cosmetic words

Stakeholder ApproachStakeholder Approach• InvolveInvolve

o customerscustomerso   employeesemployeeso shareholdersshareholderso communitycommunity

Stakeholder ApproachStakeholder Approach• ObjectiveObjective

– maximization of the interests of its all stakeholders maximization of the interests of its all stakeholders

• ByBy– minimize cost and waste while improving the quality of minimize cost and waste while improving the quality of

its productsits products

– enhance the skills and satisfaction of its employeesenhance the skills and satisfaction of its employees

– contribute to the development of the community from contribute to the development of the community from which it draws its resources and sustenancewhich it draws its resources and sustenance

Thanks for listeningThanks for listening