Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-1 Chapter 2 Managerial Traits and Skills.

Slides:



Advertisements
Similar presentations
Business Essentials, 7th Edition Ebert/Griffin
Advertisements

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Values, Attitudes, Emotions, and Culture: The Manager as a Person
LEADERSHIP TRAITS & SKILLS APAMSA Leadership Development Module.
 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Chapter 4 Strategic Quality Planning.
Chapter 4 Strategic Quality Planning.
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 1 Chapter Six New Models for Leadership: Neo-charisma,
Managerial Traits and Skills
Leaders and Leadership
Organizational Behavior 15th Ed
Job Analysis and the Talent Management Process
chapter 14 International Organizational Design and Control
Organizational Behavior 15th Ed Organizational Culture Organizational Culture Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall16-1.
Chapter One Customer Focus and Managing Customer Loyalty
Stephen P. Robbins & Timothy A. Judge
Perspectives on Effective Leadership Behavior
Strategic Leadership by Executives
Developing Leadership Skills
Organizational Behavior 15th Ed
Chapter 7 Emotions and Moods
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 12-1 Chapter 11 Leadership in Teams and Decision Groups.
2-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Organizational Behavior 15th Ed
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 9-1 Chapter 9 Charismatic and Transformational Leadership.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 15-1 Chapter 15 Gender, Diversity, and Cross-Cultural Leadership.
Leadership Traits and Skills 6-1Copyright© 2013 Pearson Education Leadership in Organizations.
Introduction: The Nature of Leadership
Organizational Culture
Leadership Theories.
Developing Management Skills
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 13-1 Chapter 13 Ethical, Servant, Spiritual, and Authentic.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-1 Chapter 4 Participative Leadership, Delegation, and.
Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 4-1 Chapter 4 Individual Differences and Traits.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall1-1 Chapter 1: Developing Self-Awareness 1 Developing Management Skills.
Copyright ©2012 Pearson Education Chapter 3 Individual Perception and Decision- Making 3-1 Essentials of Organizational Behavior, 11/e Stephen P. Robbins.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Values, Attitudes, Emotions, and Culture: The Manager as a Person chapter three Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
Leadership What is leadership? What are leadership traits? What are some leadership behaviors? What leaders are successful?
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Chapter 7 Appraising and Managing Performance 7-1.
Chapter Six Competitor Analysis and Sources of Advantage.
05 Consumer Behavior Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall.
© 2012 Pearson Education, Inc. publishing Prentice Hall. Chapter 2 Situation Assessment: The External Environment.
Integrating Word, Excel,
Organizational Behavior 15th Ed
Leadership in Organizations
© 2012 Pearson Education, Inc. publishing Prentice Hall. Note 17 Generic Strategies— Advantage and Scope.
15-1 chapter 15 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall International Business, 6th Edition Leadership and Employee Behavior.
LDR/531 – WEEK 2. WDWLLW? DISC Assessment Leadership Personality.
Copyright ©2014 Pearson Education 1-1 Chapter 1 What Is Organizational Behavior? Essentials of Organizational Behavior, Global Edition 12e Stephen P. Robbins.
Organizational Behavior 15th Ed Personality and Values Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall5-1 Robbins and Judge Chapter.
© 2012 Pearson Education, Inc. publishing Prentice Hall. Note 9 The Product Life Cycle.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 3-1 Chapter 3 The Nature of Managerial Work.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter Four How Advertising Works. Prentice Hall, © If someone says, “I know half my advertising is wasted, but I don’t know which half,” is.
Individual Differences Chapter 4 Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall 4-1.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Performance Management, Appraisals, and Careers.
CHAPTER 6 NOTES BUA 200- ORGANIZATIONAL LEADERSHIP.
Values, Attitudes, Emotions, and Culture: The Manager as a Person Chapter Two Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
© 2012 Pearson Education, Inc. publishing Prentice Hall. Note 16 What is a Marketing Strategy?
Employee Testing and Selection 6 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 6-1.
Organizational Behavior 15th Ed Diversity in Organizations Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall2-1 Robbins and Judge Chapter.
9 chapter Business Essentials, 8 th Edition Ebert/Griffin Leadership and Decision Making PowerPoint Presentation prepared by Carol Vollmer Pope Alverno.
Organizational Behavior 15th Ed What Is Organizational Behavior? Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall1-1 Robbins and Judge.
Stephen P. Robbins & Timothy A. Judge
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Early Contingency Theories of Effective Leadership
Managerial Traits and Skills Lectured by Dr. Tan Saroeun,NUM
Introduction to Management and Organizations
Leading Change in Organizations
Chapter 4 Defining Performance and Choosing a Measurement Approach
Presentation transcript:

