CH 2 - MGMT-5370-W01 - SEMINAR

General Personality Traits of Effective Leaders (9)

self confidence humility core self evaluation enthusiasm/optimism/warmth sense of humor trustworthiness authenticity extraversion assertiveness

Conceptual Thinking

the ability to think in abstract terms and to see how parts fit together to form the whole

Self-management

the factor of emotional intelligence that refers to the ability to understand one's own emotions.

Resilience

the personal strength that helps most people cope with stress and recover from adversity and even trauma

Mindfulness

Refers to concentrating on the present moment without making judgments about what is happening.

Core Self-Evaluation

Represents a broad personality trait comprising four positive individual traits: (1) self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability

Socialized Power Motive

Seek power to achieve organizational goals or a vision. The term socialized means that the leader uses power primarily to help others.

Personalized Power Motive

Seek power to further their own interests. Do not worry about everybody liking them. Recognize that as you acquire power, you also acquire enemies.

Four key domains in emotional intelligence are:

Self-awareness. Self-management. Social awareness. Relationship management.

Practical intelligence:

The ability to solve everyday problems by using experience-based knowledge to adapt to and shape the environment.

Ch 2 LO: Summarize the strengths and weaknesses of the trait approach to leadership.

Strengths ----------- - Serves as a guide to leader selection - Can guide individuals in preparing for leadership responsibility Limitations ------------ - Does not identify which amount of characteristics are absolutely needed - Can breed an elitist conception of leadership - Different situations call for different combinations of traits - Can lead some to be strong at one trade at the exclusion of its opposite

Leaders with high power motives have three dominant characteristics

They act with vigor and determination to exert their power. They invest much time in thinking about ways to alter the behavior and thinking of others. They care about their personal standing with those around them.

proactive personality

a relatively stable tendency to effect environmental change

A person with this trait has a relatively stable tendency to effect environmental change?

Proactive personality

Task-Related Traits

-- Traits closely associated with task accomplishment. passion for ppl and the task emotional intelligence flexibility/adaptability proactive personality mindfulness courage

Mindfulness

A state of nonjudgmental attentiveness to and awareness of moment-to-moment experiences

Ch 2 LO: Identify general and task-related traits that contribute to leadership effectiveness.

A syntheses of studies about leadership effectiveness shows that traits and behaviors combined explain a minimum of 31 percent of leadership effectiveness, with behaviors accounting for even more of the differences. The trait-based perspective also acknowledges that the situation often influences which trait to emphasize. It can help people prepare for leadership responsibility and all of the issues that accompany it. Characteristics associated with leadership are classified into three broad categories: -- Personality Traits -- Motives -- Cognitive Factors General Personality Traits -- Traits observable both within and outside the context of work - and related to success and satisfaction in both work and personal life. self confidence humility core self evaluation enthusiasm/optimism/warmth sense of humor trustworthiness authenticity extraversion assertiveness Task-Related Traits -- Traits closely associated with task accomplishment. passion for ppl and the task emotional intelligence flexibility/adaptability proactive personality mindfulness courage

Cognitive (or Analytical) Intelligence

Being very good at solving problems is a fundamental characteristic of effective leaders in all fields. Cognitive intelligence is all the more useful for leadership when it is supplemented by practical intelligence. An effective leader has to be technically competent in some discipline, particularly when leading a group of specialists. Knowledge of the business or the group task is particularly important when developing strategy, formulating mission statements, and sizing up the external environment.

Ch 2 LO: Describe cognitive factors associated with leadership effectiveness.

Cognitive ability is important for leadership success. Leaders must have problem-solving and intellectual skills to gather, process, and store essential information effectively. These skills are referred to as cognitive factors. - Cognitive (or Analytical) Intelligence - Creativity - Insight into People and Situations - Farsightedness and Conceptual Thinking

Conceptual thinking

Conceptual thinking refers to the ability to see the overall perspective, and it makes farsightedness possible. A conceptual thinker is also a systems thinker. They understand how the external environment influences the organization and how different parts of the organization influence each other.

Ch 2 LO: Identify key motives that contribute to leadership effectiveness.

Effective leaders have frequently been distinguished by their motives and needs. Leaders have an intense desire to occupy a position of responsibility for others and to control them. Power Motive - Effective leaders have a strong need to control resources. Drive - A propensity to put forth high energy towards achieving goals and to be persistent in applying that energy. Usually requires a lot of physical energy and fitness. Achievement Motivation - Finding joy in accomplishment for its own sake. Tenacity - Leaders are tenacious and resilient.. multiplies in importance for organizational leaders. Grit is synonymous with tenacity. Refers to an unswerving focus on long-term goals. Is considered to be a success factor in most fields. Tenacious leaders are resilient when they bounce back from a setback through their continuous efforts.

Ch 2 LO: Describe how emotional intelligence contributes to leadership effectiveness.

Emotional Intelligence Refers to the ability to do such things as understanding one's feelings, have empathy for others, and regulate one's emotions to enhance one's quality of life. Four key domains in emotional intelligence are: Self-awareness. Self-management. Social awareness. Relationship management.

Assertiveness

Forthrightness in expressing demands, opinions, feelings, and attitudes. As a cultural value, the degree to which individuals are (and should be) assertive, confrontational, and aggressive in their relationships with one another.

Task-Related Traits

Traits closely associated with task accomplishment.

General Personality Traits

Traits observable both within and outside the context of work - and related to success and satisfaction in both work and personal life.

Ch 2 LO: Discuss the heredity versus environment issue in relation to leadership effectiveness.

Traits, motives, and cognitive ability derive from a combination of heredity and environment. Does heredity or environment contribute more to leadership effectiveness? Are leaders born or made? Individuals inherit a basic capacity to develop personality traits and mental ability that sets an outer limit on how extensively these traits can be developed. Environmental influences, in turn, determine how much of an individual's potential will be developed. Genetics play a role in determining leadership potential. Emotional intelligence reinforces that leadership is a combination of inherited and learned factors.

transparency

Trust is closely related to transparency, in which organizational leadership is open rather than secretive about activities that affect the welfare of stakeholders.

Trustworthiness

When a leader is perceived as trustworthy, the organization benefits. Kurt T. Dirks and Donald L. Ferrin examined the findings and implications of research during the last four decades about trust in leadership. the characteristics or attributes of a trustee that inspire trust Trust Definition: A person's confidence in another individual's intentions and motives and in the sincerity of that individual's word. Make your behavior consistent with your intentions. Practice what you preach, and set the example. Let others know of your intentions and invite feedback on how well you are achieving them. When your organization or organizational unit encounters a problem, move into a problem-solving mode instead of looking to blame others for what went wrong. Honor confidences. One incident of passing along confidential information results in a permanent loss of trust by the person whose confidence was violated. Maintain a high level of integrity. Build a reputation for doing what you think is morally right in spite of the political consequences. Listen with compassion and attentiveness when interacting with others. Appear attentive by your body language such as maintaining eye contact, moving toward the person, and put away electronic interrupters such as a smartphone. Tell the truth in ways people can verify. It is much easier to be consistent when you do not have to keep patching up your story to conform to an earlier lie. An example of verification would be for a group member to see if the manager really did attempt to buy new conference room furniture as promised. Admit mistakes. Covering up a mistake, particularly when everybody knows that you did it, destroys trust quickly. Make trust pay in terms of receiving rewards. Trust needs to be seen as a way of gaining advantage. Making eye contact is a basic gesture that most people associate with trust.

Insight

is a depth of understanding that requires considerable intuition and common sense.

Intuition

is often the mental process used to provide the understanding of a problem.