Watching a movie and analyzing the leadership style and approach, Management Assignment Homework Help

  

5-7 pages. Watching a movie from the list and analyzing the leadership style, approach and etc. I will attach the detailed description of the paper and materials needed to write it. 
Watch the movie of your choice and
analyze the leadership that you see there using the lens of the material
discussed in class. Some subject areas to consider are leadership styles,
leadership behaviors, leadership roles played, personality and leadership
traits and their role in shaping behavior, attitudes, power and its proper use,
political behavior and its effect, etc. Your final product should present the
leader-character in light of the material discussed in class.i would prefer devil wear’s prada. 

The Last Castle (R)              
                   19. Miracle (PG-13)
Crimson Tide (R)              
                   
   20. Bridge Over the
River Kwai (PG)
Courage Under Fire (R)              
              21. Saving Private Ryan (R)
A Few Good Men (R)              
                22. Twelve Angry Men (PG)
The King’s Speech (R)              
              23. Hoosiers (PG)
The Queen (PG-13)            
                   
 24. Invictus (PG-13)
Glory (R)              
                   
              25. Apollo 13 (PG)
Freedom Writers (PG-13)            
            26. Amazing Grace (PG-13)
The Great Debaters (PG-13)            
       27. Chariots of Fire (PG)
The Iron Lady (PG-13)            
                28. Taps (PG)
Pay It Forward (PG-13)            
               29. Schindler’s List (R)
The Hunt for Red
October (PG)      
         30. The Glory Road (PG)
Braveheart (R)              
                   
     31. Black Hawk Down (R)
Dave (PG-13)            
                   
        32. Band of Brothers (Series)
Remember the Titans (PG-13)            
    33. Men of Honor (R)
Dead Poets Society (PG)              
         34. The Last Samurai (R)
Finding Forrester (PG-13)            
           35. The Patriot (R)
We Were Soldiers (R)              
              36. The Devil Wears
Prada (PG-13)
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Chapter 2
Leadership
Traits
and Ethics
PART ONE INDIVIDUALS AS LEADERS
PowerPoint Presentation prepared by Charlie Cook, The University of West Alabama
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Personality Traits and Leadership
• Traits
 Are distinguishing personal characteristics
• Personality
 Is a combination of traits that classifies an individual’s
behavior
 Is developed based on genetics and environmental
factors.
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–2
Personality Profiles
• Identify individual stronger and weaker traits
• Are used to ensure a proper match between the
worker and the job
• Are also used to categorize people as a means
of predicting job success
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–3
The Big Five Model of Personality
Correlates with Leadership
Surgency
Agreeableness
Conscientiousness
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Adjustment
Openness to
experience
2–4
Exhibit
2.2
The Big Five Including Traits of Effective Leaders
The Big Five Model
of Personality
Leadership Traits
within the Big Five
Surgency
a. Dominance
b. Extraversion
c. Energy/Determination
Agreeableness
d. Sociability/Sensitivity
e. Emotional intelligence
Adjustment
f.
Conscientiousness
h. Dependability
i. Integrity
Openness
j. Flexibility
k. Intelligence
l. Locus of control
Emotional Stability and
Narcissism
g. Self-confidence
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–5
The Big Five
• Surgency (Dominance)
 Leadership and extraversion traits:

Wanting to be in charge
• Agreeableness
 Traits related to getting along with people:

Sociable, friendly
• Adjustment
 Traits related to emotional stability:

