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Chapter 2

This document outlines key concepts related to leadership traits and ethics, focusing on the Big Five personality dimensions and their correlation with effective leadership. It highlights the importance of understanding personality traits in predicting behavior and job performance, as well as the significance of ethical leadership. The chapter also discusses the personality profile of Ellen Kullman, former CEO of DuPont, as a case study in effective leadership traits and their impact on organizational success.

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11 views29 pages

Chapter 2

This document outlines key concepts related to leadership traits and ethics, focusing on the Big Five personality dimensions and their correlation with effective leadership. It highlights the importance of understanding personality traits in predicting behavior and job performance, as well as the significance of ethical leadership. The chapter also discusses the personality profile of Ellen Kullman, former CEO of DuPont, as a case study in effective leadership traits and their impact on organizational success.

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ltthuphuong123
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© All Rights Reserved
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Coys CHAPTER OUTLINE Leadership : rer Adri Traits and — tere toed . Personality and Traits hs iin ith: Ethics remy san Leadership Tait Usiversality tea hanes a beter Ethical Leadership The Big Five Including Traits of Effective Does EhialBeaiar Py Learning Outcomes fenders fac nein Ebi Bbaron After studying this chapter, you should be able to: ae How People Jstity Unethical Behavior © Expbain the universally of traits of efectve leaders, | Metebines (ides o Ei eben pas ya sng a Ei Later © Describe the Big Five personality dimensions p35 (onsen © Discuss why the trait of dominance isso importane | Ovanes (iacanagerres aces The Personality Profile e of Effective Leaders © state how the Achievement Mocivation Theory and the Leader Motive Profile are related and efferent. Aine trae Try pal Leader ive rl Thy © leernity siritarities and differences among Theory X and Theory, the Pygmalion effect, and self-concept. pas © Describe how stindes are used to develop four leadership styles. p49 © Compare the thre levels of moral development. ps2 © Explain the saksholder approach to ethics. p 56 31 opposes nme Akt eur yc inp De i ge ny ence eC aarp cer anon el atop ape Loma oe oe Gea" ear a feats 32 PART I INDIVIDUALS AS LEADERS CTSNET a Ellen Kullman DuPont DuPont was founded over 200 years ago and continues to be a world leader in market-driven innovation and science. Its innovation includes thousands of new products and patent applications every year. serving markets as diverse as agriculture, nutrition, electronics and communications, safety and protection, home and construction transporta- tion and apparel! Look closely atthe things around your home:and workplace, and chances are youll find dozens of items made with DuPont materials. Ellen Kullman received a BS in mechanical engineering from Tufts University, and later a master's degree in man- agement from Northwrestem University and she began her ‘career at GE. She started at DuPont in 1988 as a market- ing manager: Kullman climbed the corporate ladder to the top in 2009, becoming chair ofthe board and CEO of Du- Font? Under Kullman's leadership DuPont’ strategy shifted from seling commodity units into high-margin areas and the stock has more than doubled during her tenure, ‘DuPont operates in more than 90 countries, with rev- enues in excess of $395 billion. DuPont is ranked #72 Con the Fortune $00 company list and Ist in the chemi- cas ranking? ranked #267 on the Global 500,* and ranked 481 on the Fortune Worlds Most Admired Companies® OPENING CASE QUESTIONS: |, What Big Five personality traits does Ellen Kull- rman possess? 2. Does Ellen Kullman have the personality profile of an effective leader? 3. How did “attitude” help improve the perfor- mance of DuPont? 4, How did Ellen Kullman’s self-concept affect her leadership? 