DYNAMICS OF LEADERSHIP - Reflection Week 3 (Leadership Traits and Ethics)

 Reflection Week 3 (Leadership Traits and Ethics)

Third class of Dynamics of Leadership was started on Tuesday, 2^nd April 2024 with a topic of ‘Leaderships Traits & Ethics’. The introduction for this topic quite interesting with the sharing Youtube video from Prof Jamilah about ‘What is the good trait shown by this leader?’. The video shows a leader named, ‘Nelson Mandela ’What are the important notes that I may highlighted here are; ‘A rainbow nation, starts here’, ‘Reconciliation, starts here’, ‘Forgiveness starts here too’ and ‘Forgiveness liberates the soul, and it removes fear. That is why it is such a powerful weapon’. Thus, a good trait shown by this leader are a deep commitment to reconciliation and forgiveness.

Mandela’s commitment to reconciliation was extraordinary. Despite spending 27 years in prison, he emerged with a vision of unity and healing for his deeply divided nation. His ability to embrace former adversaries and foster unity demonstrated the power of compassion, empathy, and understanding in leadership. Mandela’s personal determination during decades of imprisonment and oppression was remarkable. However, what truly set him apart was his unwavering grace and forgiveness toward his former captors. His commitment to forgiveness played a crucial role in South Africa’s peaceful transition from apartheid to democracy. It allowed the country to avoid slipping into civil war. 

Continue to the slide on traits and personality, why leader need to distinguished personal characteristic? From my points of view, this is important for leaders because it allows them to connect with their employees on a more personal level. This helps them relate to their employees and build stronger relationships with them, leading to a better work environment where they actively listen to and support others. In the meantime, Prof Jamilah asked the class who were introvert and also extrovert person. I am not responding neither even I know I am more on extrovert person, but I think I am also a ‘shy woman’, but it depends on situation. Not in all situation I need to be the first.

After the class, I am thinking about our Prophet Muhammad s.a.w. is in which category. As we all Muslim know that our Prophet s.a.w is one of the great leaders. I want to know either He is introvert or extrovert. One of the articles wrote by ‘Fouziah Amir’ in SInar Harian newspaper on 18 October 2019, indicated that our Prophet s.a.w was an introvert person due to his personality that less talk but listen more and it’s different from other extrovert leader that talk more and less listen. But, I think, not all extrovert leaders are like that. Another article wrote by ‘Theresa Corbin’ the author of The Islamic, Adult Colouring Book, stated that the most striking evidence that the Prophet (peace be upon him) was introverted is the verse in surah Al-Ahzab 33:53, in which God basically tells the companions to give the Prophet some space.

It wasn’t that the Prophet s.a.w didn’t want to be around people and socialize. He did love the companions and spent a great deal of time with them. It was just that he also needed some down time. Introverts typically need to recharge after spending a lot of energy in social situations. Whereas extraverts feel energized by social settings. Many assume introverts are skittish or lack self-confidence, making them less bold or capable than extraverts. But evidence proves otherwise. Susan Krauss Whitbourne, Ph.D., on Psychology Today, writes that introverts can be the best leaders of all. Health expert Dan Fries on Collective-Evolution.com said, “introverts do not concern themselves with what the majority is doing. Instead, they have a high level of creativity and constantly think of new ideas and they work hard to implement them.” Fries also writes, “In fact, some of the most successful performers are introverts,” and “Introverts can get along well with most people so they usually encounter little difficulty when working in a team.”

 Next discussion is about the ‘Big Five model of personality’, a theory developed by D.W. Fiske (1949) and expanded by Norman (1967), Smith (1967), Goldberg (1981), and McCrae & Costa (1987). The Big Five model, also known as the five-factor model, provides a reliable and scientifically validated framework for understanding human personality. It breaks down personality traits into five dimensions: 1) Surgency – leadership & extraversion traits; 2) Adjustment – Emotional stability traits; 3) Openness to experience – Willingness to try new things traits; 4) Agreeableness – getting along with people traits 5) Conscientiousness – Achievement traits. Overall, the Big Five personality traits provide a comprehensive framework for understanding individual differences in personality, and have been linked to a wide range of important outcomes in both personal and professional contexts. By measuring and understanding these traits, individuals and organizations can gain valuable insights into their strengths and weaknesses, and make more informed decisions about how to optimize their performance and outcomes.