Self-control, calm, good under pressure,
relaxed, secure, and positive
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–6
The Big Five (cont’d)
• Conscientiousness
 Traits related to achievement
 Responsible and dependable
• Openness to Experience
 Traits related to the willingness to try new things
 Seek change
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–7
Why Understanding Personality
Is Important
• Understanding people’s personalities is
important because personality affects behavior
as well as perceptions and attitudes
• Knowing personalities help to explain and
predict others’ behavior and job performance
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–8
Traits of Effective Leaders
Internal locus
of control
Integrity
Energy/
Determination
Dominance
Selfconfidence
Flexibility
Traits of Effective
Leaders
Sensitivity
to others
Intelligence
Stability
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–9
Personality Dimensions of Surgency
• Dominance
 Wanting to be in charge
 Not overly bossy or bullying
 Affects all other traits
• Extraversion
 Outgoing, likes to meet new people, and assertive
and willing to confront others
• High energy with determination
 Drive, hard work, stamina, persistence
 Tolerate stress well
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–10
Agreeableness Dimension Personality Traits
• Sociability/Sensitivity
 Having an inclination to seek out enjoyable social
relationships
 Spending more time with people than things
 Tending to have lots of friends
 Are friendly, courteous, easy to get along with, and
diplomatic
• Sensitivity
 Understand group members as individuals,
communicate well, people centered
 Requires empathy
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–11
Agreeableness Dimension Personality Traits
(cont’d)
• Emotional Intelligence
 Self-awareness is being conscious of your own
emotions and how they affect your personal and
professional life
 Social awareness is the ability to understand others
 Self-management is the ability to control disruptive
emotions
 Relationship management is the ability to work well
with others
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–12
Adjustment Personality Dimension Traits
• Emotional Stability
 Emotionally in control, secure, positive
 Associated with managerial effectiveness and
advancement
• Self-confidence
 Trust own judgments, decisions, ideas, capabilities
 Related to effectiveness and advancement
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–13
Conscientiousness Personality
Dimension Traits
• Dependability
 Loyal, committed to their coworkers and the
organization
 Willing to work hard and put in extra time and effort
to accomplish goals to achieve success—also called
organization citizenship behavior
• Integrity
 Honest, ethical, trustworthy
 Essential trait for running a successful business
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–14
Openness-to-Experience Personality
Dimension Traits
• Flexibility
 Change, adjust to changes
 The ability to influence others about change
• Intelligence
 Is the ability to think critically, solve problems,
and make decisions
 Is the best predictor of job performance
• Locus of Control
 Internal = belief in the control of your own destiny
 External = belief in fate, luck, good fortune
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–15
The Personality Profile of Effective Leaders
• Achievement Motivation Theory
 Attempts to explain and predict behavior and
performance based on a person’s need for
achievement,
Power
affiliation
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–16
Characteristics of the Need for Achievement
(n Ach)
• The unconscious concern for excellence in
accomplishments through individual efforts
 Internal locus of control
 Self-confidence
 High energy
 Goal oriented

Realistic goals
 Moderate risks
 Competitive
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–17
Characteristics of the Need for Power
(n Pow)
• The unconscious concern for influencing others
and seeking positions of authority
 Want to be in charge (in authority)
 Self-confident
 High energy
 Competitive
 Ambitious
 Less concerned with people
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–18
Characteristics of the Need for Affiliation
(n Aff)
• The unconscious concern for developing,
maintaining, and restoring close personal
relationships
 Strong personal relationships
 Sensitivity to others
 Joiners
 Prefer “helping professions”
 Concerned about what people think of them
 Usually have low need for power, avoid management
or leadership
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–19
Leader Motive Profile (LMP)
• Is a set of traits that match up to the “typical”
effective leader
• Tends to have a high need for socialized power,
a moderate need for achievement, and a lesser
need for affiliation
 Socialized power

Used for the good of one’s self, the group,
and the organization
 Personalized power