5. What role does ethies play at DuPont? Can you answer any of these questions? You'll find arswers to these questions and learn more about DuPont ard its leadership throughout the chapter To learn more about Ellen Kullman and DuPont, visit its Web site at htep:[Link]. len Kullman is an effective leader. The focus of this chapter is on leadership traits, ‘which includes ethics. We begin by learning about personality traits of leaders ‘and the personality profile of effective leaders. Next we learn how attitudes affect, Jeadership. We end with a discussion of ethics in leadership, Personality Traits and Leadership Trait U i thari@ills In this section, we discusditeaitwalndl pewonalifwpeRsonAlity/pRAALes, and leadership tat universality But before you learn about personality traits, complete Self-Assessment 2-1 to determine your personality profile. Throughout this chapter, you will gain a better understanding of personality traits, which help explain why people do the things they do (behavior). Big Five Personality Profile ‘There are no right or wrong answers, so be honest and you will really increase your selfawareness. We suggest doing this exercise in pencil or making a copy before you write on it. We will explain why later Using the scale below, rate each of the 25 statements according to how accurately it describes you. Place a number from | to 7 on the line before each statement. (continued) eprom nny ktm oer a ee in age Denese ceo pn ei der aera ty Sgn toe aa ome Caps Lr ara Se nn oe yaa pass EE CHAPTER 2 LEADERSHIP TRAITS AND ETHICS 3 Personality and Traits 14. 1 am loyal to my boss, coworkers, and ‘the organizations 15, im good at problem solving and making decisions. 16. want to climb the corporate ladder to as high a level of management as | can. 17. want other people to like me and to view me as very friendly. 1B. I give people lots of praise and encour- agement; | don't put people down and enti. 19. | follow the policies and rules of an organization. 20. Velunteer to be the frst to leam and do new tasks at work. 21. ry to influence other people to get my 22. joy working with others more than ‘working alone. 23, I am relaxed and secure, rather than nervous and insecure. 24, Iam considered to be trustworthy because | do a good job and support others 25, believe that my successful performance depends on me, not others or good luck Conscientiousness ‘Openness to 35 | Experience 3g 30 30 4 Bs 5 25 8 2 |——~ 0 2% M4 is | 15.15 19, 10 |—~ 2» 10 24 5 [TT 3 Ss Total Scale |——~ Total Scale ‘To determine your Big Five personality profile:(1) In the blanks, place the numbers from | to 7 that represents your score for each statement. (2) Add up each column: your total should be a number from 5 to 35. (3) On the ‘number scale, cirele the number that is closest to your total score. Each column in the chart represents a specific ‘The higher the total number, the stronger is the personality dimension that describes your personality. What is your strongest dimension? Your weakest dimension? Continue reading the chapter for specifies about your personality in each theme Some wha ite me Note me 7 6 5 43 21 1. I step forward and take charge in lead erless situations 2. lam concerned about getting along well “with others 3. I have good selfcontrok | dont get emotional, angry. or yell 4. Im dependable: when I say | will do something, its done well and on time. 5. try to do things differently to improve iy performance. 6 I dont give up very easily and push myself to achieve ry objectives 7. enjoy having lots of friends 8 | think positvely about the outcomes of situations and perform well under pressure. 9. work hard to be successful 10. im flexible and go with the flow when things change. 1. am outgoing and wiling to be assertive when in contfct. 12. [try to see things from other people's points of view. 13, Thave confidence in my judgments, deci sion making ideas, and capabilites. Surgency ‘Agreeableness | Adjustrrent 35 35 35 30 30 30 25 2 3 3 6 20 2 20 8 20 M15 1215 115 1610 12 10 1810 2 mS 2.5 Total Scale Total Scale Total Scale personality dimension. of the five dimensions. ‘You may visit [Link] for a more detailed 50- or 100-tem Big Five Personality Assessment. / Why are some people outgoing and others shy, loud and quiet, warm and cold, aggressive and passive? This list of behaviors is made up of individual traits. eprom nny ktm oer a ee in age Denese ceo pn ei der aarp cer anon el atop ape Loma oe oe Gea" ear a feats 34 PART I INDIVIDUALS AS LEADERS Personality and Traits Are ferent but Related “alesis personal harass Te image we projects based largely ee core revmionniinarmatan ‘@WelaVior. Researchers study personal