Leaders and the role of personal traits

1. Leaders and the role of personal traits

2. Historical Perspective The �great man� theory

3. 19th and early 20th century perspective Leadership characteristics were inherited by men Leaders were born, not made By the early 20th century these theories went out of fashion. In a mechanistic organization, the individual is of little consequence. Leadership is looked on as a masculine trait even today. Describe mechanistic organization Leadership is looked on as a masculine trait even today. Describe mechanistic organization

4. Trait theories Asserted that leaders� characteristics are different than non leaders. Some traits i.e. height, weight, physique and sex are dependant on heredity Others, i.e. industry knowledge, depend on experience and learning What is the opposite of leadership? Characteristics can be acquired, e.g. industry knowledge, emotional intellegence The hereditiy derived characteristics have an impact on leadershipWhat is the opposite of leadership? Characteristics can be acquired, e.g. industry knowledge, emotional intellegence The hereditiy derived characteristics have an impact on leadership

5. Trait theory was challenged in the mid 20th century on the basis that there are no traits universally associated with effective leadership

6. Modified Trait Theory Trait theories in altered form Certain core traits that significantly contribute to the process of leadership Traits alone don�t make effective leadership Precondition for leadership-action is necessary.

7. Modified Trait Theory Leaders possess a set of charac-teristics that equip them to be leaders. Leadership traits matter (Kirkpatrick and Locke) What are these characteristics? How do they relate to leadership? Leaders have the right stuff, not equally present in all people. Read from page 81 Leaders have the right stuff, not equally present in all people. Read from page 81

8. What are these characteristics?

9. Different researchers organize characteristics in different ways Characteristics divided into three categories (Dubrin) Personality Motives Cognitive factors Six traits on which leaders differ include Drive Desire to lead Honesty Self confidence Cognitive ability Knowledge of the business (Kirkpatrick and Locke)

10. General Personality Traits Self Confidence Trustworthiness Extroversion Assertiveness Emotional Stability Enthusiasm Sense of humor Warmth High tolerance for frustration

11. Task oriented personality traits Passion for the work Flexibility Internal locus of control Courage Emotional intelligence

12. Task oriented personality traits (cont�d)-emotional intelligence A group of characteristics or behaviors Ability to perceive and access emotions Ability to effectively join emotions and reasoning Use emotions and moods to facilitiate reasoning Reason intelligently about emotions

13. Four interrelated aspects of EI Appraisal and expression of emotions Understand and express emotions appropriately facilitates communications which helps achieve group goals Using emotions in functional ways to make decisions and solve problems Good Mood optimism in the group perception that good things will happen

14. Four interrelated aspects of EI Knowledge about emotions Cognitive understanding what causes emotions Understanding the consequences of emotions Knowing how emtions change over time

15. Four interrelated aspects of EI Management of your emotions and moods Be aware Know how to read emotions Management of others� emotions and moods Excite and enthuse Make cautious and wary

16. Leadership Characteristics - Motives The motives and needs of leaders are different than non leaders. Power Need to control resources and influence people and gain status Personalized power motive-self serving (psychologically and practically) Socialized power motive-a tool to achieve orgaizational goals and vision. Drive and achievement Strong work ethic Dignity of work The work and its goals are a worthwhile activity Tenacity-never, never, never quit.

17. Leadership Characteristics-Cognitive Factors Factors involved in knowing, e.g. awareness, perception, reasoning and judgment. Knowledge of the business or task -being a leader because you know what you are doing. Creativity-seeing common activities and results in uncommon ways Insight-intuition and common sense Ability to conceptualize - to think systematically and in �wholes�.

18. Modified Trait Theory We have said: Leaders possess a set of charac-teristics that equip them to be leaders. We have identified these characteristics. But how do they relate to leadership?

19. Stogdill Leadership is a set of relationships associated with the attainment of group goals. A person who has characteristics that allow him or her to provide certain benefits to the group that allow the group to achieve its goal will emerge as a leader when the activities are effectively presented.

20. Leadership as part of the group process An activity that helps a group get work done. Evolutionary and interactive

21. Implications All groups don�t need all characteristics Need must fit with the situation and the followers The concept provides a clue to why people are successful leaders sometimes and not others

22. Self Assessment Exercises Positive and Negative Affect Measures your moods and how they relate to your leadership in groups. Leadership Motivation How motivated are you to be a leader Emotional Intelligence Assertiveness-pg 32 Internal Locus of Control � pg 41