Leadership & ManagementLeadership & Management

Discussion for Lesson 11:Discussion for Lesson 11:

Personality and Reflection as a Personality and Reflection as a Leadership ToolLeadership Tool

Lesson 11Lesson 11Reading ObjectivesReading Objectives

1. 1. The student will comprehend and distinguish The student will comprehend and distinguish personality traits and psychological types.personality traits and psychological types.

2. The student will know his/her psychological type and 2. The student will know his/her psychological type and describe the implications for his/her relationships and describe the implications for his/her relationships and leadership performance.leadership performance.

3. The student will comprehend why introspection and 3. The student will comprehend why introspection and reflection are valuable tools for a leader. reflection are valuable tools for a leader.

Lesson 11Lesson 11Reading ObjectivesReading Objectives

4. The student will comprehend the Paul 4. The student will comprehend the Paul Principle and how to avoid it.  Principle and how to avoid it.  

5. The student will apply reflection and 5. The student will apply reflection and introspection to better understand their strengths introspection to better understand their strengths and weaknesses as a leader.and weaknesses as a leader.

Lesson 11Lesson 11Discussion ObjectivesDiscussion Objectives

1. 1. The student will know their psychological type The student will know their psychological type and describe the implications for their and describe the implications for their relationships and leadership performance.relationships and leadership performance.

  

2.2.    The student will apply reflection and The student will apply reflection and introspection to better understand their strengths introspection to better understand their strengths and weaknesses as a leader.and weaknesses as a leader.

Psychological TypesPsychological Types

Psychological types help define cognitive styles Psychological types help define cognitive styles i.e. mental processes used to perceive and i.e. mental processes used to perceive and make judgments from information.make judgments from information.

Knowledge of these cognitive styles can help Knowledge of these cognitive styles can help you relate better to people because you better you relate better to people because you better appreciate how they make decisions.appreciate how they make decisions.

According to Psychiatrist Carl Jung, how people According to Psychiatrist Carl Jung, how people gather and evaluate information determines their gather and evaluate information determines their cognitive style.cognitive style.

Psychological TypesPsychological Types

Sensation type IndividualsSensation type Individuals Prefer routine and Prefer routine and

orderorder Search for precise Search for precise

detailsdetails Prefer to work with Prefer to work with

established factsestablished facts

Intuitive type IndividualsIntuitive type Individuals Prefer overall Prefer overall

perspective – “big perspective – “big picture”picture”

Enjoy solving Enjoy solving problemsproblems

Dislike routineDislike routine Prefer to look for Prefer to look for

possibilities possibilities

Gathering Information

Psychological TypesPsychological Types

Feeling type individualsFeeling type individuals Need to conformNeed to conform Adapt to others’ Adapt to others’

wisheswishes Avoid problems that Avoid problems that

may cause may cause disagreement disagreement

Thinking type IndividualsThinking type Individuals Rely on reason and Rely on reason and

intellectintellect Downplay emotion in Downplay emotion in

problem solving and problem solving and decision makingdecision making

Evaluating Information

Psychological TypesPsychological Types

Cognitive Styles—two dimensions of Cognitive Styles—two dimensions of information gathering and evaluation are information gathering and evaluation are combined to produce a four-way combined to produce a four-way classification of cognitive styles:classification of cognitive styles: Sensation/ThinkingSensation/Thinking Intuitive/ThinkingIntuitive/Thinking Sensation/FeelingSensation/Feeling Intuitive/FeelingIntuitive/Feeling

Introspection and ReflectionIntrospection and Reflection

IntrospectionIntrospection Enables leader to realize gaps between who Enables leader to realize gaps between who

they are, who they think they are and who they are, who they think they are and who they are perceived to be.they are perceived to be.

The introspection process should be The introspection process should be accomplished systematically and should be accomplished systematically and should be done regularly with the help of an executive done regularly with the help of an executive assistant, trusted friend or spouse.assistant, trusted friend or spouse.

Introspection and Reflection (Cont.)Introspection and Reflection (Cont.)

Questions to ask yourself:Questions to ask yourself:

- - Establish a schedule – how do you spend your time?Establish a schedule – how do you spend your time?

- Establish you priorities – what are they?- Establish you priorities – what are they?- Examine your reliability – do you honor commitments?- Examine your reliability – do you honor commitments?- Who tells you the news – good or bad?- Who tells you the news – good or bad?- How long are your meetings – are they short & to the - How long are your meetings – are they short & to the point?point?- How well do you listen?- How well do you listen?- Are you feared/distrusted or respected/liked?- Are you feared/distrusted or respected/liked?

Introspection and Reflection (Cont.)Introspection and Reflection (Cont.)

Does your body language promote teamwork?Does your body language promote teamwork? Are you a communicator – do you help your people learn Are you a communicator – do you help your people learn

and develop?and develop? Do you speak and write well?Do you speak and write well? Are you a reader?Are you a reader? Are you a disciplinarian – are you fair and consistent?Are you a disciplinarian – are you fair and consistent? Do you enjoy your job?Do you enjoy your job? Are you an innovator?Are you an innovator? Do you maintain mental and physical fitness?Do you maintain mental and physical fitness? Do you deflect or magnify pressure?Do you deflect or magnify pressure? Are you tuned-in or out-of-touch?Are you tuned-in or out-of-touch?

Introspection and Reflection (Cont.)Introspection and Reflection (Cont.)

Are you a delegator?Are you a delegator? Are you a non-drinker, drinker or alcoholic?Are you a non-drinker, drinker or alcoholic? Are you an optimist or pessimist?Are you an optimist or pessimist? What are your ethics and values – based upon what?What are your ethics and values – based upon what? Are you ambitious?Are you ambitious? Are you secure or insecure?Are you secure or insecure? Are you a philanderer?Are you a philanderer? What is your integrity level?What is your integrity level? Are you intense of relaxed?Are you intense of relaxed? Are you decisive or indecisive?Are you decisive or indecisive? Are you conceptual – can you translate goals into a conceptual Are you conceptual – can you translate goals into a conceptual

framework?framework?