characteristics" and personality” to understand and explain why people behave the way they do." is developed based on genetiesand-environmentabfactors. The genes ‘you received befire you were born influence your personality traits today. Your family, friends, school, and work also influence your personality. So our personality is partly ‘N Why Understanding Personality Is Important ‘Understanding people's personalities is important because personality/affeets BEHavIOE as well as PRCpHOHEAA aEUIE,” Understanding personalities helps us eXplain and predict others’ beliaviowand job perform nce." For a simple example, if you know Kate is, very shy, you can better understand why she is quiet when meeting new people. You can also predict that Kate will be quiet when going places and meeting new people. You can also better understand why Kate would not seek a jab as salesperson, and ifshe did, you could predict that she might not be highly successful. oes He Personality Profiles Fecdaryar | PSRSOHNIEYPROTINES identify individual sronger and weaker frail. Completing Self- personaly profi ‘Assessment 2-1 gives us our personality profile. Student profiles tend to have a range of en which scores forthe fivedimieRSIONE: Review your personality profile. Do you have higher scores ‘dimensions are stronger moderate (stronger traits) on some dimensicns and lower scores (weaker traits) on others? There and weaker are ma an tests, such as the MY@ES Briggs lV/pe Indicatorand the| Minnesota ‘When we take personality tests, our sel Sawaireness goeSlupas welfigure;Suourstton- EERIE. but ve hove to ake ¢ BnREEEEEEEEEmEnNeNpeEEEeEr strengths-and-weaknesses- and-worktoimprove-ourbehavier. We realize that we are dif- ferent from other people, and, as stated above, we can change out behavior to improve ‘our relationships and develop leadership skills" Job Performance ‘Many organizations (including the National Football League) give personality tests to ensure a proper match between the worker and the job. Personality profiles are also used to categorize people as a means of pictingJOBISUCEESS, an highicOMSCientiOUSMESs is a good predictor of obiperformance, whereas people who are unstable tend to have job performance. People who are Hig HGS SGA ize Sex pEAeRcARna CSTGATHHOHU, ‘to improve organizational performance.!” The Big Five Correlates with Leadership Researchers conducted a major meta-analysis combining 73 prior studies to correlate the Big Five personality dimensions with leadership. The highest correlation with leadership was followed by conseientiousness (.28) and tolexperiencel(24). Agreeableness was weakly correlated (.08), and adjustmentwas negatively correlated with leadership (-.24).* In other words, people high in surgency are perceived as they work hard, and they bring about change. They are not too concerned about being well liked and trying to please everyone, and they are stable ‘or not overly emotional eprom nny ktm oer a ee in age Denese ceo pn ei der aera ty Sgn toe aa ome Caps Lr ara Se nn oe yaa pass EE CHAPTER 2 LEADERSHIP TRAITS AND ETHICS 35, Derailed Leadership Traits Let's identify traits that led to leadership failure. A study was conducted that compared 21 derailed executives with 20 executives who had successfully climbed the corporate lad- der to the top. The derailed executives had prior success and were expected to go far, but they were passed over for promotion again, were fired, or were forced to retire early. See Exhibit 2.1 for a list of the six major reasons for derailment.” Overall, the problem of, e Why Executives Are Derailed + They used a blying style viewed as intimidating insensitive, and abrasive, WORK + They were ewed as bong cold loot and arogant. Applcation 2-2 + They betrayed persona trust. Selects presert or + They were self-centered and viewed as overly ambitious and thinking of the next job. fetmaiagscd + They had specie performance problems withthe busines. i Shetsany ofthe + They overmanaged and were unable to delegate or build a team, 3 inet denen ie ee vas Fee We Can Improve As stated, we ce The key to success is to assess ° to improve our relationships and leadership skills. Once we determine the behavior we want to improve, it takes deliberate practice to succeed. You are given the opportunity to apply ‘what you learn throughout this book in your personal and professional lives MAI Explain the universality of traits of effective leaders. Leadership