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LeadershipLeadership - Individual Behavior - - Individual Behavior -

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Individuals in the OrganizationIndividuals in the Organization

● Psychological contract– Set of expectations about what a person will give and

get– Contributions – what the person gives– Inducements – what the org offers/provides

Tangible and intangible, examples?– If there’s a perceived imbalance, one side will initiate

a change● Person-job fit

– Consider individual differences– Perceived values change over time (e.g. promotion)

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Personality TypesPersonality TypesMyers - BriggsMyers - Briggs

● Based on Carl Jung● Differentiates on 4 dimensions

– Extraversion/Intraversion– Sensing/Intuition– Thinking/Feeling– Judging/Perceiving

● Very popular tool● Used for career advising

● Take the test

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Other Personality TraitsOther Personality Traits

● Locus of control– Degree one believes that their behavior has

effect on what happens to them● Self-efficacy

– Belief about one’s capabilities to do the work● Machiavellianism

– Behavior aimed at gaining power and control● Self-esteem

– Extent to which one believes one is worthwhile● Risk propensity

– Willingness to take risks

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Emotional Intelligence, EQEmotional Intelligence, EQ

● Emotional vs. Intelligence Quotient● Measures

– Self-awareness– Managing emotions– Self motivation– Empathy– Social skills

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Attitudes and BehaviorAttitudes and Behavior

● Components– Affective

Feelings and emotions towards a situation “I don’t like…”

– Cognitive Attitude derived from knowledge of situation “This is the worst…”

– Intentional Expected behavior in the situation “I will never…”, “I’m going to …”

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Attitudes and BehaviorAttitudes and Behavior

● Cognitive dissonance– When one has conflicting pieces of “knowledge”

E.g. World will end but it doesn’t– One then works to reduce the dissonance

● Positive affectivity– Tendency to be positive– “glass half full” person

● Negative affectivity– Tendency to be negative– “glass half empty” person

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Perception and BehaviorPerception and Behavior

● Selective perception– Bias in perceiving

● Stereotyping– Labeling people based upon one attribute

● Attribution– Attributing causes to behavior

● Halo Effect

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Personality TypesPersonality Types

● Type A – extremely competitive, high urgency● Type B – less competitive, less urgency

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StressStress

● Causes– Task demands– Role demands– Physical demands– Interpersonal demands

● Body’s reaction– Fight or flight

● Consequences– Physical and emotional– Burnout

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CreativityCreativity

● Creative process– Preparation– Incubation– Insight

Bed, bath, bus● Many businesses look to cultivate creativity

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Workplace BehaviorsWorkplace Behaviors

● Performance behaviors– What company expects employees to display– E.g. produce N parts, develop new technology

● Withdrawal behaviors– Absenteeism– Turnover– “Retired but forgot to tell the company”