Introspection and ReflectionIntrospection and Reflection

Establishing Establishing your schedule—your schedule—how do you how do you spend your spend your time?time?

Establishing Establishing your priorities—your priorities—what are they?what are they?

Examining your Examining your reliability—do reliability—do you honor you honor

commitmentscommitments??

How long are How long are your meetings—your meetings—are they short, are they short, brisk and to the brisk and to the point?point?

How well do you How well do you listen? Only by listen? Only by listening do you listening do you learn what’s learn what’s going on. going on.

Are you feared, Are you feared, distrusted, like, distrusted, like, respected or respected or loved?loved?

Examining your Examining your reliability—do reliability—do you honor you honor commitments?commitments?

Are you a Are you a communicator—communicator—do you help do you help people develop? people develop? Speaking & Speaking & writing ability?writing ability?

Introspection and ReflectionIntrospection and Reflection

Are you a Are you a disciplinarian?disciplinarian?

Do you enjoy Do you enjoy your job?your job?

Are you an Are you an innovator?innovator?

Are you Are you flexible?flexible?

Are you Are you physically and physically and intellectual intellectual fitness?fitness?

Do you deflect or Do you deflect or magnify magnify pressure?pressure?

Are you tuned Are you tuned in or out of in or out of touch?touch?

Are you an Are you an innovator?innovator?

Are you a Are you a delegator?delegator?

Are you a non-Are you a non-drinker, drinker drinker, drinker or alcoholic?or alcoholic?

Are you an Are you an optimist or optimist or pessimist?pessimist?

Are you Are you religious? What religious? What are your ethics are your ethics and values?and values?

Introspection and ReflectionIntrospection and Reflection

Are you a Are you a writer?writer?

Are you Are you ambitious?ambitious?

Are you secure Are you secure or insecure?or insecure?

Are you a Are you a philanderer?philanderer?

What is your What is your integrity level?integrity level?

What is your What is your integrity level?integrity level?

Are you Are you intense or intense or relaxed?relaxed?

Are you Are you decisive?decisive?

Can you put Can you put mission, goals, mission, goals, requirements, requirements, responsibilities responsibilities in a conceptual in a conceptual framework?framework?

Personality TraitsPersonality Traits Personality traits impact interpersonal relations Personality traits impact interpersonal relations

and job performance:and job performance:- Extroversion- Extroversion- Introversion- Introversion- Conscientiousness- Conscientiousness- Agreeableness- Agreeableness- Emotional Stability- Emotional Stability- Openness to Experience- Openness to Experience

Self-Monitoring is critical to successSelf-Monitoring is critical to success

Personality Traits (Cont.)Personality Traits (Cont.)

ExtroversionExtroversion- Social, gregarious, assertive- Social, gregarious, assertive- Values input from external sources- Values input from external sources

IntroversionIntroversion- Reflective, thoughtful, innovative- Reflective, thoughtful, innovative- Values internally derived solutions- Values internally derived solutions

Emotional StabilityEmotional Stability- Often referred to as “Neurotic”- Often referred to as “Neurotic”

Personality Traits (Cont.)Personality Traits (Cont.)

AgreeablenessAgreeableness- Courteous, flexible, trusting- Courteous, flexible, trusting- Friendly and cooperative- Friendly and cooperative

ConscientiousnessConscientiousness- Careful, thorough, organized- Careful, thorough, organized- Dependable and tolerant- Dependable and tolerant

Openness to ExperienceOpenness to Experience- Imaginative, curious, innovative- Imaginative, curious, innovative- Well-Developed intellects- Well-Developed intellects

Self-Monitoring BehaviorSelf-Monitoring Behavior

The process of evaluating and controlling The process of evaluating and controlling how we are perceived by othershow we are perceived by others

- - High Self-Monitors are pragmatic, High Self-Monitors are pragmatic, sometimes, Chameleon-like characters who may sometimes, Chameleon-like characters who may say what others want to hear.say what others want to hear.

- Low Self-Monitors avoid situations that - Low Self-Monitors avoid situations that require them to adapt – may appear inflexible.require them to adapt – may appear inflexible.

Paul PrinciplePaul Principle

Peter Principle; one’s highest level of incompetencePeter Principle; one’s highest level of incompetence

- Antidote is meticulous preparation- Antidote is meticulous preparation Paul Principle; gradual obsolescence of leaders as they Paul Principle; gradual obsolescence of leaders as they

lose touch with the organizations they lead:lose touch with the organizations they lead:

- Become overly risk-averse- Become overly risk-averse

- Resist change- Resist change

- Fail to take advantage of technological advances- Fail to take advantage of technological advances

- Antidote is engagement; professional reading program- Antidote is engagement; professional reading program

training symposia, team-building, etc. to re-connect with training symposia, team-building, etc. to re-connect with

staff.staff.

Next ClassNext Class

The Power of PerceptionThe Power of Perception Read: Read:

Leadership & Management, Chapter 12Leadership & Management, Chapter 12

SummarySummary

Knowing the different personality types and how Knowing the different personality types and how each may react to various situations can be a each may react to various situations can be a critical component of effective leadership.critical component of effective leadership.

An accurate assessment and clear An accurate assessment and clear understanding of your own personality traits is understanding of your own personality traits is an important prerequisite to understanding an important prerequisite to understanding others.others.

The reflective leader is able to analyze The reflective leader is able to analyze leadership situations in light of what he/she leadership situations in light of what he/she already knows.already knows.

Questions?Questions?

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