Trait Universality In applying trait theory, we need to remember that {HERERREIEAIE that many successful leaders have, and we will discuss them in the next major section with the Big Five, but there is no agreed-upon list of traits that leaders need to be successful. So you don't need to have all of them to be a successful leader. ‘There are always exceptions to all the traits. For example, in Fortune 500 companies, 30 percent of the CEOs are 6 feet 2 inches or taller, compared to only 4 percent of the general U.S. population. However, there are lots of CEOs who are less than 6 feet.” , but 40 percent of CEOs describe themselves as introverts, including Microsoft's Bill Gates and investors Warren Buffet and Charles Schwab" Also, certain personality traits have been shown to be important in some team settings, but not in others. UAC Describe the Big Five personality dimensions. eprom nny ktm oer a ee in age Denese ceo pn ei der aera ty Sgn toe aa ome Caps Lr ara Se nn oe yaa pass EE 36 PARTI INDIVIDUALS AS LEADERS The Big Five Including Traits of Effective Leaders ‘There are many personality classification methods.”! However, thelBigiEiveIM@dél of Personality traits isithemiostiwidelyaccepted wayito classify personalities because of its strong research support and its reliability across! Te papescot ee ig etc MAAS re one ofA ox if not all ofthe traits you would use to describe someone. Thus, each dimension includes multiple traits. The Big Five Model of Personality categorizes traits into the dimen- sions of : ie ence. The dimensions ae listed in Exhibit2.2 and described in this section, Note that some researchers have sl a and not all will is under which dimension each leadership trait should be classified; there is some fe include traits of effective leaders under each dimension based ‘on their strong research support, and our definitions of each of the Big Five include the effective leadership traits in that category. However, again we should realize that there is no one list of traits accepted by all researchers, and that not all effective leaders have all these traits and, like all of us, are higher and lower in some than others. The surgency personality dimension includes A@miIManCeyextraveRIoniand Nigh GRIM RET AAIALIOn. Review Self-Assessment 2-1 statements 1, 6, LI, 16, and 21 for examples of surgency traits. Let's discuss the three important dimensions of surgency here. Discuss why the trait of dominance & so important for managers to have. Dominance Successful leaders assert themselves and want to be managers and to take charge.’* Ifyou do not want to be a leader, chances are you will not be an effective manager. Thus, the dominance trait affects all the other traits related to effective leaders. Do you want to be leader? © The Big Five Including Traits of Effective Leaders ‘The Big Five Model of Personality Leadership Traits within the Big Five Surgency a. Dominance b, Earoversion . Energy/Determination Agrecableness . Socabilty/Sensitvity «. Emotional inteligence Adjustment f. Emotional Stablity and Narcissism 2 Self-confidence ‘Conscientiousness Fh Dependabiity iL Integraty Openness |. lexliey kk Inteligence 1 Locus of contro! cage ani eprom nny ktm oer a ee in age Denese ceo pn ei der aera aay Sq ta eo a ome Caps Le ura Se a oa eyed npasS a CHAPTER 2 LEADERSHIP TRAITS AND ETHICS 37 ‘WORK Application 2-3 Selecta promt or past manager ane assess is cher sugency rats ‘of efecive leaders Give exangle of the manage’ song lor weak comiance, exroverion and Srerpycstennnation ina ypia specie WORK Aapleation 2-4 igginaee mane for ‘Wes Ropexion Sassen orter ageless ats fein len Sencene cfremanges strong or weak socabiiysenstty find erection intalgence na type specie tution Extraversion: It is on a continuum between ERVETERE THOVERE Extraverts are outgoing, like to ‘meet new people, and are assertive and willing to confront others, whereas introverts are shy. Extraverts are frequently selected for leadership positions.” How outgoing are you? Leaders tend to have Is, and they GfeAtenergWiNOthES? Their positiveattitudeand cr b ieee Do you havea high energy level with determination? The agreeableness personality dimension includes US Of SOcIaDIliEy and GHB! onal telNigenee, Review Self-Assessment 2-1 statements 2, 7, 12, 17, and 22 for examples of agreeableness traits. Let’s discuss the two important dimensions of agreeableness next. ‘Sociable people have an inclination