1. M A N A G E M E N T M A N A G E M E N T 1 st E D I T I O N 1 st E D I T I O N Gulati | Mayo | Nohria Gulati | Mayo | Nohria Chapter 13 Chapter 13 BECOMING A LEADER: KNOWING YOURSELF BECOMING A LEADER: KNOWING YOURSELF INDIVIDUAL PERSPECTIVE ©South-Western, a part of Cengage Learning PowerPoint Presentation by Charlie Cook

2. Learning Objectives Explain why self-awareness is an important aspect of becoming a leaderExplain why self-awareness is an important aspect of becoming a leader Outline the different forms of intelligence and describe how they can influence an individual’s personality and leadership styleOutline the different forms of intelligence and describe how they can influence an individual’s personality and leadership style Explain how personality impacts an individual’s likelihood of success in certain rolesExplain how personality impacts an individual’s likelihood of success in certain roles Describe the role that self-monitoring can play in learning to adapt behaviors and becoming a more versatile leaderDescribe the role that self-monitoring can play in learning to adapt behaviors and becoming a more versatile leader © South-Western, a part of Cengage Learning 13–2

3. IntroductionIntroduction © South-Western, a part of Cengage Learning13–3 The study of interpersonal attitudes and preferences, behavioral dynamics, and organizational performance Organizational behavior The ability to acknowledge and take responsibility for one’s role in cultivating relationships and in communicating effectively with others Interpersonal effectiveness An understanding of one’s thoughts, feelings, and behaviors Self-awareness

4. Forms of Intelligence © South-Western, a part of Cengage Learning13–4 A person’s ability to profit from experience, acquire knowledge, think abstractly, and adapt to changes in the environment Intelligence A measure of the overall quality of an individual’s mental abilities Intelligence quotient (IQ)

5. Models of Intelligence © South-Western, a part of Cengage Learning13–5 Models of Intelligence Multiple Intelligence Creativity Triarchic Theory of Intelligence ComputationalExperientialContextual Cultural Intelligence Emotional Intelligence

6. © South-Western, a part of Cengage Learning13–6 Table 13.1 -Multiple Intelligences

7. Triarchic Theory of Intelligence © South-Western, a part of Cengage Learning13–7 Computational (analytic) intelligence Contextual (practical) intelligence Individuals possess three components of intelligence Experiential (creative) intelligence

8. Other Components of Intelligence © South-Western, a part of Cengage Learning13–8 The ability to understand and respond appropriately to different cultural contexts and situations The ability to understand and respond appropriately to different cultural contexts and situations Cultural intelligence The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing our emotions and relationships in a productive manner The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing our emotions and relationships in a productive manner Emotional intelligence

9. © South-Western, a part of Cengage Learning13–9 Figure 13.2 -Components of Emotional Intelligence Source: Adapted from “The Emotional Intelligence Workbook,” The Hay Group, 2008.

10. Understanding Your Personality © South-Western, a part of Cengage Learning13–10 A system of enduring inner characteristics, tendencies, and temperaments that are both inherited and shaped by social, cultural, and environmental factors Personality The extent to which an individual believes that he or she can control or influence the outcome of events Locus of control The belief that one can control or adapt to certain events and outcomes and be able to bounce back from difficulty Resilience

11. © South-Western, a part of Cengage Learning13–11 Table 13.2 - Leadership Personality Traits

12. © South-Western, a part of Cengage Learning13–12 Table 13.3 - Psychological Dimensions of Personality

13. © South-Western, a part of Cengage Learning13–13 Table 13.4 - Psychological Profiles Mapped to Dominant Functions

14. © South-Western, a part of Cengage Learning13–14 Figure 13.3 - Attribution of Stability and Control on Outcomes Source: Modified from Mark J. Martinko and William L. Gardner, “Learned Helplessness: An Alternative Explanation for Performance Deficits,” Academy of Management Review, Vol. 7, No. 2, April 1982, pp. 195–204

15. © South-Western, a part of Cengage Learning13–15 Table 13.5 - Adversity Response Hierarchy Source: Adapted from Joshua Margolis, “Leadership and Resilience,” PowerPoint presentation, October 2007, Harvard Business School, Boston; and Paul G. Stoltz, Adversity Quotient @ Work (New York: HarperCollins, 2000)

16. Key Dimensions of Managing Adversity © South-Western, a part of Cengage Learning13–16 Control The extent to which one thinks one can influence whatever happens next Ownership The level of accountability or responsibility that one assumes to improve the situation Reach The extent to which the adversity impacts other aspects of ones professional or personal life Endurance The expected length of the adversity

17. The ability of individuals to read cues from their environment to assess their behavior. People can vary from being high self-monitors to being low self-monitors Self-MonitoringSelf-Monitoring © South-Western, a part of Cengage Learning13–17 Where do I belong? How do I perform? What are my strengths? What are my values? What should I contribute?

18. KEY TERMS © South-Western, a part of Cengage Learning 13–18 Creativity Cultural intelligence Emotional intelligence Intelligence Intelligence quotient Interpersonal effectiveness Locus of control Organizational behavior PersonalityResilienceSelf-awarenessSelf-monitoring Triarchic theory of intelligence