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Trait approach

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one of the first systematic attempts to study leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders

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Intelligence

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Verbal, perceptual, and reasoning capabilities. Ex. Steve Jobs

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Confidence

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Certainty about one's competencies and skills. Ex. Steve Jobs

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Determination

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Desire to get the job done (i.e., initiative, persistence, drive). Ex. Dr. Paul Farmer

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Integrity

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The quality of honesty and trustworthiness. Ex. Mandela

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Sociability

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Leader's inclination to seek out pleasant social relationships.

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Neuroticism

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The tendency to be depressed, anxious, insecure, vulnerable, and hostile

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Extraversion

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The tendency to be sociable assertive and to have positive energy

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Openness

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The tendency to be informed, creative, insightful, and curious

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Agreeableness

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The tendency to be accepting, conforming, trusting, and nurturin

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Conscientiousness

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The tendency to be thorough, organized, controlled, dependable, and decisive

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Leadership

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A strong relationship between personality traits and leadership (#1- Extraversion, #2- Conscientiousness, #3- Openness, Low Neuroticism, Agreeableness (weakly)

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modesty

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Although _____ may be valued in the leadership literature, self promotion, narcissism and assertiveness seem to be produce better career results in the real world.

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charming

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Modesty works for those who already have a well established position and reputation. For these people modesty is seen as _____ rather than indicative of insecurity and competence.

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Narcissistic

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Although modesty is desired, immodest traits like ______ are common in the workplace. ______ people get leadership positions as they are more noteworthy and take more risk, while modesty is commonly ignored (Pfeffer, 2015).

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Narcissism

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- A grandiose sense of self importance, fantasies of unlimited success or power. - The tendency to be arrogant, have a grandiose sense of importance, require excessive admiration, and have a sense of entitlement. - ______ tend to think that they are better leaders than their colleagues; but, their supervisors tend to rate them as worse. - They are effective at becoming celebrities

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Confirmation bias

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Leadership involves uncertainty and immodesty creates positive first impression and then _____ _____

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self promotion

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Immodesty and ____ ______ helps people being noticed and getting remembered

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self nominate

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Narcissism help individuals to "___ _____" themselves.

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self-fulfillment

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Narcissists are more likely to be engaged in the ___ _____ prophecy

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Leadership and other personality traits

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Modesty, honesty, trust

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overrate

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Narcissistic leaders have a higher level of confidence and ____ themselves, they project a higher level of confidence

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Immodesty

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______ in all of its manifestations- narcissism, self- aggrandizement, unwarranted self confidence, helps people attain leadership position in the first place, maintain the position, and gain more salary (Peffer, 2015, p.71)

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confident

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Furthermore, narcissists tend to be more dominant, extraverted, and _____ in their decisions. This enables other people to believe them, thereby increasing their scope of influence. (Peffer, 2015)

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women

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To prove, Jeffrey Peffer studied minorities such as ____ who usually are modest. He concluded that minorities are less likely to be in leader positions because they do not promote their abilities and qualities.

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inconsistent

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Pfeffer suggests that what people say are the qualities they value in leaders (for example, modesty) are often ____ with their actual decisions when it comes to selecting leaders.

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Personality assessments

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Organizations use personality assessments to find "right" people Assumption - will increase organizational effectiveness Specify characteristics/traits for specific positions Personality assessment measures for "fit" Instruments: LTQ, Myers-Briggs

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Leader

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Focuses exclusively on leader What traits leaders exhibit Who has these traits

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Intuitively appealing

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Strengths of the trait approach: Perception that leaders are different in that they possess special traits People "need" to view leaders as gifted

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credibility

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Strengths of the trait approach: ____ due to a century of research support

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Highlights leadership component in the leadership process

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Strengths of the trait approach: Deeper level understanding of how leader/personality is related to leadership process

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benchmarks

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Strengths of the trait approach: Provides _____ for what to look for in a leader

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Application of trait approach

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Can be used by managers to assess where they stand within their organization and what is needed to strengthen their position Provides direction as to which traits are good to have if one aspires to a leadership position Through various tests and questionnaires, individuals can determine whether they have the select leadership traits and can pinpoint their strengths and weaknesses

