MGT 450 – Spring 2017 Class 10 - Chapter 6 Leadership Traits and Skills Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

Group Presentation Topic Selections Homework Due Group Presentation Topic Selections Team 1 Team 2 Team 3 Team 4 Team 5 Team 6

Learning Objectives For Chapter 6 Understand how leader traits and skills are related to effective leadership. Understand what traits and skills are most relevant for effective leadership. Understand how the relevance of a trait or skill depends on the situation. Understand the limitations of the trait approach. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

Trait leadership Trait leadership can be defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations

Character Traits of Great Leaders Visionary Passionate Capable of making hard decisions Team builder Character Motivator Trusted Communicator Think about these great leaders: Winston Churchill Abraham Lincoln Jack Welch D.D. Eisenhower Gandhi Napoleon Who would you add to this list?

Effective Leaders Possess These Skills Technical Skills Knowledge about methods, processes, procedures and techniques for conducting the work and ability to use tools and equipment relevant to the task at hand Facts about the organization Knowledge of the company’s products and services Knowledge about the marketplace and why customers buy from them

Effective Leaders Possess These Skills Conceptual Skills Conceptual skills allow a manager to visualize the entire organization and work with ideas and the relationships between people and abstract concepts. Essential for effective planning, organizing and problem solving What’s the end result supposed to look like

Effective Leaders Possess These Skills Interpersonal Skills Includes knowledge about human behavior, group dynamics, feelings, attitudes, and motives of others, etc. Empathy, insight, social charm, tact, diplomacy, persuasiveness Relationships, i.e. “Mars vs. Venus”, men vs. women, cultural differences

Personality Traits and Effective Ladership High energy level, stamina and stress tolerance – help leaders to cope with hectic pace, long hours, unrelenting demands of the job, and fast changing scenarios Emotional stability and maturity – Well adjusted and does not suffer from severe psychological disorders They have more self-awareness of strengths and weaknesses Oriented towards self-improvement instead of denying weaknesses and fantasizing success Suggested Traits Related To Leadership Effectiveness

Traits Related To Leadership Effectiveness Energy level and stress tolerance Self-Confidence Internal Locus of Control Emotional stability and maturity Power motivation Personal Integrity Narcissism Achievement orientation Need for affiliation

Energy Level & Stress Tolerance Physical stamina Stress tolerance – Physical vitality & emotional resilience Remaining calm = providing confident, decisive direction Staying focused on the problem

Self-Confidence Essential for charismatic leadership More likely to attempt difficulty tasks Set challenging objectives for themselves and subordinates Persistent in the achievement of goals More decisive in a crisis Action oriented

Internal Locus of Control Belief that events in one’s life is determined more by one’s own actions than by chance or uncontrollable forces Internals take more responsibility for their own actions and for the performanxce of the organization Take more initiative in solving problems Flexible, adaptive, and innovative External locus – the belief that events are determined mostly by chance or fate and they can do little to improve their lives (Most people are about as happy as they make up their minds to be – A. Lincoln)

Emotional Stability & Maturity Well adjusted No major psychological issues Less self-centered = care for other people Few mood swings or outbursts of anger More cooperative relationships with subordinates, peers, & superiors

Personal Integrity Behavior is consistent with espoused values, honesty, ethics and trustworthiness Honesty and truthfulness and dependability vs. deception Keeping promises Fulfills the responsibilities of service and loyalty to followers Keeps confidences Taking personal responsibility for one’s actions and decisions

Some Personal Integrity Thoughts Integrity means always doing what is right and good, regardless of the immediate consequences. I will have the moral courage to make my actions consistent with my knowledge of right and wrong (Job 27:5) If you have integrity, nothing else matters --- if you don’t have integrity, nothing else matters Always do right. This will gratify some people and astonish the rest (Mark Twain) Integrity is doing the right thing, even when no one is watching (C.S. Lewis)

Narcissism The pursuit of gratification from vanity or egotistic admiration of one's own attributes. The term originated from Greek mythology, where the young Narcissus fell in love with his own image reflected in a pool of water Traits: Strong need for esteem, prestige, attention, admiration, adulation In an effort to to cope with inner lonliness and fear, they become preoccupied with establishing their power, status, and control An exaggerated sense of self-importance and unique talents

Achievement Orientation Strong concern for task objectives More willing to assume task responsibility for solving task-related problems Take initiative to discover problems and ways to solve them Establishing challenging (stretch) but realistic goals Developing action plans Figuring our how to overcome obstacles Organizing work efficiently GE Work-Out

GE Work-Out The focus is on fast implementation of measurable improvements with clear lines of accountability. Work-Out helps your company to become more lean, efficient and responsive to changing conditions Streamline & simplify existing processes Eliminate non-value added work Quickly identify, prioritize & meet new business initiatives Speed up decision making & implementation Build an empowered, "ownership" workforce

Need for Affiliation Being liked and accepted by others Enjoy working with people who are friendly and cooperative PROBLEM: Some managers are more concerned about relationship rather than tasks Avoids confrontation Avoids making hard decisions Balancing task orientation vs. relationship orientation

Big Five Personality Traits Surgency Conscientiousness Agreeableness Adjustment Intellectance

The Big Five Personality Traits – 1 Extraversion - Surgency Surgency = energy creation from external means. The trait is marked by pronounced engagement with the external world. Extraverts enjoy interacting with people, and are often perceived as full of energy. They tend to be enthusiastic, action-oriented individuals. They possess high group visibility, like to talk, and assert themselves.

