This document discusses various leadership traits, styles, theories and ethics. It covers the Big Five personality traits model, achievement motivation theory focusing on needs for achievement, power and affiliation. It also discusses leadership motive profile, positive and negative self-concept, Theory X and Theory Y attitudes, and maintaining integrity through avoiding rationalization techniques like moral justification.

1. PREPARED BY:
NUR AZAWANEE BINTI MOHD YUSOF
(MP121107)
NUR FARAHAIN BT AHMAD ADIN (MP121089)
NUR JANNAH BINTI JAMIL (MP121174)

3. L EADER S H I P
TRA I T S
AND
ETH I CS

4. Agreeablenes
s
Adjustment Surgency
BIG
5
Model
Openness to Conscientiousne
Experience ss

5. Bullying style
Cold, aloof, arrogant
Betrayed personal trust
Self-centered
Specific
performance
problem
Over-managed

6. Integrity Sensitive to others
Flexibility Intelligence
Stability
High-energy
Dominance
Locus of Control
Self-confident

7. ACHIEVEMENT MOTIVATION
THEORY
Attempts to
ACHIEVEMENT
explain and
predict
behavior and POWER
performance
based on
person’s need
AFFILIATION
for:

8. ACHIEVEMENT
Internal locus of
Goal oriented
control
Self-confidence Moderate risk
High energy Competitive

9. Strong
personal
relationship
Usually
have low Sensitivity
need for to others
power
Concerned
about
Affiliation
what
people Joiners
think of
Prefer
them “helping
professions
”

10. Want to be in charge P
Self-confident O
High energy W
Competitive E
Ambitious R
Less concerned with
people

11. POWER
SOCIALIZED POWER PERSONALIZED POWER
Used for selfish
Used for the good
reasons and
of one’s self, the
contrary to the
group and the
group and the
organization.
organization.

12. What is Leader
Motive
Profile???

13. Set of traits that match up to
the “typical” effective leader.
Have a high need for
L.M.P. power, moderate need for
achievement, lesser need for
affiliation.
Vary significantly from leader to
leader.

14. unmotivated self-motivated and creative
Avoid responsibility and need to be directed.
enjoy working with greater responsibility
Have to be controlled, forced, and
threatened to deliver what's needed. do not need much direction.
work on a ‘carrot and stick’ basis,
wider areas of skill or knowledge

15. LEADERSHIP STYLE BASED ON
ATTITUDES
Theory X Theory Y
attitudes attitudes
-Give and accept -Bossy
positive feedback. -Impatient
-Expects others to -Autocratic
Positive Self
succeed. -Pushy
Concept -Lets others do the -Critical
job on their own
way.
-Afraid to make -Pessimistic
Negative Self decisions. -Promotes
Concept -Unassertive hopelessness
-Self-blaming

16. Managers’ attitudes,
expectations, and
treatment of
employees explain
and predict behavior
and performance.

17. DEVELOP A POSITIVE SELF CONCEPT
PUSH OUT CULTIVATE
CONCIOUSLY
PESSIMISM OPTIMISM
AVOID SET &
STOP
NEGATIVE ACHIEVE
COMPLAINING
PEOPLE GOAL
DON’T
FOCUS ON ACCEPT
COMPARE TO
SUCCESS COMPLIMENTS
OTHERS
FOCUS TO THINK
BE A
BE THE FOR
POSITIVE
BEST YOURSELF
HELP DON’T BELITTLE YOUR
OTHERS ACCOMPLISHMENTS

18. -the standard of RIGHT and
WRONG that influence behaviour
Business People set Integrity
Moral the ethical
ethics - essential
absolute -
standard,
in
not
s suspected organization leadership
External
Emotionally Unethical focus and
unstable behaviour control

19. Unsupervised situations
Highly competitive situations

20. Disregarding or Distorting
Consequence Moral Justification
Minimizing the harm caused In terms of a higher purpose
Advantages
Displacement of
Comparison
Responsibility
Others are worse
Blaming our behavior on others
Diffusion of Euphemistic
Responsibility Labelling
A group is responsibility, Covering it with cosmetic
no one person words