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delimit

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Criticisms of the trait approach: Fails to _____ a definitive list of leadership traits Endless lists have emerged

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situational effects

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Criticisms of the trait approach: Doesn't take into account ____ ____ Leaders in one situation may not be leaders in another situation

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Highly subjective

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Criticisms of the trait approach: List of most important leadership traits is _____ _____ Much subjective experience & observations serve as basis for identified leadership traits

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outcomes

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Criticisms of the trait approach: Research fails to look at traits in relationship to leadership _____

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training & development

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Criticisms of the trait approach: Not useful for ____ _____

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Skills Approach

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Perspective Leader-centered perspective Emphasis on skills and abilities that can be learned and developed

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Leadership skills

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The ability to use one's knowledge and competencies to accomplish a set of goals and objectives

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Top Management

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Low technical, high human, high conceptual

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Middle Management

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High technical, high human, high conceptual

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Supervisory management

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High technical, high human, low conceptual

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Technical Skills

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Having knowledge about and being proficient in a specific type of work or activity. Specialized competencies Analytical ability Use of appropriate tools and techniques Technical skills involve hands-on ability with a product or process Most important at lower levels of management

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Human Skill

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Having knowledge about and being able to work with people. Being aware of one's own perspective and others' perspectives at the same time Assisting group members in working cooperatively to achieve common goals Creating an atmosphere of trust and empowerment of members Important at all levels of the organization

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Conceptual Skill

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The ability to do the mental work of shaping meaning of organizational policy or issues (what company stands for and where it's going) Works easily with abstraction and hypothetical notions Central to creating and articulating a vision and strategic plan for an organization Most important at top management levels

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Skills Model

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Perspective Research studies (1990s) goal: to identify the leadership factors that create exemplary job performance in an organization Emphasizes the capabilities that make effective leadership possible rather than what leaders do

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Capability Model

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Examines relationship between a leader's knowledge & skills & the leader's performance. Suggests many people have the potential for leadership

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Behavioural Theory of Leadership

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Theories proposing that specific behaviors differentiate leaders from non-leaders; leadership is a skill set and behaviors which can be taught to anyone, so we must identify the proper behaviors to teach potential leaders

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Initiating structure

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Leaders provide structure for subordinates Task behaviors - organizing work, giving structure to the work context, defining role responsibility, scheduling work activities

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Consideration

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Leaders nurture subordinates that reflect trust and respect Relationship behaviors - building friendship, respect, trust, & liking between leaders & followers

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Employee-oriented

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Strong human relations emphasis

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Production oriented

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emphasizes the technical aspects of the job

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Task behaviours

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Facilitate goal accomplishment: Help group members achieve objectives

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Relationship behaviours

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Help subordinates feel comfortable with themselves, each other, and the situation

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Country club manager

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High people concern, low task concern; Agreeable, eager to help, comforting

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Team manager

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High people concern, high task concern; Stimulates participation, acts determined, makes priorities clear, behaves open-mindedly, enjoys working

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Impoverished manager

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Low people concern, low task concern; Indifferent, resigned, apathetic

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Authority obedience manager

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High task concern, low people concern; Controlling, demanding, hard driving

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middle of road manager

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focus on work output as well as people morale

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communication

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the greatest mistake we humans make in our relations is we listen half, understand quarter, think zero, and react double- need to practice our listening competency because we are not good listeners; we listen to react, we listen to understand

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examples of frequent communication problems

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reliance of technology, dominance of email, less face to face communication

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Defensiveness

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One individual feels threatened or attacked as a result of the communication Self-protection becomes vital Energy is spent on constructing a defense rather than on listening Aggression, anger, competitiveness, and/or avoidance as a result of the communication

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Disconfirmation

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Individual feels incompetent, unworthy, or insignificant as a result of the communication Attempts to reestablish self-worth take precedence Energy is spent trying to portray self-importance rather than on listening Showing off, self-centered behavior, withdrawal, and/or loss of motivation are common reactions

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