One of the journal about the Big Five personality from (Grover & Amit, 2024) indicated that there is a strong relationship between the Big Five personality traits and leadership styles. Leaders who possess certain personality traits may be more effective with certain leadership styles, while situational leadership requires leaders to be adaptable and flexible. Understanding these relationships can help organizations identify and develop effective leaders, and help leaders become more self-aware and adaptable. Additionally, the findings of present study highlight the importance of considering personality traits when selecting and developing leaders. It is important for organizations to recognize that there is no one-size-fits-all approach to leadership, and that different situations may require different leadership styles. By considering both personality traits and situational factors, organizations can develop a more nuanced understanding of effective leadership. After explanation about Big Five personality from Prof Jamilah, she asked the class from the five personalities, which one score the lowest? For me, I think on ‘Openness to experience’ due to I prefer a routine and sometimes uncomfortable with change if I think it is not the right time to be changed. I also not so creative and to change is like a challenge to me and need a very deep analysis. But I know that the skill can be develop.

 Next slide is about ‘6 Major Reasons for Executive Derailment’. The six major reasons are bullying style, cold and arrogant, betrayed personal trust, self-centred, specific performance problems and overmanaged. According (Work Safe Australia, 2011 p.4), workplace bullying is a behaviour used by one person to control another and involves’ repeated, unreasonable behaviour directed towards a worker or a group of workers, that creates a risk to health and safety. Bullying at the executive level requires specific procedural and psychological support. When bullying is responsible for derailment an organisation can lose a high functioning individual who is the victim of bullying, but retain the perpetrator, who may continue to disrupt productivity. Early identification of disruptive and bullying behaviours is essential. In both these situations, coaching psychologists are able to bring independent and fresh perspectives (McCormack, Abou-Hamdan, & Joseph, 2017). The second reason is arrogance where overconfidence and a sense of superiority can alienate colleagues and subordinates. Arrogant behaviour often undermines teamwork and trust. Leaders who lack trustworthiness or integrity may derail and betrayal is a deeply painful experience, especially when it comes from someone we trust, such as a boss or leader. So far, I am grateful not facing a leader or friend that broke my trust and I was not breaks any trust given to me. But, if one day I am facing the situation, how to consider when dealing with betrayal in the workplace on maybe in personal life?

I have done some research about how to work through betrayal and found this website [https://www.ccl.org/articles/leading-effectively-articles/betrayed-workplace-7-steps-healing/] contains 7 steps to help healing from the betrayal; 

1. Observe and acknowledge what’s happened.	Healing starts with awareness. Pay attention.  Listen actively and learn what happened before and what’s going on now. It’s important to acknowledge not only what caused the broken trust, but the impact on those affected. As a leader, the fact that you’ve come to terms with a problem doesn’t mean that others have.
2. Allow feelings to surface.	People have feelings about business decisions. When people are in pain (which betrayal can cause), they need to be heard. If you don’t allow people to express their emotions, those feelings won’t go — they will go underground. When it comes to feelings, most leaders say they don’t want to go there. But ignoring emotions won’t make them go away.
3. Give employees support.	When the betrayed feel vulnerable, helpless, or victimized, support — in the form of information, relationships, new perspectives, coaching, and encouragement — is important for leaders and coworkers to give to help calm the conflict. Sometimes, just talking with a trusted colleague or coworker is good therapy; other times, it helps to seek counselling or other outside resources.
4. Reframe the experience.	After a betrayal, people feel vulnerable and contract their focus. They have a hard time seeing the bigger picture. Ask questions that open up new ways to think about the situation: What role did I play? How can I change my response? What choices or options do I have now?
5. Take responsibility.	Yes, betrayal happened and trust was broken. Now what? Start to take responsibility and ask: What can I do to make a difference?
6. Forgive.	Forgiveness isn’t about letting others off the hook — it’s about freeing yourself of anger, bitterness, and resentment. Forgiveness is about shifting from blame to problem-solving.
7. Let go and move on.	Accept what is. Acceptance is not about condoning what happened, but accepting it without blame. It takes work, time, and commitment — the bigger the betrayal, the bigger the impact, and the greater the challenge.

