personality & transformational leadership
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CHRISSY DELLA CORTE
HRE 7723
NOVEMBER 15, 2011
Personality & Transformational
Leadership
What is personality?2
Personality is 'the sum total of all the biological innate dispositions, impulses, tendencies, appetites & instincts of the individual and the acquired dispositions and tendencies’ (Prince, 1924).
The more or less stable and enduring organization of a person's character, temperament, intellect, and physique determines his unique adjustment to the environment (Eysenk, 1947, p.21).
Theory of Personality3
Personality is mostly biological but can be influenced by environment
Biological view validated by: The same three personality orientations are found
universally regardless of social and cultural factors These traits show stability within individuals over long
periods of time in the face of differing experiences Evidence supported by twin studies
Based on three dimensions (Types or Superfactors): Extraversion / Introversion Neuroticism / Stability Psychoticism / Superego
Personality of Leaders4
OutgoingExtravertedSociableConfidentHigh self esteemPositiveOptimisticEmotionally balancedInnovatorsRisk-takers
Personality, cont.5
Personality is just one of the (highly) complex variables that need to be correlated among many others in order to do a "deep evaluation" of ourselves.
How we behave depends on the situation. Our situation at any given moment must always be taken into consideration, as well as the many dimensions of self, or individual.
So, we have both the individual structure (the personality, self-needs, abilities, satisfaction, goals, etc.) and those of the organization (boss, colleagues, reward system, tasks, their personalities, etc.).
People with similar styles problem-solve well together.
Personality distinguishes humans from other species, and oneself from other humans.
What is temperament?6
Temperament is about individual differences.
Temperament is composed of the traits, with which a person is born, which are genetic in nature.
It differs from personality, which is a combination of person’s temperament and life experiences.
Temperament is "the stable individual differences in quality and intensity of emotional reaction" and is present at birth (Berk, 1998).
Temperament, cont.7
McCall (1984) defined temperament as “biologically based individual differences in reactions to the world”.
He also described further that these reactions are relatively stable over time and it is not personality but is one of the bases of later personality traits.
Personality characteristics are based on traits and behaviors which are normally acquired after infancy.
Some of the personality characteristics are not influenced by the biological factors.
Temperament traits are not completely inherited.
The key aspects of people’s personalities are habits, goals, and self-perceptions which are not considered as temperament traits.
What is a learning style?8
Learning Style: A consistent way an individual responds to, and uses stimuli in the context of learning. (Claxton & Ralston, 1978).
Cognitive Style: The consistent individual differences found in ways of organizing and processing information and experience. (Messick, 1984).
Types of Learning Styles9
MBTI – Jung (1960)GEFT – Witkin etc. (1973)KAI– Kirton (1976)Multiple Intelligences – Gardner (1983)LSI – Kolb (1984)
VAK – Fleming (2001)
Why study learning styles?10
People learn better when info is presented in their own learning style.
For every study that finds this to be true, there is another study finding it false.
Experiential Learning11
Starting Point—What are we doing?Starting Point—What are we doing? ExamplesExamples
Must incorporate the here and now
Gets you ready to learn (gives motivation)
In a sense, a controlled failure…
Must anticipate things go wrong
Making products or models
Solving problems or analyzing case studies
Negotiating or bargaining
Guided imageryRole playing
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Concrete Experience
What happened?What happened? ExamplesExamples
Three Steps Return to the
experience Promote positive
feelings and remove obstructing feelings
Re-evaluate the experience
JournalingVideotaping and
reviewingGroup discussionPrivate discussionArt (singing,
painting)
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Reflection
1. WHAT DID YOU DO?2. WHY DID YOU DO IT?
3. HOW DID IT MAKE YOU FEEL?4. WHAT DID YOU LEARN?
5. WHAT CAN BE DONE TO IMPROVE?
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Reflection Questions
Abstract Conceptualization15
So, what do I conclude?Teacher applies conceptual knowledge
Connects book learning to real-life learning Or Theory to Practice
What can be concluded?