to seek out enjoyable social relationships. Strong iy personality pes «SE SOeIOI MMMBBovs important ishaving good social relationships to you? “gitar feo TRS Rag Ga RETIRE . call that being insensitive is one of the reasons why executives are derailed. If you are concerned only about yourself and don’t understand others, you probably will not be very successful. Are you sensitive to others? ability to work well with people EQ is being used to identify future leaders” There are four components of Ei + Seiflawateness cclates to beingiconsciousiof youremotions and how they affect your personal and professional life. Slf-awareness is the comerstone of all insight. Use your self-awareness (the exercises in this book help) to accurately assessVourstrengthsand si Empathy is an ability to put . a... rl EE gecesi Successful leaders are and dont let negative emotions (worry, anxiety, fear, anger) c. + |Relationship:management relates to the ability to work well with others, which is dependent on the other tree ELESRBOHERS. Most of this book focuses on developing relationship management skills. Do you have high EI skills in all four areas? The adjustment personality dimension includes traits of emotional stability and selfonfidenee. Review Self-Assessment 2-1 statements 3, 8, 13, 18, and 23 for exam- ples of adjustment traits. Let's discuss the two important dimensions of adjustment here. eprom nny ktm oer a ee in age Denese ceo pn ei der aera ty Sgn toe aa ome Caps Lr ara Se nn oe yaa pass EE 38 PARTI INDIVIDUALS AS LEADERS ——— ‘WORK Agplaavon 2-5 Usrgtesne anager from Werk Poplin 3 ese fitor her emotional agustrent rats fetes leaders Gie an example of the managers strong ‘or weak enotionl ‘Beit and mans and el-corfdence in ‘typical specie Suton WORK Acplicaton 2-6 Using the sare manager fom ‘Work Application Siasess his or her ‘of fective leaders Give an example of ‘the manager’ song ‘er weak dependabity ‘and integrity in atypical ‘specif stuntion ‘We all have emotions in I@AdePMONOWERIAEEHMELIONS. The question is how do we handle them??? Adjustment ison a continuum between being éaiotionallystableland unstable. Stable refers to self-control, being calm—good under pressure, relaxed, secure, and positive—praising others. Unstable is out of control—poor under pressure, nervous, insecure, negative, and hostile— criticizing others without helping them improve. How ‘emotionally stable are yout? “NaISSISMTTs related to being unstable, and itis on the increase.” Narcissists are pre- occupied with themselves, ignoring the needs of others, have an exaggerated sense of their own self-importance, and tend to make bad decisions.” Are you just looking out for yourselfas #1 as.a narcissist? Itison a continuum from strong te weak, indicating whether we are LESS in our judgmentsydecisionimakingiideashanid capabilities! How can we succeed at anythin, if we don't believe we can? Our self-confidence builds with our success Saaeewaa achieving our goals. Effective self-confidence is based on an accurate awareness of our stfengthsand weaknesses, with anvorientationtosellimprovementDo you have effective self-confidence? The conseientiousness personality dimension incucestralts of dependability and Assessment 2-1 statements 4, 9, 14, 19, and 24 for examples of con- scientiousness. How strong is your desire to be successful? Itis on a continuum between f&SPORSBIEMEPEAAALe to irresponsible/undependable. Highly dependable people get the job done and are characterized as loyal, committed to their coworkers and the organization. Are you dependable? Itis on a continuum between being 9 Integrity is the foundation for tristworthiness We focus on honesty here and will discuss ethics in more detail in the last section of this chapter. Integrity is about being honest—no lying, cheating (ma- nipulating), or stealing.” Clearly, to be effective, leaders need integrity." Do you have integrity? ‘The SpeHReSS:OLEXPEHENEE FEFSORAINEVIAIOAERETO n includes tats of EDIE) Review Self Assessment 2-1 statements 5, 10, 15, 20, and 25 for examples of openness-to-experience traits. Alexibility — Irefers to the ability to adjustito ifferentisituationsian change.” Without flexibility, you will not be successful. Flexible people are generally willing toxtrymev thingsand/change. How willing are you tovehangeand-teymew things: Ate you flexible? tec fers to cognitive ability to thinxriticaliy; to solve problems;and to make decisions Itis also referred to as general mental ability intelligence quotient (IQ). Intelligence is the eprom nny ktm oer a ee in age Denese ceo pn ei der aera ty Sgn toe aa ome Caps Lr ara Se nn oe yaa pass EE CHAPTER 2 LEADERSHIP TRAITS AND ETHICS 39. 