 

Next slide is about ‘9 traits of effective leaders’; consists integrity, flexibility, sensitivity to others, intelligence, stability, self-confident, dominance, high energy and locus of control. Prof Jamilah explained all the 9 traits of effective leaders, and I am understood but not so clear about the last traits which is ‘locus of control’. Locus of control refers to how much people believe they have control of their lives. The concept of ‘Locus of Control’ is a psychological principle that refers to an individual’s belief about what causes the good or bad results in their life, either in general or in specific areas such as health or academics. I had search about locus of control and found that locus of control has two main types of locus of control:

1)   Internal locus of control: This defines control within one's own efforts. Higher internal locus of control correlates to personality traits such as self-control and self-efficacy.

2)  External locus of control: This defines power coming from external forces. Those with an external locus of control attribute outcomes to circumstances or chance.

An internal locus of control encourages proactive behaviour, self-improvement, and resilience. But, an external locus of control may lead to passivity, blaming others, and missed growth opportunities. I shared the example of Internal Locus of Control in Business;

Leadership: A manager with an internal locus of control might believe that the team’s performance is directly related to their leadership skills. If the team succeeds, they attribute it to their effective leadership. If the team fails, they believe it’s due to their shortcomings as a leader.

Sales: A salesperson with an internal locus of control might believe that their sales numbers are a direct result of their effort, skills, and strategies. They might think that by improving their sales techniques or working harder, they can increase their sales.

Examples of External Locus of Control in Business;

Market Conditions: A business owner with an external locus of control might attribute their business’s success or failure to market conditions. For instance, if their business is doing well, they might attribute it to a booming economy. If their business is struggling, they might blame it on a sluggish economy.

Regulations: A business might attribute its inability to expand or increase profits to stringent government regulations or changes in laws, indicating an external locus of control.

Now, I understand about Locus of Control meaning. From my point of view, both external and internal locus of control have a pros and cons. Below are the points:

Internal Locus of Control:

Pros: Higher motivation, better performance, increased job satisfaction.

Cons: Risk of overconfidence, potential for stress and burnout.

External Locus of Control:

Pros: Better ability to cope with failures, less likely to experience stress and burnout.

Cons: Lower motivation, tendency to blame others, potential for lack of personal responsibility.

 Next slide is about Achievement Motivation Theory. Prof Jamilah then further asking the class, about pursuing our master/phD due to what reason. I raise my hand for the reason of development of professional skills and enhance career development. I have been in the industry for almost 20 years, and I think this is the right time for me to upgrade my personal skills and involve with a new thing in my life.   

Next slide is about leader motive profile theory, McClelland’s Theory of Motivation: a prominent psychologist, proposed a theory that focuses on three fundamental motives that drive human behaviour: 1) Achievement Motivation: The need to excel, accomplish goals, and succeed. 2) Power Motivation: The desire to influence others, control situations, and lead. 3) Affiliation Motivation: The need for social connections, belongingness, and positive relationships.

For the next slide from Prof Jamilah is about McGregor’s Theory X and Theory Y. Below is the picture I got from website https://research-methodology.net/theory-x-and-theory-y/.

 

 

One view is basically negative of human beings called Theory X and the other is basically positive of human beings called Theory Y. If you believe that your team members dislike their work and have little motivation, then, according to McGregor, you'll likely use an authoritarian style of management. This approach is very "hands-on" and usually involves micromanaging people's work to ensure that it gets done properly. McGregor called this Theory X.

