MGTO Dr. William A. Snow Hong Kong University of Science & Technology Department of Management of Organizations College of Business & Management Managerial Leadership MGTO

MGTO Chapter 8 Personality

MGTO 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.

MGTO Five-Factor Model of Personality – Yet another way to describe personalities The Big Five Personality Model Openness to Experience Extraversion Agreeableness Conscientiousness Emotional Stability

MGTO These 5 personality attributes have much to do with explaining and predicting behavior in organizations Personality Attributes and Behavior RiskTaking Locus of Control Self-Esteem Type A Personality Self-Monitoring MachiavellianTraits

MGTO 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.

MGTO 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.

MGTO 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

MGTO Chapter 9 Intelligence and Creativity

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

MGTO 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.

MGTO 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.

MGTO The multiple intelligence’s view The multiple intelligence’s 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.

MGTO Dark-side Personality Traits Dark-side personality traits are: – irritating or counterproductive behavioral tendencies – interfere with a leader’s ability to form teams – cause followers to exert less effort towards goal accomplishment.

MGTO Hong Kong Branch Office Case (In class) Break into teams: What were Mr. Lee’s objectives? What were the results of the study that was done? Describe alternatives “A” and “B”: those being considered by Mr. Lee

MGTO 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

MGTO Hong Kong Branch Office Case (In class) 6. Discussion about alternatives 7. Results

MGTO Hong Kong Branch Office Case (In class)  4 Factor Theory

MGTO 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_________________”

MGTO Managerial Leadership Supplemental Resources M. Goldsmith, L. Lyons, A. Freas, Coaching for Leadership: How the World’s Greatest Coaches Help Leaders Learn. (2000) Donelson R. Forsytyh, Group Dynamics. (1999) Peter F. Drucker, Management Challenges for the 21 st 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 America’s Best- Run Companies (1982) Richard E. Boyatzis, The Competent Manager: A Model of Effective Performance. (1982)