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-1 Chapter 2 Managerial Traits and Skills

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-2 Learning Objectives Understand how conceptions about the importance of traits have changed over the past 70 years Understand the different types of traits that have been used in leadership research Understand the types of research methods that have been used to study leadership traits and skills Understand what traits and skills are most relevant for effective leadership

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-3 Learning Objectives (Cont.) Understand how traits and skills are related to leadership behavior Understand how the relevance of a trait or skill depends on the situation, type of organization, and national culture Understand the traits and skills that cause some people to derail in their managerial careers Understand the limitations of the trait approach

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-4 Nature of Traits and Skills Trait – Variety of individual attributes, including aspects of personality, temperament, needs, motives, and values Need (motive) – Desire for particular types of stimuli or experiences Values – Internalized attitudes about what is right and wrong, ethical and unethical, moral and immoral Skill – The ability to do something in an effective manner

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-5 Three-Factor Taxonomy of Skills Table: Three-Factor Taxonomy of Broadly Defined Skills

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-6 Research on Leader Traits and Skills Stogdill’s Review of the Research (1948 & 1974) Table: Findings in Early Research on Leader Traits and Skills

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-7 McCelland’s Managerial Motivation Measured with the Thematic Apperceptions Test (TAT) Need Basis Need for power Socialized power orientation Personalized power orientation Need for achievement Need for affiliation Optimal Pattern for Large Organizations Strong socialized power orientation Moderate need for achievement Low need for affiliation

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-8 Miner’s Managerial Motivation Measured with a Sentence Completion Scale Correlates with Advancement Desire to exercise power Desire to compete with peers Positive attitude toward authority figures

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-9 Critical Incident Research on Competencies Measured with Behavior Event Interview Traits of Effective Managers Strong efficiency orientation Strong socialized power orientation High self-confidence Strong belief in self-efficacy Internal locus of control

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-10 Critical Incident Research on Competencies (Cont.) Interpersonal Skills of Effective Managers Strong oral presentation skills Strong interpersonal skills Ability to manage group processes Ability to build member identification and team spirit Conceptual Skills of Effective Managers Inductive reasoning Deductive reasoning

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-11 Longitudinal Research with Assessment Centers Utilize Multiple Methods to Assess Traits & Skills Advancement Predictors after 8 years (AT&T Study) Desire for advancement Dominance Interpersonal skills Cognitive skills Administrative skills Advancement Predictors after 20 years Achievement orientation Self-confidence Energy level Low need for security

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-12 CCL Research on Managers Who Derail Advancing Managers versus Managers who were Dismissed, Transferred, Retired Early, or Plateaued Traits, Skills & Competencies of Successful Managers: Emotional stability Lack of defensiveness Integrity Interpersonal skills Technical and cognitive skills

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-13 Managerial Traits Effectiveness Table: Specific Traits Related to Leadership Effectiveness

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-14 Big Five Personality Traits Table: Correspondence of the Big Five Traits with Specific Traits

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-15 Managerial Skills and Effectiveness Technical Skills – Include knowledge about methods, processes, and equipment for conducting the specialized activities of the manager’s organizational unit Conceptual Skills – Involve good judgment, foresight, intuition, creativity, and the ability to find meaning and order in ambiguous, uncertain event Interpersonal Skills – Include knowledge about human behavior and group processes, ability to understand the feelings, attitudes, and motives of others, and ability to communicate clearly and persuasively

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-16 Other Relevant Competencies Emotional Intelligence Social Intelligence Systems Thinking Ability to Learn

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-17 Situational Relevance of Skills Figure: Relative Importance of Skills for Different Levels of Management

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-18 Situational Relevance of Skills (Cont.) Transferability of Skills Across Organizations Difficult to transfer lower-level managerial skills Disagreement about transferability of upper-level managerial skills Requisite Skills and the External Environment Mix of skills changes over time Impacted by: Globalization Technological development Social change

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-19 Application for Managers Guidelines for Understanding and Improving Relevant Competencies Maintain self-awareness Develop relevant skills Remember that a strength can become a weakness Compensate for weaknesses

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 2-20 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc.