Managerial Leadership MGTO 234 - 5

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Managerial LeadershipMGTO 234 - 5
Dr. William A. Snow Hong Kong University of
Science Technology Department of Management of
Organizations College of Business Management
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Chapter 8

• Personality

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Personality has two meanings

• The first meaning refers to the impression a
  person makes on others.
• The second meaning refers to the unseen
  structures and processes inside us that explain
  why we behave the way we do.

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The Big Five Personality Model

• Five-Factor Model of Personality
• Yet another way to describe personalities

Extraversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
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Personality Attributes and Behavior

• These 5 personality attributes have much to do
  with explaining and predicting behavior in
  organizations

Locus of Control
Machiavellian Traits
Self-Esteem
Self-Monitoring
Risk Taking
Type A Personality
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Big Five Model

• Advantages of the Big Five Model
• Most personality researchers currently use one
  form of the Big Five Model.
• The model is usefully categorized.
• It is useful for categorizing or profiling
  people.
• It appears to be universally applicable across
  cultures.

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Big Five Model

• Disadvantages of the Big Five Model
• Some argue that five factors are not enough to
  adequately encompass all the different
  personality traits.
• The Big Five personality dimensions tend to be
  fairly heterogeneous internally, which makes them
  poor predictors of job performance as compared to
  personality traits.

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Personality Traits

• Preferences distinguish one personality from
  another, based on four basic dimensions
• extraversion-and-introversion
• sensing-and-intuition
• thinking-and-feeling
• judging-and-perceiving

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Chapter 9

• Intelligence and Creativity

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Intelligence

• Intelligence is a persons all-around
  effectiveness in activities directed by thought.
• Intelligence is relatively difficult to change.
• Intelligence can be and is modified through
  education and experience.

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Theories assessing the nature of intelligence

• Intelligence is a unitary ability.
• Intelligence involves a collection of related
  mental abilities.
• Intelligence is based more on the process by
  which people do complex work rather than the
  number of mental abilities.

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The unitary view

• The unitary view is founded on findings early in
  this century that individuals scores on
  different types of intelligence were all
  positively correlated
• A person doing well on a vocabulary test was
  likely to do well on a memory or numeric
  reasoning test and vice versa.

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The multiple intelligences view

• The multiple intelligences view is based on
  common observations of people and finds that
  every person possesses linguistic, musical,
  logical-mathematical, spatial, bodily-kinesthetic,
  intrapersonal, and interpersonal intelligence.

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Dark-side Personality Traits

• Dark-side personality traits are
• irritating or counterproductive behavioral
  tendencies
• interfere with a leaders ability to form teams
• cause followers to exert less effort towards goal
  accomplishment.

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Hong Kong Branch Office Case (In class)

• Break into teams
• What were Mr. Lees objectives?
• What were the results of the study that was done?
• Describe alternatives A and B those being
  considered by Mr. Lee

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Hong Kong Branch Office Case (In class)

• Would you consider organizing like A?
• Take out a piece of paper
• Rank order (1-2-3 etc) the people with whom you
  work in terms of their
• 1) Contribution
• 2) Capability
• Does not have to be your class team
• When finished, fold paper and put in safe place

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Hong Kong Branch Office Case (In class)

• Discussion about alternatives
• Results

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Hong Kong Branch Office Case (In class)

• 4 Factor Theory

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Hong Kong Branch Office Case (In class)

• Video, Pygmalion in Mangement
• I can train/develop any person if
• 1) I______________________
• 2) I______________________
• 3) He/She_________________
• 4) He/She_________________

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Managerial LeadershipSupplemental Resources

• M. Goldsmith, L. Lyons, A. Freas, Coaching for
  Leadership How the Worlds Greatest Coaches Help
  Leaders Learn. (2000)
• Donelson R. Forsytyh, Group Dynamics. (1999)
• Peter F. Drucker, Management Challenges for the
  21st Century (1999)
• F. Hesselbein, M. Goldsmith, R. Beckhard, The
  Leader of the Future. (1996)
• Kenichi Ohmae, The Evolving Global Economy
  Making Sense of the New World Order. (1995)
• James Champy, Reengineering Management The
  Mandate for New Leadership. (1995)
• J. M. Kouzes, B. Z. Posner, The Leadership
  Challenge How to Keep Getting Extraordinary
  Things Done in Organizations (1995)
• J. Collins, J. Porras, Built to Last Successful
  Habits of Visionary Companies. (1994)
• L. M. Spencer, S. M. Spencer, Competence at Work
  Models for Superior Performance. (1993)
• Edgar H. Schein, Organizational Culture and
  Leadership (1992)
• K. B. Clark, M.B. Clark, Measures of Leadership
  (1990)
• Warren Bennis, On Becoming a Leader (1989)
• Kathy Kram, Mentoring at Work Development
  Relationships in Organizational Life. (1988)
• W. Bennis, B. Nanus, Leaders The Strategies of
  Taking Charge (1985)
• T. J. Peters, R. H. Waterman, In Search of
  Excellence Lessons from Americas Best-Run
  Companies (1982)
• Richard E. Boyatzis, The Competent Manager A
  Model of Effective Performance. (1982)