Psychology of Leadership Test 2

McClelland's Need Theory: need for power

wants to control and influence others/ win arguments/ enjoys competition and winning/ enjoys status and recognition; Understanding and acknowledging follower needs and willingness to lead (leading for good) Hitler was not a highly socialized leader

McClelland's Need Theory: need for affiliation

we are inherently social beings; wants to belong in the group/ be liked/ will go along with what the group wants to do/ favors collaboration over competition/ doesn't like high risk or uncertainty; Effective leaders are able to veer from the group and make hard decisions

Stogdill Study: Findings

-Being a leader in MS predicts leadership in HS, and how leadership in HS predicts leadership in college, and how leadership in college predicts leadership afterwards. The correlations for these were in the .4-.7 range, and increased with age. -Elementary School→ Jr. High (pretty strong correlation, about 0.3/0.4) Jr. High → High School (strong correlation, about 0.5) 1st year college→ 4th yr college (very strong correlation, about 0.7)

McClelland's Need Theory: best combination of 3 needs aka socialized leadership combination

-High socialized nPOW (power in a socialized way, using power for good and for motivation and helping people accomplish goals), -lower nAFF (ability to make unpopular decision, not as concerned with other people's opinions) -and a moderate to high nACH (not so much that willing to be a pyrrhic victory)

NEO PI: Extraversion

-In addition to liking people and preferring large groups and gatherings, extraverts are also assertive, active and talkative. They like excitement and stimulation and tend to be cheerful in disposition. Introversion should be seen as the absence of extraversion rather than what might be assumed to be its opposite. -High scores: Outgoing, Enthusiastic, active, optimistic -Low scores: Aloof, quiet, reserved, independent

Stogdill's study: When does leadership emerge?

-In children around the age of kindergarten, leadership traits and personality begin to develop. (Marshmallow video example) -Children who have these personality traits such as outgoingness, intelligence, ect are given more opportunities to lead as they grow up and develop into leaders easier -As a two-year old, leadership looks like aggression

Trait Theory: Relationship between intelligence and leader effectiveness

-Intelligence is only a good predictor of leadership to a certain point after that, intelligence begins to hinder leadership effectiveness. -Emotional Intelligence is a much better predictor of leadership

Ensari Study: Logic

-Meta-analysis, look across 45 studies (leadership rating DV, in LGD (?), personality IV, and statistics) -Perceivers (followers) become an integral component in the leadership process because they identify traits in people and then look to them as leaders-contribute to leader emergence= task leaders (arise by process of elimination of ppl in the group) -Emergence theory suggests that certain behaviors/ attributes typically lead to elimination and then a distinct pattern of behaviors/skills leads to selection (Minnesota Studies) -These qualities do not imply leadership effectiveness, but rather emergence How about we examine each of the Big 5 factors individually, rather than as a group?/ let the pattern emerge on its own to validate previous findings

NEO PI: Openness

-Openness to Experience. The elements of O--active imagination, aesthetic sensitivity, attentiveness to inner feelings, preference for variety, intellectual curiosity, and independence of judgement. Open individuals are curious about both inner and outer worlds, and their lives are experientially richer. They are willing to entertain novel ideas and unconventional values, and they experience both positive and negative emotions more keenly than do closed individuals. Openness is especially related to aspects of intelligence, such as divergent thinking, that contribute the creativity. But Openness is by no means equivalent to intelligence. -High scores: creative, imaginative, eccentric, curious -Low scores: practical, conventional

NEO PI: Conscientiousness

-Self-control can also refer to a more active process of planning, organizing, and carrying out tasks; and individual differences in this tendency are the basis of Conscientiousness. The conscientious individual is purposeful, strong-willed, and determined, and probably few people become great musicians without a reasonably high level of this trait. High C is associated with academic and occupational achievement; on the negative side, it may lead to annoying fastidiousness, compulsive neatness or workaholic behavior. Low scorers are not necessarily lacking in moral principles, but they are less exacting in applying them, -High scores: organized, punctual, reliable -Low scores: spontaneous, careless, lackadaisical in working toward their goals.

Strengths and criticisms of trait theory

-Strengths: It's simple, intuitive and backed up by research: consistent traits -Weaknesses: doesn't account for specific situations. People who have these traits can be bad leaders

NEO PI: Agreeableness

-The agreeable person is fundamentally altruistic. Her or she is sympathetic to others and eager to help them, and believe that others will be equally helpful in return. By contrast, the disagreeable or antagonistic person is egocentric, skeptical of others' intentions, and competitive rather than cooperative. Agreeable people are more popular than antagonistic individuals. Low A is associated with Narcissistic, Antisocial, and Paranoid Personality Disorders, whereas high A is associated with the Dependent Personality Disorder. -High scores: Trusting, altruistic, empathetic, compliant -Low scores: uncooperative, hostile, egocentric, competitive

Emotional Intelligence: dimensions

-The capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically. -High on self awareness: aware of their own emotions and what affects them. Aware of strengths and weaknesses. More reflective, seek to understand their experiences. Goals/values -Low on social awareness: don't understand how their actions affect people. Can't regulate emotions in a group. Don't know how to connect with others

MBTI: Extraverted (E) vs. Introverted (I)

-The first criterion, Extraversion - Introversion, signifies the source and direction of a person's energy expression. An extravert's source and direction of energy expression is mainly in the external world, while an introvert has a source of energy mainly in their own internal world. -High scores: Outgoing, enthusiastic, active, optimistic -Low scores: Aloof, quiet, reserved, independent

MBTI: Judging (J) vs. Perceiving (P)

-The fourth criterion, Judging - Perceiving, reflects how a person implements the information he or she has processed. -Judging means that a person organizes all of his life events and, as a rule, sticks to his plans. -Perceiving means that he or she is inclined to improvise and explore alternative options.