On the other hand, if you believe that your people take pride in their work and see it as a challenge, then you'll more likely adopt a participative management style. Managers who use this approach trust their people to take ownership of their work and do it effectively by themselves. McGregor called this Theory Y.

The next slide for discussion is about ‘Pygmalion Effect’. The Pygmalion effect refers to a psychological phenomenon where higher expectations lead to improved performance in others. First described by Rosenthal and Jacobson in 1968, it gets its name from the Greek myth of Pygmalion, where a sculptor’s great expectations for his statue result in it coming to life. Essentially, when teachers or leaders expect more of others, those individuals perform better. “When we expect certain behaviours of others, we are likely to act in ways that make the expected behaviour more likely to occur.” (Rosenthal and Babad, 1985).

Below are the key points of definition ‘Pygmalion effect’:

1. Our expectations can influence how we treat people, which can influence their own expectations of themselves. 

2. Low expectations can mean we treat people differently to those with high expectations.

3. A self-fulfilling prophecy is created. Low expectations create a negative environment that creates low performance. Whilst high expectations create a positive and encouraging environment that creates high performance.

Last but not least from the last slide from Prof Jamilah is about ‘Develop a positive self- concept’. A self-concept refers to the beliefs, thoughts, and perceptions that individuals have about themselves. It includes self-esteem, self-image, and self-efficacy. Self-concept can be influenced by various factors such as social interactions, experiences, and personal traits. From the website [9], there are three components of ‘’self-concept’ which are self-image, ideal-self, and self-esteem. The components embody the answer to the question, ‘Who am I?’.

Ideal self: The ideal self is the person you want to be. This person has the attributes or qualities you are either working toward or want to possess. It's who you envision yourself to be if you were exactly as you wanted.

Self-image: Self-image refers to how you see yourself at this moment in time. Attributes like physical characteristics, personality traits, and social roles all play a role in your self-image.

Self-esteem: How much you like, accept, and value yourself all contribute to your self-concept. Self-esteem can be affected by a number of factors—including how others see you, how you think you compare to others, and your role in society.

For the example, beliefs such as "I am a good friend" or "I am a kind person" are part of an overall self-concept. The other example is how you view your personality traits, such as whether you are an extrovert or introvert. Besides that, how you see your roles in life, such as whether you feel that being a parent, sibling, friend, and partner are important parts of your identity. When is the development of self-concept finished? Self-concept development is never finished. Though one's self-identity is thought to be primarily formed in childhood, your experiences as an adult can also change how you feel about yourself. If your self-esteem increases later in life, for instance, it can improve your self-concept.

Developing a positive self-concept in leadership is crucial for effective leadership. It involves having confidence in my abilities, being self-aware, and having a growth mindset. By cultivating a positive self-concept, leaders can inspire and motivate their team members, make better decisions, and build strong relationships. Here are some tips for developing a positive self-concept in leadership that I want to share:

1. Practice self-reflection and self-awareness to understand your strengths and weaknesses. 

2. Set realistic goals and work towards achieving them.

3. Surround yourself with positive and supportive people who believe in you.

4. Continuously learn and grow through feedback and self-improvement.

5. Stay resilient in the face of challenges and setbacks.

From the lectures by Prof Jamilah on the slide of Developing a positive self-concept, I’ve been attracted by the points ‘Don’t compare yourself to others’, where today trends we can see that many of people likes to show off everything that they achieve in the media social such as Facebook, Instagram and TikTok. From the sharing to public, we don’t just simply compare their achievement with ours due everyone has their own life story and destiny. We just need to focus what we need in our life. And don’t felt stress if we not getting what they have. Always be grateful and thankful to Allah that has gave us so many kindnesses in life.

In the end of class, Prof Jamilah had mentioned that she cannot see us (online video) maybe due to internet line not strong enough. But I screenshot for the class photo to show Prof Jamilah our attendance in her class today.

Just like week 2, Prof Jamilah ended the class with quotes, ‘You can be anything, be kind, in life always remember, what you give, you get back’. Thank you, Prof Jamilah, for keep reminder to always be kind in whatever we do in life.