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Understanding Leadership: The Role of Personality Traits and Emotional Intelligence

This chapter delves into the Five Factor Model of Personality and its implications for leadership. It explores how skills, competencies, and emotional intelligence (EQ) interplay in effective leadership. Key aspects such as intelligence, personality traits, and dark-side personality traits—like narcissism and perfectionism—are analyzed. The distinction between easier-to-change attributes and more stable qualities offers insights into leadership development. The chapter also examines the limitations of EQ in comparison to traditional intelligence, prompting a deeper understanding of what drives successful leadership.

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Understanding Leadership: The Role of Personality Traits and Emotional Intelligence

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  1. CHAPTERSEVEN Leadership Traits

  2. The Five Factor Model of Personality

  3. The Building Blocks Of Skills Skills/ Competencies Knowledge Experience Easier to Change Intelligence Personality Traits and Preferences Values Interests Motives/Goals More difficult to Change

  4. Dark-Side Personality Traits • Argumentative • Interpersonal insensitivity • Narcissism

  5. Dark-Side Personality Trait, continued • Fear of failure • Perfectionism • Impulsivity

  6. Myers-Briggs Type Indicator Four basic preference dimensions in which people can differ: • Extraversion-Introversion • Sensing-Intuition • Thinking-Feeling • Judging-Perceiving

  7. The Building Blocks Of Skills Skills/ Competencies Knowledge Experience Easier to Change • Intelligence • Analytic intelligence • Synthetic abilities • Creative intelligence Personality Traits and Preferences Values Interests Motives/Goals More difficult to Change

  8. Average Intelligence Test Scores By Management Level 67 66 65 64 63 62 61 N= Supervisor First-line Manager Middle Manager Executive

  9. Emotional Intelligence (EQ) A group of mental abilities that help people to recognize their own feelings and those of others

  10. Limitations Of EQ Literature • Research does not indicate that EQ is more important than intelligence in leadership. • Few EQ researchers have acknowledged the existence of personality-leadership effectiveness research. • If the EQ attributes are essentially personality traits, then it is difficult to see how they will change as a result of a training intervention.

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