What have I learned about this experience, about myself, about my team?
Active Experimentation16
Now what do I do?Application of new knowledge (requires a plan)A chance to do betterReach level of expertise desired by teacherProvides another opportunity for a concrete experienceAgain, needs pre-teaching
Experiential Learning17
Kolb’s Learning Styles18
Diverging: Having many points of view concerning concrete situations with an approach of observe rather than to take action.
Assimilating: Being able to take a wide range of information and put it into concise logical form.
Converging: Being able to find practical uses for ideas and theories.
Accommodating: Having the ability to learn from hands-on experiences.
Kirton’s Adaption Innovation Theory19
In problem-solving… ALL PEOPLE ARE CREATIVE!!!
Some people are more adaptive.
Some people are more innovative.
Both adaptors and innovators are needed to solve complex problems.
AdaptorsAdaptors InnovatorsInnovators
Produce few ideasExpect high rate of
successViewed as dull &
boring
Produce many ideasTolerate high failure
rateViewed as illogical
& random
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Adaptors & Innovators--Originality
AdaptorsAdaptors InnovatorsInnovators
Precise with detailWelcomes change
as an improverMakes things betterViewed as narrow
minded
Sees the larger picture
Welcomes change as a mould breaker
Makes things different
Viewed as inefficient
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Adaptors & Innovators--Efficiency
AdaptorsAdaptors InnovatorsInnovators
Solve problems using rules
Rarely challenges the rules
Prudent with authority
Viewed as over-cautious
Solves problems by altering rules
Always challenges rules
RadicalViewed as reckless
or rude
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Adaptors & Innovators—Rules/Structures
Coping Behavior23
Your preferred problem-solving style is determined early in life and does not change.
We learn to cope in situations that do not match our preferred style.
Coping behavior is psychologically expensive.
A-I in groups & teams24
Diversity of thought
Cognitive Gap A gap of 20 points is significant and causes problem-
solving difficulty if not addressed
Bridgers A person who has a score between extreme scores A person who is willing and able to act as a bridger
Homogenous GroupsHomogenous Groups Heterogeneous GroupsHeterogeneous Groups
Everyone thinks the same
ComfortableFriendlyCan solve a narrow
range of problems
Think differentlyCan have conflictCan solve a broad
range of problems
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A-I in groups & teams
Everyone is Creative!Everyone is Creative! Your Preferred Creative StyleYour Preferred Creative Style
All make decisions and solve problems; in the brain, this is creative activity
Your creative style or preference is based on how your brain functions
Creative style is NOT the same as level
Probably genetically determined (a component of personality)
Cannot choose or change your style
Can be measured at an early age
Remains stable with age, experience
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Final Points on A-I Theory
Which style is better?27
• Neither style is inherently better at solving problems & making decisions; there is no “right” or “wrong” score.
• In specific situations, different degrees of adaptation and/or innovation may be seen as more appropriate.
• We have a tendency to feel comfortable with and value our own style.
• Differences or gaps do exist• Between people• Between groups or teams• Between people/teams and the requirements of the task
CREATIVE QUESTIONNAIREHTTP://TALENTDEVELOP.COM/SELFTEST.HTML
KEIRSEY TEMPERAMENT SORTER (KTS-II)HTTP://WWW.KEIRSEY.COM/SORTER/INSTRUMENTS2.ASPX?PARTID=0
VAKVISUAL, AUDITORY, AND KINESTHETIC LEARNING STYLEHTTP://SOS.NET/~DONCLARK/HRD/STYLES/VAKT.HTML
KOLB LEARNING STYLE INVENTORY (LSI)HTTP://LEARNINGFROMEXPERIENCE.COM/TOOLS/KOLB-LEARNING-STYLE-INVENTORY-LSI/
HTTP://WWW.BUSINESSBALLS.COM/KOLBLEARNINGSTYLES.HTM
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Any Questions?
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