LeadershipinOrganizationsNinthEditionChapter7LeaderTraitsandSkillsCopyright?2020,2013,2010PearsonEducation,Inc.AllRightsReservedLearningObjectivesAfterstudyingthischapter,youshouldbeableto:7.1Understandhowleadertraitsandskillsarerelatedtoeffectiveleadership.7.2Understandwhattraitsandskillsaremostrelevantforeffectiveleadership.7.3Understandwhattraitsandskillsbestpredictsuccessinamanagerialcareer.7.4Understandhowtherelevanceofatraitorskilldependsonthesituation.7.5Understandthelimitationsofthetraitapproach.DifferentTypesofLeaderAttributesAvarietyofindividualattributeshavebeenexaminedintheleadershipresearch,includingaspectsofpersonality,temperament,needs,motives,andvalues.?Personalitytraitsarerelativelystabledispositionstobehaveinaparticularway,andsomeexamplesareself-confidence,extroversion,emotionalmaturity,andenergylevel.Socialneedsandmotivesarealsoimportanttraits,becausetheyinfluenceaperson'sattentiontoinformationandevents,andtheyguide,energize,andsustainbehavior.Valuesareinternalizedattitudesaboutwhatisrightandwrong,ethicalandunethical,moralandimmoral.Self-concepts,self-identities,andsocialidentitiesinvolvevaluesandbeliefsaboutaperson’soccupation,relationshipstoothers,andworthwhilerolesandactivities.TypesofResearchonLeaderTraitsandSkillsSeveraltypesofresearchhavebeenusedtolearnhowleadertraitsandskillsarerelatedtomeasuresofleadershipeffectiveness,suchassubordinatesatisfactionandperformance,unitperformance,orratingsofleadereffectivenessbybosses.Manystudiesexaminehowthetraitsandskillsforleadersinsimilarmanagerialoradministrativepositionsarerelatedtomeasuresoftheirleadershipeffectiveness.Somelongitudinalstudiescomparemanagerswhoadvancedsuccessfullytotopmanagementpositiontomanagerswhoinitiallyadvancedbutthen“derailed”intheircareersbecausetheyweredismissed,tookearlyretirement,orsimplyreacheda“plateau”withoutanychanceoffurtheradvancement.Someotherstudieshaveattemptedtodeterminetheextenttowhichleadertraitsandskillsaretheresultofheredityorlearning.OverviewofFindingsintheResearchSometraitsandskillsincreasethelikelihoodthatapersonwillbeselectedorelectedtofillaleadershipposition.Sometraitsandskillsincreasetheeffectivenessofaleader,buttheydonotguaranteeit.?Aleaderwithcertaintraitscanbeeffectiveinonesituationbutineffectiveinadifferentsituation.Thepatternoftraitsandskillsthatbestpredictsleadereffectivenessalsovariessomewhatfordifferentoutcomes,suchasleaderselection,advancement,performancebytheleader'sworkunit,andsubordinatesatisfaction.?PersonalityTraitsandEffectiveLeadership(1of3)Table7.1SpecificTraitsRelatedtoLeadershipEffectivenessHighenergylevelandstresstoleranceInternallocusofcontrolorientationEmotionalstabilityandmaturityHighcoreself-evaluationsPersonalintegritySocializedpowermotivationModeratelyhighachievementorientationModeratelyhighself-confidenceModeratelylowneedforaffiliationPersonalityTraitsandEffectiveLeadership(2of3)EnergyLevelandStressToleranceSelf-ConfidenceInternalLocusofControlEmotionalStabilityandMaturityCoreSelf-EvaluationPowerMotivationPersonalIntegrityNarcissismAchievementOrientationNeedforAffiliationTheBigFivePersonalityTraitsPersonalityTraitsandEffectiveLeadership(3of3)Table7.2CorrespondenceoftheBigFiveTraitswithSpecificTraitsBigFivePersonalityTraitsSpecificTraitsSurgencyExtroversion(outgoing)Energy/ActivityLevelNeedforPower(assertive)ConscientiousnessDependabilityPersonalIntegrityNeedforAchievementAgreeablenessCheerfulandOptimisticNurturance(sympathetic,helpful)NeedforAffiliationAdjustmentEmotionalStabilitySelf-EsteemSelf-ControlIntellectanceCuriousandInquisitiveOpenMindedLearningOrientedBasedonHogan,Curphy,&Hogan(1994).SkillsandEffectiveLeadership(1of2)Table7.3Three-FactorTaxonomyofBroadlyDefinedSkillsTechnicalSkills:Knowledgeaboutmethods,processes,procedures,andtechniquesforconductingaspecializedactivity,andtheabilitytousetoolsandequipmentrelevanttothatactivityInterpersonalSkills:Knowledgeabouthumanbehaviorandinterpersonalprocesses,abilitytounderstandthefeelings,attitudes,andmotivesofothersfromwhattheysayanddo(empathy,socialsensitivity),abilitytocommunicateclearlyandeffectively(speechfluency,persuasiveness),andabilitytoestablisheffectiveandcooperativerelationships(tact,diplomacy,listeningskill,knowledgeaboutacceptablesocialbehavior)ConceptualSkills:Generalanalyticalability,logicalthinking,proficiencyinconceptformationandconceptualizationofcomplexandambiguousrelationships,creativityinideagenerationandproblemsolving,abilitytoanalyzeeventsandperceivetrends,anticipatechanges,andrecognizeopportunitiesandpotentialproblems(inductiveanddeductivereasoning)SkillsandEffectiveLeadership(2of2)TechnicalSkillsConceptualSkillsInterpersonalSkillsPoliticalSkillManagerialCompetenciesEmotionalIntelligenceSocialIntelligenceLearningAbilitySituationalRelevanceofTraitsandSkillsLevelsofManagementTypeofOrganizationStressontheLeaderExternalEnvironmentEvaluationoftheTraitApproach(1of3)Considerableprogresshasbeenmadeinidentifyingtraitsandskillsrelevantformanagerialeffectivenessandadvancement.?Nevertheless,thislineofresearchhasbeenhinderedbysomemethodologicalandconceptuallimitations.EvaluationoftheTraitApproach(2of3)Table7.4NegativeAspectsofVeryLoworVeryHighTraitScoresSelf-confidenceToolittle:indecisive,avoidsrisks,anddoesnotseektoinfluenceothersToomuch:arrogant,actstooquickly,andtakestoomanyrisksNeedforEsteemToolittle:doesnotseekrecognitionorbuildareputationforhighexpertiseandreliabilityToomuch:preoccupiedwithreputationandstatus,exaggeratesachievements,coversupmistakesandfailuresorblamesothersNeedforAffiliationToolittle:doesnottrytoformstrongrelationshipsorbuildasocialsupportnetworkToomuch:overlyconcernedaboutbeinglikedandacceptedbyothers,overusesingratiation,andwillnotriskpopularitybyaskingforsacrificesorinsistingonbetterperformanceNeedforIndependenceToolittle:dependentonothersfordirection,ruleoriented,avoidstakinginitiativeToomuch:resentsauthority,tooquicktoignorerulesandstandardproceduresEvaluationoftheTraitApproach(3of3)Table7.4NegativeAspectsofVeryLoworVeryHighTraitScores(continued)Altruism(value)Toolittle:selfish,indifferentabouttheneedsofothers,mayexploitthemforpersonalgainToomuch:overlygenerousandforgiving,unabletoaskforsacrificesormaintaindisciplinePerformanceOrientation(value)Toolittle:acceptsweakperformanceanddoesnotpushforimprovementToomuch:isaperfectionistandisoverlydemandingandneversatisfiedGuidelinesforLeaders(1of2)Table7.5GuidelinesforUnderstandingandImprovingRelevantCompetenciesLearnaboutyourstrengthsandweaknesses.Maintainself-awareness.Identifyanddevelopskillsrelevantforafutureleadershipposition.Rememberthatastrengthcanbecomeaweakness.Compensateforweaknesses.GuidelinesforLeaders(2of2)Learnabout