NEO PI: Neuroticism/Emotional Stability

-The general tendency to experience negative effects such as fear, sadness, embarrassment, anger, guilt and disgust is the core of the N domain. Men and women high in N are also prone to have irrational ideas, to be less able to control their impulse. They are able to face stressful situations without becoming upset or rattled. -High scores: Prone to stress, worry & negative emotions -Low scores: emotionally stable, calm, even-tempered

MBTI: Sensing (S) vs. Intuition (N)

-The second criterion, Sensing - Intuition, represents the method by which someone perceives information. Sensing means that a person mainly believes information he or she receives directly from the external world. Intuition means that a person believes mainly information he or she receives from the internal or imaginative world. -Sensors are factual and process information through the 5 senses. They value realism and common sense. -Intuitive people gather knowledge by reading between the lines and attracted towards deep ideas, concepts and metaphors and are immersed in the world of possibilities.

MBTI: Thinking (T) vs. Feeling (F)

-The third criterion, Thinking - Feeling, represents how a person processes information. -Thinking means that a person makes a decision mainly through logic. -Feeling means that, as a rule, he or she makes a decision based on emotion, i.e. based on what they feel they should do.

McGregor's Theory X & Theory Y

-Theory X: Look at people and make assumptions. People are lazy and only motivated extrinsically, by money, certain traits and outlooks on others. Example, extra credit -Theory Y: People are motivated intrinsically. They're coming because they want to learn and like being supported.

Trait Theory: types of learning agility

-Thought Agility - use different thought processes to solve variety of problems, crosswords. Not approaching problems the same way -People Agility - curiosity about other people's perspective -Results Agility - hit a roadblock and pivot. They make contingency plans. Getting things done (planning through roadblocks) -Change Agility - loves to experiment & try new things, accepts challenges, accepts responsibility & accountability, introduces creative takes on old ideas

Stogdill's study: Methods for identifying leaders

-Used a bunch of different methods to determine 'who' the leader was, so he could then look and see what traits they had. No consistent set of traits that worked across all situations. Traits don't make the leader, but contributed to leader effectiveness. -Observation: look at a crowd of people and pick out the leader -Others: Choice of associate (e.g., kids pick the leader). Nomination by qualified observer (e.g., teacher). Historical figures. Elected officials (all levels). Listing of traits

Emotional intelligence: Amygdala hijack and impact on behavior

-We have all had the experience of doing something in the heat of the moment that we regretted later. Our reaction flew out of the gate before we could catch it. It's like our rational mind stopped and what came out not only surprised us but everyone else around. You end up saying "How could I do that, what could I have possibly been thinking?" Well in reality you weren't thinking you were overwhelmed with an emotional reaction. You were hijacked. -The "amygdala hijack" is a term coined in Daniel Goleman's Emotional Intelligence, his first book on the subject. The amygdala is the emotional part of the brain, which regulates the fight or flight response. When threatened, it can respond irrationally. A rush of stress hormones floods the body before the prefrontal lobes (regulating executive function) can mediate this reaction.

Emotional intelligence: parts of the brain

1) Thalamus - Takes in sensory info (first time you touch a hot stove, realize it hurts) 2) Amygdala - Center of emotion, Converts sense into an emotion (in pain, start crying) 3) Hippocampus - Forms a response, stores info for future (You'll remember not to do that again)

MBTI: 4 dimensions

1. Extraverted (E) vs. Introverted (I) 2. Sensing (S) vs. Intuition (N) 3. Thinking (T) vs. Feeling (F) 4. Judging (J) vs. Perceiving (P)

NEO PI: 5 factors

1. Openness 2. Conscientiousness 3. Extraversion 4. Agreeableness 5. Neuroticism/Emotional Stability

Trait Theory: Learning Agility defined

Ability to bounce back from failure. Embrace it. Flexibility in learning. Open and creative. Ability and willingness to learn from experience and then apply that learning to perform successfully in new situations. Genuine curiosity in continuously learning. Best predictor of who will succeed in leadership roles

Ensari Study: Findings

Authoritarianism, creativity, extraversion, masculinity, intelligence. Gender difference: Self esteem is a stronger predictor of leader evaluation for males than females. You need to show people you have these 5 things (even masculinity)

Trait Theory: Logic

Identify the traits good leaders have. Look for poor leaders and expect that they do not have these traits. Born to be a leader.

Stogdill study: Summary

No consistent set of traits that worked across all situations. Traits don't make the leader, but contributed to leader effectiveness. Perhaps need to look at leadership as a social interaction instead.

Ensari Study: Leaderless group discussion

Popular selection technique. Ambiguous problem to solve as a group. No set leader.

McClelland's Need Theory: need to achieve

a desire to get tasks done; strong need to set and accomplish challenging goals/ takes calculated risks to do so/likes to receive regular feedback on their progress/ often likes to work alone

McClelland's Need Theory: 3 needs

achieve, affiliation, power

Ensari Study: Leader emergence/Emergence theory

individual differences make some people more likely to be recognized as a leader. Individuals emerge by fitting shared expectations of the followers

Trait Theory: the '5' traits that consistently predict leadership effectiveness

intelligence, self-confidence, determination, integrity and sociability