Big Five Personality Traits - Extraversion Extraversion is the state of primarily obtaining gratification from outside oneself. Extraverts a. Tend to enjoy human interactions and to be enthusiastic, talkative, assertive, and gregarious. b. Are energized and thrive off being around other people. c. Take pleasure in activities that involve large social gatherings, such as parties, community activities, public demonstrations, and business or political groups. d. Tend to work well in groups. e. Like to enjoy time spent with people and find less reward in time spent alone. T f. Tend to be energized when around other people, and they are more prone to boredom when they are by themselves.

Extraversion Examples I am the life of the party. I don't mind being the center of attention. I feel comfortable around people. I start conversations. I talk to a lot of different people at parties Opposite I don't talk a lot I think a lot before I speak or act I don't like to draw attention to myself I am quiet around strangers I have no intention of talking in large crowds

Big Five Personality Traits - 2 CONSCIENTIOUSNESS A tendency to be organized and dependable, show self-discipline, act dutifully, aim for achievement, and prefer planned rather than spontaneous behavior. High conscientiousness are often perceived as stubborn and obsessive AKA Protestant/Calvin/Puritan work ethic - is a concept in theology, sociology, economics, and history which emphasizes that hard work, discipline and frugality are a result of a person's subscription to the values espoused by the Protestant faith

Conscientious Examples I am always prepared. I pay attention to details. I get chores done right away. I like order. I follow a schedule. I am exacting in my work. Opposite I leave my belongings around I make a mess of things I often forget to put things back in their proper place I shirk my duties

Big Five Personality Traits – 3 Agreeableness A tendency to be compassionate & cooperative rather than suspicious & antagonistic towards others High agreeableness is often seen as naive or submissive. Low agreeableness personalities are often competitive or challenging people, which can be seen as argumentative or untrustworthy Characterized by cheerfulness & optimism Nurturing (sympathetic, helpful) Need for affiliation – Satisfaction from being liked and accepted by others – enjoy working with people who are friendly and cooperative. WARNING – Sometimes the need for affiliation overwhelms the need for task achievement

Agreeableness Examples I am interested in people. I sympathize with others' feelings. I have a soft heart. I take time out for others. I feel others' emotions (I feel your pain). I make people feel at ease. Opposite I am not really interested in others. I insult people I am not interested in other people's problems. I feel little concern for others.

Big Five Personality Traits – 4 Adjustment Emotional stability – well adjusted and does not suffer from severe psychological disorders (e.g. depression, self-doubt). Able to manage effectively despite changing scenarios Self-esteem – balanced ego Self-control – patience – controlled behavior

Big Five Personality Traits – 5 Intellectance - Intellectual Reflects the degree to which a person seems creative, adventurous, and analytical. Persons scoring high on Intellectance tend to be original, imaginative, and to have many interests and hobbies. Persons scoring low on Intellectance tend to be practical, cautious, and uninterested in speculative questions. Intellectance is important in jobs where people need to be curious, analytical, questioning, and critical; it is less important in repetitious jobs that require attention to detail.

The Big Five Personality Traits - 5 OPENESS TO EXPERIENCE (a.k.a. Intellectance) Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has. It is also described as the extent to which a person is imaginative or independent, and depicts a personal preference for a variety of activities over a strict routine\ Vivid imagination – full of ideas- quick to understand things

Additional Personality Traits Neuroticism Characterized by negative emotions such as anxiety, fear, moodiness, worry, envy, frustration, jealousy, and loneliness Vulnerable to stress Self-conscious & shy They are more likely to interpret ordinary situations as threatening, and minor frustrations as hopelessly difficult

Neuroticism examples I am easily disturbed. I change my mood a lot. I get irritated easily. I get stressed out easily. I get upset easily. I have frequent mood swings. I worry about things. I am much more anxious than most people. Opposite I am relaxed most of the time I seldom feel blue. Eh, whatever

Managerial Competencies Emotional Intelligence (EI) or Emotional Quotient (EQ) The ability of individuals to recognize their own and other people's emotions To discriminate between different feelings and label them appropriately To use emotional information to guide thinking and behavior To manage and/or adjust emotions to adapt environments or achieve one's goal(s). E.g. Fear, anger, sadness, joy, shame

Managerial Competencies 2. Social Intelligence (SI) The capacity to effectively navigate and negotiate complex social relationships and environments Components Social perceptiveness – the ability to understand functional needs, problems & opportunities relevant to a group Behavioral flexibility – the ability to vary one’s behavior to accommodate situational requirements

Social Perceptiveness The study of how people form impressions of and make inferences about other people. We learn about others' feelings and emotions by picking up on information we gather from their physical appearance, and verbal and nonverbal communication. E.g. Facial expressions, tone of voice, hand gestures, and body position are examples of ways people communicate without words EXAMPLE: Understanding that someone disagrees with what you said when you see them roll their eyes.

Learning Ability Our world is one that is constantly churning based upon the effects of Globalism and Technology A leader must be able to learn from experience, adapt to change, and be pro- active to new ideas, concepts and ways

Situational Relevance of Skills Various leadership & managerial situations require differing skill sets: A Fire Chief at the fire station vs. at a fire A General on a US Base vs. a General in Afghanistan An executive working in Boston vs the same executive working in Beijing An executive of a small (50 employees) vs an executive at a large (1,000+) company Mayor of Troy, NY vs. Mayor of New York City

Negative Aspects of Very Low or Very High Trait Scores Table 6-4 Page 157 Self-confidence Need for Esteem Need for Affiliation Need for independence Altruism Performance orientation

Guidelines for Managers Understand your strengths and weaknesses Maintain a high level of self-awareness Identify and develop skills relevant for a future leadership position, and do the same for your subordinates Compensate for weaknesses, i.e. hire people smarter than you and better than you.

End of Class 10 Homework Re-read Chapter 5 Team 1 = Chapter 5 Case Study Team 2 = Chapter 5 Review and Discussion Prepare for Exam #1