2.1__Downsizing and Parte’ e Workers As firms struggle to compete in the global economy, many have downsized. Downsizing is the process of cutting resources to increase productivity The primary area of cutting is human resources, which has led to [Link] method of keeping costs down is using part-time employees who do not receive benefits (eg, health care) rather than fulltime employees who receive banefits ‘Walmart is known for having a heavy ratio of part- to full-time employees to keep costs down. Walmart is expanding its sales of grocery items, competing directly with supermarket chains, One of the reasons Walmart has lower prices is because it uses ‘mostly part-time werkers at or close to minimum wage and without benefits. Most supar- market chain employees zre unionized and get higher wages and more benefit and they ‘want better pay and benefits. But supermarket chains state that they can't afford to pay more; they must compete with Walmart |. Do you view Walmart as a company with integrity? 2. Is downsizing ethical and socially responsible? 3. Is using part-time, rather than ful-time, employees ethical and socially responsible? DESEpredictorlof job performance but not the only one as conscientiousness is also im- WORK 27 portant. The founders of Microsoft (Bill Gates), Google (Sergey Brin and Larry Page), and Appication 2-7 | Facebook (Mark Zuckerberg) all have 150+ IQs and math SAT skills at the 800 level, and oe they tend to have a bias for IQ when hiring.”* ‘epkenion 3 asese 1Q, £Q, and I got a clue. it has been said that to be successful a high 1Q is important’? torrepewes | butmot enough, We also need ston interpersonal Skil Or ahighTEQ (leading). Pus, we te openence vate beg have to have a clue of what we art ll get ie n example Can you think of any people who themanicessrong | are intelligent butlaek peopleills or don't seem to have a clue about what to do or hove to get things done? cor weak eit. Intligence, and locus Seen | pele arcane spe stustion Itis ona continuum between iy BEHOFHRAREE! Externalizers believe that they have no‘controboverttheirtateand that their dehaviorhaslittletedowithitheinperformance. Internalizers believe that they CMF . Effective internal- izer leaders take respORSibTnPROFWHO Theva, for theinbehaviorand:pertormance, and {for thelperformance of theirorganizationall@nie, Are you more of an internalizer or an externalizer? COTS I Np 1. What Big Five and leadership personality traits does Ellen Kullman possess? To allarge extent, Ellen Kullman is a successful leader because of her strong personality in the Big Five. She has a strong need for surgency that helped her cimb the corporate ladder at DuPont which is dominated by men. It took energy and determination to become the fist woman CEO of DuPont. She is ranked #3 on the Fortune 50 Most Powerful Women list™ Kulman has ogrecableness, She gets along wel with people having strong interpersonal skis with El Kullman relies more Con her personal relationships than her power as CEO to get the job done. She is also sociable and sensitive to others. eprom nny ktm oer a ee in age Denese ceo pn ei der aera ty Sgn toe aa ome Caps Lr ara Se nn oe yaa pass EE 40 PART I INDIVIDUALS AS LEADERS She's conscientious at getting the job done. Being very dependable by achieving great success was a comerstone of her imbing the corporate ladder at DuPont Plus she is viewed has having a high level of integrity. Kulmanis well adjusted! Competing n a company and industry dominated by men, she has sel-control and se-coniidence. She is calm, good under pressure, relaxed, secure, and postive. She praises the accomplishments of her employees ata levels, ‘She is open to new experience because of her innovating and bringing to market new products ata faster clip. Kulman is hight inteligent,has an internal locus of control as she takes crarge to bring changes, and is flexible. CONCEPT APPLICATION 2-1 + Big Five Personality Dimensions Iderfy cach of these seven tatslbehoviers by its persanelty drension White the appropriate leter in the blank before cach iter, a surgency [Link] bb agreeableness_e. openness to experience

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