Used for personal gain at the expense of others
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–20
Exhibit
2.3
Combing the Big Five with Traits and relates to Needs
Achievement
Motivation Theory
and Leader Motive
Profile (LMP)
The Big Five Model
of Personality
Leadership Traits
within the Big Five
Surgency
a. Dominance
b. Extraversion
c. Energy/Determination
Need for power
Agreeableness
d. Sociability/Sensitivity
e. Emotional intelligence
Need for affiliation
Adjustment
f.
Emotional Stability and
Narcissism
g. Self-confidence
Socialized power (LMP)
Conscientiousness
h. Dependability
i. Integrity
Need for achievement
Openness
j. Flexibility
k. Intelligence
l. Locus of control
No separate need; it is
included in the other
needs
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–21
How Executives Become Derailed
• Using a bullying leadership style is viewed as
intimidating, insensitive, and abrasive
• Being viewed as being cold, aloof, and arrogant
• Betraying personal trust
• Being regarded as self-centered, overly
ambitious and thinking of the next job
• Having specific performance problems with the
business
• Over-managing and unable to delegate or build
a team
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–22
Leadership Attitudes
• Are positive or negative feelings about people,
things, and issues
• Job attitudes and performance are perhaps the
two most central sets of constructs in individuallevel organizational analysis research
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–23
Leadership Attitudes (cont’d)
• Theory X and Theory Y
 Attempt to explain and predict leadership behavior
and performance based on the leader’s attitude
about followers
• Self-Concept
 Refers to the positive or negative attitudes people
have about themselves
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–24
Theory X versus Theory Y
• Theory X Attitude:
• Theory Y Attitude:
 Employees dislike work
 Employees like to work
 Employees must be
 Employees do not
closely supervised
 Managers display more
coercive, autocratic
leadership
 Managers use external
means of control—
threats and punishment
need to be closely
supervised
 Managers display
more participative
leadership
 Managers use internal
motivation and rewards
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–25
Exhibit
2.4
Leadership Styles Based on Attitudes
Theory Y
Attitudes
Positive
Self-Concept
Negative
Self-Concept
Theory X
Attitudes
• Gives and accepts positive
feedback
• Bossy, pushy,
and impatient
• Expects others to succeed
• Critical
• Lets others do the job their way
• Autocratic
• Afraid to make decisions
• Pessimistic
• Unassertive
• Blames others
• Self-blaming
• Promotes
hopelessness
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–26
Concepts of Self
• Self-Concept
 Refers to the positive or negative attitudes people
have about themselves
• Self-Efficacy
 Is the belief in one’s own capability to perform in a
specific situation
• Self-Confidence
 The belief that one can be successful
• All three are closely related
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–27
Developing a More Positive
Attitude and Self-Concept
• Do not hold negative,
pessimistic attitudes
about others and yourself
• Focus on success and
don’t dwell on failure
• Maintain a positive,
optimistic attitude
• Do not belittle yourself
or compare yourself to
others
• Cultivate optimism
• Accept compliments
• Stop complaining
• Be a positive role model
• Avoid negative people
• Think for yourself
• Set and achieve goals
• When things go wrong,
help others who are
worse off than you
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–28
Ethical Leadership
• Ethics
 Are the standards of right and wrong that influence
behavior
Right behavior is considered ethical
 Wrong behavior is considered unethical
 Business ethics, and ethics codes, guide and constrain
everyday business conduct

• Does Ethical Behavior Pay?
 There is a positive relationship between ethical
behavior and leadership effectiveness
 The unethical acts of employees can ruin
organizations and the lives of stakeholders
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–29
Factors Influencing Ethical Behavior
• Personality Traits and Attitudes
 Ethical behavior is related to individual needs and
personality traits
 To gain power, people may be unethical
 Irresponsible persons may unethically cut corners
 Self-confidence can allow a person to make ethical
choices
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–30
Ethical Behaviors
• Unethical behavior is more likely found
in irresponsible people who are:
• Emotionally unstable
• External locus of control
• Being ethical is part of integrity
• People with positive attitudes
about ethics tend to be ethical
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–31
Moral Development and Ethics
• Moral Development
 Refers to understanding right from wrong and
choosing to do the right thing
• Levels of Personal Moral Development
 Preconventional

Based on self-interest
 Conventional

Based on expectations of others
 Postconventional

Based on universal principles of right and wrong,
regardless of the leader or group’s expectations
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–32
The Situational Aspect of Ethics
• People are more likely to act unethically:
 In highly competitive situations
 In unsupervised situations
 When there is no formal ethics policy
 When unethical behavior is not punished or is
rewarded
© 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–33
Justifying Unethical Behavio …
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