1. Prepared By: DEWI SULASTRI BT BARTAN MUHAMMAD HUNAIDI BIN ISMAIL KHO PUI WUN LEE BOON KIAT

2. 2 Learning 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.

3. LEADERSHIP TRAITS & ETHICS

4. TRAITS Distinguishing personal characteristics,feature, quality,attribute PERSONALITY Personality: A combination of traits/attributes that classifies an individual’s behavior

5. The great man approach "The history of the world is but the biography of great men“ "The history of the world is but the biography of great men“ Man shape history through both their personal attributes and divine inspiration Man shape history through both their personal attributes and divine inspiration

6. 6 Big Five Model of Personality Surgency Adjustment Agreeableness Openness to experienceConscientiousness

7. 7 Locus of Control Locus of Control Integrity High energy Flexibility Dominance Sensitivity to others Sensitivity to others Self-confident Intelligence 9 Traits of EffectiveLeaders Stability

8. TRAITS OF EFFECTIVE LEADERS 1.Dominance o Want to be in charge o Affects all other traits

9. TRAITS OF EFFECTIVE LEADERS 2.High Energy o Drive, hard work, stamina, persistence

10. TRAITS OF EFFECTIVE LEADERS 3.Self-confidence o Trust own judgments, decisions, ideas, capabilities

11. TRAITS OF EFFECTIVE LEADERS 4.Locus of Control o Belief in control of own destiny

12. TRAITS OF EFFECTIVE LEADERS 5.Stability o Emotionally in control, secure, positive

13. TRAITS OF EFFECTIVE LEADERS 6.Integrity o Honest, ethical, trustworthy

14. TRAITS OF EFFECTIVE LEADERS 7.Intelligence o Above average, educated

15. TRAITS OF EFFECTIVE LEADERS 8.Emotional Intelligence o Self-awareness, managing emotions, motivating oneself, empathy, social skills

16. TRAITS OF EFFECTIVE LEADERS 9.Flexibility o Change, adjust to changes

17. TRAITS OF EFFECTIVE LEADERS 10.Sensitivity o Understand group members, communicate well, people centered

18. 18 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

19. 19 Theory X.....…......Theory Y (Autocratic) (Participative ) ControlSupport

20. 20 Pygmalion Effect Managers’ attitudes, expectations, and treatment of employees explain and predict behavior and performance.

21. 21 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

22. 22 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

23. 23 Leadership Styles Based on Attitudes Theory Y Attitudes Theory X Attitudes Positive Self- Concept Gives and accepts positive feedback Expects others to succeed Lets others do the job their way Bossy Pushy ImpatientCritical Autocratic NegativeSelf-Concept Afraid to make decisions Unassertive Self-blaming Pessimistic Promotes hopelessness

24. . Achievement Motivation theory??

25. A ch i ev em e n t Moti v ati o n T he ory Attempts to explain and predict behavior and performance based on a person’s need for : Achievement Power Affiliation

26. 'achievement motivated The n-ach person is 'achievement motivated‘ Achievement motivation drives humans to strive for excellence by improving on performance There is a strong need for feedback 'achievement motivated The n-ach person is '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)

27. Need for Affiliation (a-affil) 'affiliation motivated 1.The n-affil person is '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.

28. Need for Power (n-pow) 'authority motivated The n-pow person is '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.

29. Types of power reward power coercive power legitimate power referent power expert power informational power

30. What is the leader motive profile (LMP)?? What is the leader motive profile (LMP)??

31. Leader Motive 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

32. Leader Motive 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

33. leaders to determine what's right and wrong. Some make the wrong choices – and end up in the news or in the courts. Ethics is…. “pertaining to morality” “pertaining to morality” “the science of morals, the moral principles by which a person is guided” “the science of morals, the moral principles by which a person is guided” (Compact Oxford English Dictionary, 1991, p. 534)

34. Moral is…. defined as pertaining to the distinction between right and wrong, or good and evil in relation to the actions, volitions, or character of human beings (Oxford English Dictionary, 1991, p. 1114) defined as pertaining to the distinction between right and wrong, or good and evil in relation to the actions, volitions, or character of human beings (Oxford English Dictionary, 1991, p. 1114)

35. Integrity is…. a concept of CONSISTENCY of actions, values, methods, measures, principles, expectations, and outcomes. a concept of CONSISTENCY of actions, values, methods, measures, principles, expectations, and outcomes. CONSISTENCY

36. WHY INTEGRITY IS IMPORTANT???

37. Traits, Attitudes, and Ethics Unethical behavior more likely

38. Justifications for Unethical Behavior Moral justification: Moral justification: – In terms of a higher purpose Displacement of responsibility: Displacement of responsibility: – Blaming your behavior on others Diffusion of responsibility: Diffusion of responsibility: – A group is responsible, no one person

39. Justifications for Unethical Behavior Advantageous comparison: Advantageous comparison: – Others are worse Disregarding or distorting consequences: Disregarding or distorting consequences: – Minimizing the harm caused Attribution of blame: Attribution of blame: – Caused by someone else’s behavior Euphemistic labeling Euphemistic labeling – Covering it with cosmetic words

40. Stakeholder Approach Involve Involve o customers o employees o shareholders o community

41. Stakeholder Approach Objective Objective – maximization of the interests of its all stakeholders By By – minimize cost and waste while improving the quality of its products – enhance the skills and satisfaction of its employees – contribute to the development of the community from which it draws its resources and sustenance

42. Thanks for listening