Other party wants, you probably will not be very succesful.

You will learn how to

negotiate in chapter 4. Sensitivity to other is categorized as the Big five
dimension of agreeableness. Are you sensitive to others?

THE PERSONALITY PROFILE OF EFFECTIVE LEADERS

Effective leaders have specific personality traits. McClelland’s trait theories of

achievement Motivation Theory and Leader Motive Profile Theory had strong
research support and a great deal of relevance to the practice of leadership.
Achievement Motivation Theory indentifies three major traits, which McClelland
calls needs. Leader Motive Profile Theory identifies the personality profile of
effective leaders. You will learn about both of these theories in this section.

ACHIEVEMENT MOTIVATION THEORY

Achiement Motivation Theory attempts to explain and predict behavior and

performance based on a person’s need for achievement, power, and affiliation.
David McClelland originally developed Achievement Motivation Theory in the
1940s. He believes that we have needs and that our needs motivate us to satisty
them. Our behavior is thus motivated by our needs. However, McClelland says
this is an unconscious process. He further states that needsare based on
personality and are developed as we interact with the environment. All people
posses the need for achievement, power, and affiliation, but to varying degrees.
One of the three needs tends to be dominant in each one of u and motivates our
behavior.

THE NEED FOR ACHIEVEMENT (N ACH)

The needs for achievement is the unconscious concern for excellence in

accomplishments through individual efforts. People with strong n Ach tend to
have an internal locus of control, self-confidence, and high energy traits. High n
Ach is categorized as the Big Five dimension of conscientiousness. People with
High n Achtend to be characterized as wanting to take personal responsibility for
solving problems. They are goal oriented and set moderate, realistic, attainable
goals. They seek challenge, excellent, and individuality; take calculate, moderate
risk; desire ocuerets feedback on their performance, and woth nard. People with
High n Ach think about ways to do a better job, how to accomplish something
unusual or important, and carrer progression. They perform well in nonroutine,
challenging, and competitive situation, while people low in Ach do not.

mcClelland’s research showed that only about 10 percent of the U.S population
has a “strong” dominant need for achievement. There is evidence of a
correlation between high achievement need and high performance in the general
population. People with high n Ach tend to enjoy entrepreneurial-type positions.

THE NEED FOR POWER (N POW)

The need for power is teh unconscious concern for influencing others and
seeking position of authority. People with strong n Pow have the dominance trait
and tend to be self-confident with high energy. High n Pow is categorized as the
Big Five dimension of surgency. People with a high need for power tend to be
characterized as wanting to control the situation, wanting influence or control
over others, enjoying competition in which they can win (they don’t like to lose),
being willing to confront others, and seeking positions of authority status. People
with high n Pow tend to be ambitious and have a lower need for affiliation. They
are more concerned about getting their own way (influencing others) than about
what others think of them. They are attuned to power and politics as essential for
succesful leadership.

THE NEED FOR AFFILIATION (N AFF)

The need for affiliation is the unconscious concern for developing, maintaining,
and restoring close personal relationship. People with strong n Aff have the trait
of sensitivity of others. High n Aff is categorized as the Big Five dimension of
agreenableness. People with high n Aff tend to be characterized as seeking close
relationships with other, wanting to be liked by others, enjoying lots of social
activities, and seeking to belong; so they join groups and organizations. People
with high n Aff think about friends and relationships. They tend to enjoy
developing, helping and teaching others. They seek job as teachers, in human
resource management, and in others helping professions. People with high n Aff
are more concerned about what others think of them than about getting their
own way (influencing others). They tend to have a low n Pow; they tend to avoid
management because they like to be one of the group rather than its leader.

YOUR MOTIVE PROFILE

Note that McClelland does not have a classification for the adjustment and
openness-to-experience Big Five personality dimensions; they are not needs. A
person can have a high or low need for achievement, power, and affiliation and
be either well adjusted or not, and either open or close to new experience. So
these two dimensions of personality ore ignored in determining the Achievement
Motivation Theory personality profile. Complete Self-Assessment 2 to determine
your motive pfrofile now.

Knowing a motive profile is useful, because it can explain and predict behavior
and performance. For example, if you know people have a high need for
affiliation, you can understand why they tend to have friends and get along well
with people. You can predict that if they are assigned a job as a mentor, they will
enjoy the task and display helpful, supportive behavior toward the mentorec and
will do a good job.

LEADER MOTIVE PROFILE THEORY

Leader motive profile theory attempts to explain and predict leadership succes
based on a person’s need for achievement, power and affiliation motive profile.
McClelland found that effective leaders consistently have the same motive
profile, and that Leader Motive Profile (LMP) has been found to be a reliable
predictor of leader effectiveness. Let’s first define the profile to effective leaders
and then discuss why it results in success. The Leader Motive Profile includes a
high need for power, which is socialized;that is, greater than need for affiliation
and with a moderate need for achievement. The achievement score is usually
somewhere between the power and affiliation score, and the reason is described
next.

POWER

Power is essential to leaders because it is a means of influencing followers.

Without power, there is no leadership. To be successful, leaders need to want to
be in charge and enjoy the leadership role. You will need power to influence your
followers, peers, and higher-level managers. You will learn more about how to
gain power and be successful in organizational politics in Chapter 4.

SOCIALIZED POWER

McClelland further indentified power as neither good or bad. It can be used for
personal gain at the expense of others (personalized power), or it can be use to
help oneself and others (socialized power). Social power is discussed later, with
ethic. Effective leaders use socialized power, which includes the traits of
sensitivity to others and stability, and is the Big Five adjustment dimension. Thus
a person with a low need for affiliation can have a high sensitivity to others.
McClelland’s research supports the reason for executive derailment, because
these negative traits are personalized power. Socialized power is not included in
the motive profile, so complete Self-Assessment 3 to determine your motive
profile with socialized power.

ACHIEVEMENT

To be effective, leaders generally need to have a moderate need for achiement.

They have high energy, self-confidence, and openness-to-experience traits, and
they are conscientious (Big Five dimension). The reason for a moderate rather
than high need for achievement, which would included a lower need for power, is
the danger of personalized power. People with a high need for achievement tend
to seek individual achievement, and when they are not interested in being a
leader, there is the chance for personalized power and derailment.

AFFILIATION

Effective leaders have a lower need for affiliation than power, so that relationship
don’t get it the way of influencing followers. If the achievement score is lower
than that for affiliation, the probability of the following problems occurring may
be increased. Leaders with high n Aff tend to have a lower need for power and
are thus reluctant to play the bad-guy role, such as when disciplining and
influencing followers to do thing they would rather not do-like change. They have
been found to show favoritism behavior toward their friends. However, recall that
effective leaders do have concern for followers-socialized power.

The leader motive profile is included in the definition of leadership. Our definition
of leadership includes the five key elements of leadership in the LMP. Our
definition of leadership includes influencing and leader-followers (power) and
getting along with people (social power). It also includes organizational
objectives (which achiever set and accomplish well) and change (which achievers
are open to).

LEADERSHIP ATTITUDES

Attitudes are positive or negative feelings about people, things and issues. There
has been considerable interest in how attitudes affect performance, and
companies are recruiting workers with positive attitudes. We all have favorable
or positive attitudes, and unfavorable or negative attitudes about life, leadership,
work, school, and everything else.

Optimism is a good predictor of job performance. W Marriott, Jr., pressident of

Marriott Corporation, stated that the company’s success depends more upon
employee attitudes than any other single factor. Larry King, host of CNN’s Larry
King Live, says that the right attitude is the basic to success. Legendary football
coach Lou Holtz says that attitude is the most important thing in this world and
that we each choose the attitude we have. So being a positive or negative
person is your choice. People with positive, optimistic attitudes ganerally have a
well-adjusted personality profile, and successful leaders have positive, optimistic
attitudes,. So follow Jack Welch’s advice and have a positive attitudes to
advance.

Like personality traits, attitudes have an important influence on behavior an

performance. For example, attitude toward a class or job can be positive or
negative. Generally, if you like a class or job, you will attend more often and
work harder; but not necessarily. Even if you have a negative attitude toward a
class or job, you may still attend and work hard due to other factors, such as
your personality traits and motives. If you have a high need for affiliation, and
you like the instuctor and/or student, you may try hard. If you have a high need
for achievement, you may work hard to succeedeven with a negative attitude
toward the class or job.

In this section, we’ll discuss how leadership attitudes relate to Theory X and
Theory Y, and how the Pygmalion effect influence followers’ behavior and
performance. Then we will discuss self-concept and how it affects the leader’s
behavior and performance. Lastly, we will consider how the leader’s attitudes
about followers, and about his or her self-concept, affect the leadership style of
the leader.